Terrill case ob


Published on

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • After reading the case we found out 6 characteristics of leadership of Terrill which can be seen here…
  • Laissez-faire leadership involves giving group members the freedom to make their own decisions.Characteristics of Laissez-Faire LeadershipVery little guidance from leadersComplete freedom for followers to make decisionsLeaders provide the tools and resources needed and expect to solve problems on their own.Autocratic leadership involves having total control over a group.Autocratic leadership, also known as authoritarian leadership, is leadership style  characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their own ideas and judgments and rarely accept advice from followers. Autocratic leadership involves absolute, authoritarian control over a group.DEMOCRATICThe democratic leadership style is a very open and collegial style of running a team. Ideas move freely amongst the group and are discussed openly. Everyone is given a seat at the table, and discussion is relatively free-flowing.This style is needed in dynamic and rapidly changing environments where very little can be taken as a constant. In these fast moving organizations, every option for improvement has to be considered to keep the group from falling out of date.
  • Keep communication open: If the marketplace of ideas is going to be open for business, everyone needs to feel comfortable enough to put their ideas on the table. The democratic leadership style thrives when all the considerations are laid out for everyone to examine.Focus the discussion: It’s hard to keep unstructured discussion productive. It’s the leader’s job to balance being open to ideas and keeping everything on-topic. If the conversation begins to stray, remind everyone of the goal on hand and then steer it back. Make sure to take note of off-topic comments and try to return to them when they are pertinent.Be ready to commit: In the democratic leadership style, you get presented with so many possibilities and suggestions that it can be overwhelming and difficult to commit. But as the leader, when the time comes, you have to choose and do so with conviction. The team depends on the clear and unambiguous mandates to be committed.Respect the ideas: You and your team might not agree with every idea, and that’s ok. It is important, however, that you create a healthy environment where those ideas are entertained and considered --not maligned-- or the flow of ideas will slow to a trickle.Explain, but don’t apologize: You want the advocates of the solutions that were not selected to understand that their thoughts were considered and had validity, but that ultimately you had strong reasons to go a different direction. It’s important that the decision be communicated, but you should not apologize for deciding on what you think.
  • Answer to this question has been explained before
  • Terrill case ob

    2. 2. SUMMARY OF THE CASE<br /><ul><li>John Terrill was asked by DGL International to manage its Technical Services Division.
    3. 3. It was found out that the Technical Services, with 20 engineers was the highest paid, best educated and least productive division in the company. So it was instructed to Terrill to “Turn it around”.
    4. 4. After interacting with the employees of the Technical Division, he found out that the employees were not satisfied with the work assigned to them. They had to prepare reports which according to them, no one would read.
    5. 5. So he promised that he’ll try to solve the problem and that he will try to keep the top management off their backs too.
    6. 6. So, he ordered that all the reports be turned in daily to his office rather than mailed to headquarters. These reports piled up on his desk in the coming three weeks, during which no one called for checking these reports.
    7. 7. He called a meeting in the president’s office, in which he showed that all the reports that the Technical Division had prepared were on his table for the past one month and no one asked for these reports.
    8. 8. Therefore he suggested that the engineer’s time could be utilized in a more productive manner and that one brief monthly report from his office would satisfy the needs of other departments.</li></ul>1 2 3 4 5 6 7 8 9 10<br />
    9. 9. L EADERSHIP CHARACTERISTICS OF TERRILL<br />12 3 4 5 6 7 8 9 10<br />
    10. 10. LEADERSHIP STYLES<br /><ul><li> Terrill shows democratic leadership style as he is open to ideas moving freely amongst the group.
    11. 11. Allows the employees to set forth their problems.
    12. 12. He finds ways to solve these problems and take the best possible decision.</li></ul>Democratic<br />LEADERSHIP STYLE<br />Laissez-faire<br />Autocratic<br />In democratic leadership style, the leader must be able to communicate that decision back to the group to bring unity. Democratic leadership offers a great deal of flexibility to adapt to better ways of doing things.<br />12 34 5 6 7 8 9 10<br />
    13. 13. HOW TO BE EFFECTIVE IN THIS POSITION<br /> (conclusion)<br />1 2 3 4 5 6 7 8 9 10<br />
    14. 14. 1ST QUESTIONS <br />What leadership style did John Terrill use? What was his primary source of power?<br />1 2 3 4 5 6 7 8 9 10<br />
    15. 15. ANSWER <br /><ul><li> Terrill shows democratic leadership style as he is open to ideas moving freely amongst the group.
    16. 16. Allows the employees to set forth their problems.
    17. 17. He finds ways to solve these problems and take the best possible decision.
    18. 18. His primary source of power was his focus on employees issues.</li></ul>Democratic<br />LEADERSHIP STYLE<br />12 3 4 5 6 7 8 9 10<br />
    19. 19. 2ND QUESTION <br />Based on Hersey Blanchard theory, should Terrill have been less participative? Explain.<br />1 2 3 4 5 6 7 8 9 10<br />
    20. 20. ANSWER <br />According to Hersey & Blanchard Theory, he showed selling leadership style i.e. (high task, high relationship) as the case shows that the employees or followers were showing R2 state of readiness i.e. unable-willing.<br />So, if he would have not been participative i.e. been involved in finding the employee problems, then he would not have been able to come out with a solution which in that casecould have led to the deterioration of the willingness of the employees.<br />1 2 3 4 5 6 7 8 9 10<br />
    21. 21. 3ND QUESTION <br />What leadership approach would we have taken in this situation ?<br />12 3 4 5 6 7 8 9 10<br />
    22. 22. ANSWER <br />DEMOCRATIC LEADERSHIP<br />1 2 3 4 5 6 7 8 9 10<br />