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Flores, Justine Carlo Allen C.

CPE51FB1

Case Study for Engineering Management (IE001)

Case Application 1 – Growing Leaders


1. What do you think about Buckley’s statement that leaders and managers differ? Do you agree? Why or why
not?

Student responses will vary. However, those who see a difference between management and leadership should be able
to identify “influencing” as a key term associated with leadership. Have students think of analogies where a manager and
a leader may be two different individuals – such as a team captain and the coach.

2. What leadership models/theories/issues do you see in this case? List and describe.

In this case, students may see various contingency theories of leadership as leaders are trained in one part of 3M for
roles in potentially other parts of the company. In addition, because of the attributes leaders are expected to have at 3M,
students may associate these with transformational leadership. Also, in Buckley himself, some students may recognize a
visionary leadership style.

3. Take each of the six leadership attributes that the company feels is important. Explain what you think each
one involves. Then discuss how those attributes might be developed and measured.

Student responses will vary greatly, but encourage students to think in terms of what they would expect from 3M
employees if they were managers. Also, when it comes to developing and measuring the attributes, have students apply
good goal setting practices by ensuring that the measures are achievable, specific, and measurable.

4. What did this case teach you about leadership?

Though students may share their opinions regarding this question, encourage them to think about their own leadership
styles. What style of leadership are they already developing? If they play a sport or are involved in a campus
organization, how do they think teammates would characterize their leadership style? Is that congruent with their own
self-assessment? Also, ask students if, based upon what they read, would they find 3M an enjoyable environment in
which to work? Why or why not?
Case Application 2 – Master and Commander
1. What do you think of this description of Captain Holly Graf’s leader style? Do you think that Captain Graf
could even be called a leader? Discuss.

This case epitomizes the difference between a manager and a leader. Students should question whether legitimate
power does indeed make a leader. In other words, does title alone ensure that subordinates will view the person “in
charge” as a leader.

2. What kinds of power do you think Graf used as a ship commander? Explain your choices.

Though the case may not present a daily log of Graf’s actions, from what is illustrated, students should be able to point to
legitimate power as the obvious source of power. But, they may also identify coercive power in the way Graf behaved
toward crews.

3. Not surprisingly, this whole scenario rocked the Navy to its core since it reflected on the way the Navy
chooses, promotes, and then monitors its handpicked leaders. What changes, if any, do you think need to take
place in its leadership training and development?

Student responses will vary, but encourage them to think about the hierarchy involved. If the students were Graf’s
superior officer, how would that individual view the training process? Or, if one of Graf’s crew members, what would that
person view as important in terms of training and development? Students might also consider the differences in
leadership styles when one is operating in a time of war versus managing say, a retail store or a restaurant. Is an
autocratic style of leadership necessary on a Navy ship? in every situation?

4. Some critics of Graf’s treatment have said that institutional sexism played a role in her removal. Do you think
that could be possible? Discuss. Would that “excuse” the way she led? Explain.

As students consider this question, have them think about the pioneering steps Graf took in her career. Being the first
woman to command a destroyer is a significant accomplishment in the U.S. Navy. Have students explore the contingency
theory of leadership. What if a leader chooses the wrong style of leadership in a given situation? Is it possible that Graf
was varying her leadership style, but in an incorrect fashion – such as using an autocratic style when she should have
been more democratic or even laissez-faire? And, is a military environment completely different than the private,
business sector?

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