Case Study: Chris Peterson's Leadership in the Southwest Region

This presentation analyzes a case study focusing on Chris Peterson's leadership of the Southwest Region team, tasked with developing DSS software solutions. The presentation examines Peterson's strategies, including team composition, creating a dedicated workspace, and fostering transformational leadership. It explores the factors influencing her decisions, such as the team's prior experience and the challenges posed by a lack of support from functional specialists and the boss, Meg Cooke. The presentation evaluates Peterson's decisions, highlighting the team's successes despite not developing a product suitable for larger districts. It also considers alternative approaches Peterson could have taken, and analyzes Meg Cooke's response to the project's outcome. Finally, the presentation discusses how Peterson might have responded to Meg Cooke's feedback, suggesting a shift to a functional specialist role to enhance technical expertise. The presentation demonstrates an understanding of the key issues, relevant management concepts, and critical applications of relevant theories and concepts at a basic level.

Slide 1
How did Chris Peterson develop & lead the Southwest Region team?
Chris Peterson made strategies from the initial days while forming the team that will
develop DSS Software solutions for schools at different districts. Her goal was to include people
who have already worked on DSS project once and is familiar with each other. Thus, she
selected 7 members in total who already worked on the DSS’s Annual Habitat for Humanity
Project. Two of the members belonged from the ‘Contract Negotiations’ team, two from the
‘Information Technology’ team, two from the ‘Procurement and Systems’ team and one from the
‘Facilities’ team. Since they already shared a social life, they hardly had arguments and Chris
found it to be advantageous because there will be no trouble regarding the inter-personal issues
in the team. Moreover, she created a new space for her team to work such that the members do
not get distracted by other teams and can primarily focus on their objectives. She guided them
well with transformational leadership and always motivated them to continue with their work in
spite of not getting help from the functional specialists and the boss. The members completed
their previous work with a pace such that they can start planning and developing the DSS
product along with the budgeting of the system. Chris made sure to share their work with the
people outside his team to receive feedbacks and thus progressed accordingly. Although they
could not make a specialized product for the larger districts, they built an efficient one for the
smaller districts completely on their own. Thus, the team enjoyed a transformational leadership
under her guidance and made the product ready for testing in the districts.
Slide 2
What factors influenced Chris Peterson’s decisions?

Chris Peterson had leadership experience in advance and thus knew the strategies that she
could develop to execute a team successfully. Team environment should be harmonious for a
team to become successful in any project. Hence, she wanted to gather people who will be
familiar with each other and thus in turn avoid animosity during disagreements. She was
successful in her attempt because she composed the team with members who had already worked
with each other on the project of Annual Habitat beforehand. Moreover, she wanted experienced
people to combat issues during development of the software. If the people are not accustomed
with the technicalities of the DSS, they will not be able to apply the appropriate and necessary
features in the new product development. So, she made sure that the people are skilled at
developing the DSS software product. She also arranged meetings to share perspectives such that
the members can work freely with each other. The more they shared their ubiquitous ideas, the
more they could gain clarity in the development of the software. This effective communication
will also help them to avoid unnecessary arguments and enhance flexibility amongst the
members in the team. She was sure that a team outing will help them to refresh their mood and
relax their mind from the continuous issues they were facing at the workplace and conducted the
same that lead to beneficiary purposes. Moreover, she was well aware of the fact they neither she
nor her team members were getting help from the functional specialists or their boss Meg.
Hence, they faced much pressure in developing the software that will be robust in its
functionality. This itself was a mental pressure and quite negative an incident for Chris and her
team. Hence, Chris took the responsibility of maintaining an optimistic environment within the
work sector. She also influenced the team to work positively and helped them in every way
possible such that they can proceed with their work without feeling the pressure. Chris proved
that she was professional in keeping up the enthusiasm of her members.

Slide 3
How would you evaluate these decisions?
Chris was right in taking her decisions because all her decisions turned out to be
successful in managing the team effectively. The team members were highly satisfied with their
team composition and acknowledged it to be one of the best. Since they were familiar with each
other, they gained the comfort ability factor in the workplace and hardly developed issues with
each other. They uplifted the team spirit by assuring each other of their maximum potentiality in
delivering the DSS product. In spite of having differences in their opinions, they could resolve
the issues by showing mutual respect and convincing each other in the most appropriate way of
thinking. In addition, they could cooperate with each other while taking any decision and
collaborated efficiently without any arguments. Furthermore, on getting a break, they were
highly motivated and got back to work with equal spirit leading to completion of the project
within 10 days. They could finalize on the specifications that will be required to complete the
product and managed to develop the software in the end without the help of the functional
specialists and any kind of cooperation from the boss Meg. Thus, Chris was successful enough in
influencing her team members with her optimistic attitude that helped them to overcome the
adverse situations at ease and make the product ready for beta testing in the districts.
Slide 4
What could Chris have done differently?
In spite of being a successful transformational leader, Chris Peterson was not allowed to
carry out the project for further work because the product outcome was not satisfactory enough.

These are the following areas where she could have done things differently. She separated
himself and his team to get focus on their work and prevent distractions. This was advantageous
in one way but did not prove to be helpful in the end. However, had she been more flexible
enough, she would have known the whereabouts of the other teams and acquire help from them
regarding the technical knowledge. Since they were aloof from the other teams, the other
members were not flexible to communicate with them. Chris also could not approach them for
gaining advantage by working together and demand technical help from the specialists.
Moreover, she progressed with her work in spite of not getting help from the functional
specialists and her boss Meg. This led to an impression that Chris was well efficient in her work
and can develop a quality software without anybody’s help. However, in the end, she could not
develop a robust software for the larger districts. The software she developed was not even
helpful for the smaller districts too. Hence, she should have waited for their help to make the
project more efficient and successful for the larger districts.
Slide 5
What factors led Meg Cooke’s response?
Although the boss, Meg was quite rigid in her actions and allowed favoritism amongst
her employees, she had certain reasons for cancelling the project. Chris tried her best to stand the
project on her own terms and Meg refused to help by avoiding her. Rather, we can say, Meg
created the unsuccessful situation on purpose to let down Chris and her team members. Thus,
when the DSS software solution was not up to the mark, she showcased those particular reasons
of cancelling the project. She denied Chris from further progress by saying the project was not
apt for larger districts and neither beneficial for smaller ones. Moreover, she said the version of
the other teams that no district has shown interest in this type of product. Thus accumulating all

these factors it can be said that Meg was clearly satisfying her ego because Chris progressed with
the work without her help.
Slide 6
How would you respond to Meg Cooke’s question as Chris Peterson?
Had I been Chris Peterson, I would have chosen the role of the functional specialist in the
IT department rather than leading the team in marketing the DSS products in the market.
Returning to the IT team and gaining more technical and in-depth knowledge about the
functionalities of the software would have been the best answer from my end. This will not only
help me become efficient in my skill set, but also help me have an in-depth idea about the
complexities of such projects. In turn, I will be more efficient and successful while handling such
similar projects in the future. Thus, my choice would have been the role of a functional specialist
in the IT group.

Criteria:-
1) Does the presentation demonstrate an Understanding of the key issues context of the case
study?
Highlighted in Yellow
2) Does the presentation demonstrate an awareness of relevant management concepts?
Highlighted in Blue
3) Does the presentation demonstrate critical applications of relevant theories and concepts at a
basic level?
Highlighted in Green