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The following text is an extract from a students case study

analysis. Look at how the writer has:

Directly discussed relevant theory

Analytically discussed the case using theoretical concepts

Made summary reference to events in the case

NB: in this text, the original writer did not provide

references, but the use of (ref) marks where they

should be inserted.

2. Key Issues

2.1 Leadership

There are generally five different perspectives on leadership. These

include Competency, Behavioural, Contingency, Transformational and

Implicit Leadership perspectives (ref). Project Manager Tom Parkers

leadership style can be explained from a behavioural perspective, which

focusses on the extent to which a manager exhibits task-orientated and

people-orientated behaviour (ref). Parker clearly demonstrates Task-

orientated behaviour in that he assigned and clarified the task to complete

seven and a half lengths a day per person. He tried to ensure performance

by setting a goal which he recognised as being far-reaching and not easilyachievable.

A behavioural perspective indicates that effective leaders should

possess high levels of both task- and people-orientated styles (ref), but

Parker does not display a great deal of people-orientated behaviour.

Parker does not show mutual respect towards all team members,

especially towards Millar, whom he deemed to be incompetent in

comparison to others. As well as this, Parker showed anger, rather than


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concern for his employees well-being when Millar collapsed after

working tirelessly all day.

The Behavioural perspective is limited in that it assumes task- and

people-orientated behaviour is best in all situations (ref). However, the

Path-Goal Leadership theory (ref) suggests that any leadership style

should take into account the environment of each specific situation. In the

case study, Parker does not consider or reassess the situation when it is

discovered that some areas are more difficult and slower to work with.

Thus, the team members are left with unrealistic goals and stress in being

unable to reach the expectations Parker has set.

2.2 Decision making

Decision making is the process of making choices from a number of

alternatives in order to complete a goal. There are three common

decision making models: Rational Choice, Bounded Rationality and the

Garbage Can model (ref). In the case, Parker used a Garbage Candecision-making model. He was given the responsibility to ensure fifteen

claims were staked and he decided to have three staff members assist

him, and he allowed seven days for completion of the task. Parker based

these decisions on his previous experience, and his personal perception

that the goal was attainable. He did not evaluate all the various

alternatives and influencing factors to make the best possible decision.He relied on his own perceptions of the work to be undertaken and didnt

take into consideration the situational factors. He failed, for example, to

consider the different employee perceptions ofMillar, who focussed on

completing perfect posts, and the others, who focussed on speed.

Another situational factor was the terrain. Parker assumed that it was

uniformly even, and when he realised that the underbrush was thicker in

Millars assigned area,he failed to re-evaluate his decisions. The overall


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goal thus became more unrealistic. Parkers Garbage Can decision

making was a result of his task orientated leadership style, and ultimately

led to aggression and a lack of co-operation in the team.


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The following extract is the Recommendations section of the same

report youve just been looking at. Can you see how the

recommendations are logically drawn from the discussion?

3. Recommendations

Based on the above analysis, it is recommended that the following

solutions are implemented in Project teams at Arctic Mining Consultants

to ensure that the organisation retains staff, decreases employee stress and

improves team effectiveness in order to meet deadlines and production

quotas.

Leadership style is a key issue in the case. Parker should receive

training on how to effectively lead as he occasionally acts in managerial

positions. He needs to learn how to measure the situational factors and

become more people focused, thus finding a balance with his task

orientation. Parker needs to recognise conflict and apply different

compromising (ref) strategies in order manage conflict effectively.In addition to leadership and conflict management training, Parker

should understand the decision making process and follow a bounded

rationality model (ref) instead of a garbage can model. By using the

employee involvement model (ref), which encourages employee

involvement at the start of the project, i.e. when determining deadlines,

Parker (and the organisation) could achieve better problem identification,more effective solutions and a higher decision commitment (ref). If

training is not effective in changing Parkers leadership qualities, it is

suggested that he not be assigned to managerial roles so that stress and

conflict can be avoided.

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