The document discusses Joe Jackson's struggle with the family sawmill business amidst his father's health issues and the challenges posed by sustainability concerns, highlighting the need for effective leadership between him and his brother Jacob. It also explores Dean Adams' role at Studer International during a financial crisis, emphasizing the need for leadership that balances stability with change, as pointed out by John Kotter. Ultimately, the document underscores the importance of decisive leadership in turbulent times, particularly in selecting the right individuals to navigate challenges.

1. Learning Activity #1
Joe Jackson owned a sawmill in Stuttgart, Arkansas. It was a
family business that had not changed in 50 years. Having grown
up in the business, Joe had never really investigated the
strengths and weaknesses of his position as Vice President. His
father was always the President and he and his older brother
Jacob were the heirs. The business was in turmoil because his
father’s health was precarious and he was forced to step down.
Joe’s brother was expecting to step up to the role of Vice
President but Joe knew that was a mistake. The business itself
was being quickly eroded because of the sustainability issues
facing the world. Joe could see this but not Jacob. Joe needed to
have a long talk with Jacob to make him see reason. Either they
worked together for the future or Joe would have to take the
lead role.
TASK:
Prepare an outline of points for Joe to make in his discussion
with his brother. Explain the role of the 21
st
century leader and why it differs from that of the 20
th
century leader. Make sure to reference your reading material to
validate the points you make.
L
earning Activity 2:
John Kotter in his article “
What
Leaders Really D
o
" makes the following statement: Managers promote stability
while Leaders press for change, and only organizations that
embrace both sides of the contradiction can thrive in turbulent
times."
TASK:
After reading the background information below, explain what

2. you think Dean Adams’ role should be in light of this quote; the
leaders or the manager’s? Identify the two roles leader and
manager. Be sure to include in your comments the different
solutions that may result from a leader's perspective and that of
the manager's perspective as well as where they overlap.
Finally, suggest which role’s perspective is best for Adam and
the organization and why.
Background: Studer International
At 7:30
a.m.,
Dean Adams hit the snooze alarm for the third time, but he
knew he could never go back to sleep. Rubbing his eyes and
shaking off a headache, Adams first checked his BlackBerry and
read an urgent message from his boss, explaining that Sue Chan,
chief security analyst, had resigned this morning and needed to
be replaced immediately. Frustrated, Adams lumbered toward
the shower, hoping it would energize him to face another day.
After last night’s management meeting, which had ended after
midnight, he was reeling from the news that his Wall Street
employer, Studer International, was spiraling toward a financial
meltdown.
Adams scratched his head and wondered, “How could one of the
world’s largest insurance companies plummet from being the
gold standard in the industry to one struggling for survival?” At
the end of 2007, Studer had $100 billion in annual revenues, 65
million customers, and 96,000 employees in 130 countries. One
year later and staggered by losses stemming from the credit
crisis, Studer teetered on the brink of failure and was in need of
emergency government assistance. Studer had been a victim of
the meltdown in the credit markets. The collapse of this
respected financial institution sent shock waves throughout the
world’s economy.
Within Studer’s Manhattan office, Adams and his coworkers felt
growing pressure to respond to this crisis quickly and ethically.
But morale was sagging and decision making was stalled. New
projects were on hold, revenues weren’t coming in fast enough,

3. and job cuts were imminent. Finger-pointing and resignations of
key managers had become commonplace. Strong leadership was
needed to guide employees to stay the course. Adams knew his
first priority was to replace Sue Chan. When leaving the
meeting last night, his boss had told him, “It’s critical that we
keep key managers in place as we weather this storm. If we lose
any, be sure you replace them with ones who can handle the
stress and can make tough, maybe even unpopular, decisions.”
Working up a sweat as he rushed into his office, Adams began
sorting through the day’s priorities. His first task would be to
consider internal candidates to replace Chan. He pondered the
characteristics required of a chief securities analyst and
scribbled them on a notepad: experienced in security and
regulatory issues; strong decision-making skills; high ethical
standards; able to make job cuts; comfortable slashing budgets;
and respected for calm leadership. Adams immediately thought
of Julie Cobb, a senior analyst who had been vocal about her
desire to move up and had recently shown steady leadership as
the organization started to crumble.
Cobb had worked her way up through the organization,
becoming a respected expert in her field. She had developed a
strong team of loyal employees and made training and job
development a priority. She was likable, sensitive to her
employees, and a consensus builder. While many managers
within Studer had made questionable business decisions, Julie
had held herself to a high ethical standard and created a culture
of integrity. Cobb was focused on the future—a go-getter who
knew how to get results.
With the future of the company at stake, however, Adams
wondered if Cobb could handle the tough challenges ahead.
Although he valued her team-building skills, she could be soft
when it came to holding employees accountable. A large part of
her motivation was to have people like her. When she reported a
shortfall in earnings in the last company meeting and came
under fire, she’d become defensive and didn’t want to point
fingers at employees who were to blame. In fact, Adams

4. recalled another instance when Cobb recoiled at the thought of
firing an employee who had developed a pattern of poor
attendance while caring for her sick husband. She confessed a
hesitation to confront poor performers and employees struggling
to balance home and work life.
Adams stirred his morning coffee and wondered aloud, “Is Julie
Cobb capable of balancing kindness and toughness during a
crisis? Can I count on her to be decisive and focused on top-
and bottom-line results? Is she too much of a people pleaser?
Will it impact her ability to lead successfully?”
Remember, an in-text citation cannot exist without having a
corresponding reference list and a reference list cannot exist
without having a corresponding in-text citation. Use of the
course material using in-text citations and a reference list is
always expected in the learning activities and good practice for
the assignments in the course.