Recommend the best leadership style for a variety of organizational settings 1). Use the case scenario, along with the information regarding each of the three companies and its employees identify the best Leadership characteristics and styles out of the 4 listed below to use in the merger in a way that will lead to company-wide buy in as well as enhanced job satisfaction and performance. Consider the consequences (both pros and cons) of the recommended leadership style and offers suggested solutions. Leadership styles: Directive Supportive Participative Achievement-oriented Project Case Scenario Introduction: Along her drive home, idling along in the slow crawl of the afternoon rush hour, Susan replayed the events of the last few months over and over in her mind. The news of a merger shocked everyone, and tension in the office was at an all-time high. This was Susan's first merger, and, in many ways, she hoped it would be her last. As the only certified HR specialist with an advanced degree, Susan was asked to work with a consultant to draft a plan detailing the culture, structure, and leadership needs of the HR office. It was an exciting but weighty assignment - one that had the potential to affect the entire organization for better or worse. On one hand, Susan could play it safe and try not to "ruffle any feathers." After all, what if the executive art of the organization disagreed with her plan? What if the plan had a negative impact on her coworkers? On the other hand, she knew that change was needed, and playing it safe would likely lead to very few changes. She believed that if she presented a strong plan, it could lead to making this office a great place to work for everyone. In the morning, Susan will meet with the consultant and discuss recommendations. Then she'll need to prepare a plan to present to the Board of Directors a few days later. Background Information: United Services United Services began operations in 1990 to provide health and wellness services to the elderly and the disabled. Positioned as a locally sourced and operated organization, United Services flourished. By 2010, there were approximately 400 care providers with eight managers, and the support services to match. The organization's leadership was formed from a regulatory perspective to provide a stable and trusted service to the community. The HR office includes six people: one director, one manager, two recruiters, and two generalists. The current Director, Susan, is being promoted to the VP position. Short of that, no other information - about positions, job descriptions, and even whether everyone will have a position after the merger - has not been finalized. As a result, stress in the office is at an all-time high. Another contributor to the stress level is that fact that, during the merger, the HR office will go from six to sixteen people and will end up with several redundancies. Not only that, but mergers are an ideal time to eliminate positions and strea.

1. Recommend the best leadership style for a variety of organizational settings
1). Use the case scenario, along with the information regarding each of the three companies
and its employees identify the best Leadership characteristics and styles out of the 4 listed
below to use in the merger in a way that will lead to company-wide buy in as well as
enhanced job satisfaction and performance. Consider the consequences (both pros and
cons) of the recommended leadership style and offers suggested solutions.
Leadership styles:
Directive
Supportive
Participative
Achievement-oriented
Project Case Scenario
Introduction:
Along her drive home, idling along in the slow crawl of the afternoon rush hour, Susan replayed
the events of the last few months over and over in her mind. The news of a merger shocked
everyone, and tension in the office was at an all-time high. This was Susan's first merger, and, in
many ways, she hoped it would be her last. As the only certified HR specialist with an advanced
degree, Susan was asked to work with a consultant to draft a plan detailing the culture, structure,
and leadership needs of the HR office. It was an exciting but weighty assignment - one that had
the potential to affect the entire organization for better or worse. On one hand, Susan could play
it safe and try not to "ruffle any feathers." After all, what if the executive art of the organization
disagreed with her plan? What if the plan had a negative impact on her coworkers? On the other
hand, she knew that change was needed, and playing it safe would likely lead to very few
changes. She believed that if she presented a strong plan, it could lead to making this office a
great place to work for everyone.
In the morning, Susan will meet with the consultant and discuss recommendations. Then she'll
need to prepare a plan to present to the Board of Directors a few days later.
Background Information: United Services
United Services began operations in 1990 to provide health and wellness services to the elderly
and the disabled. Positioned as a locally sourced and operated organization, United Services
flourished. By 2010, there were approximately 400 care providers with eight managers, and the
support services to match. The organization's leadership was formed from a regulatory
perspective to provide a stable and trusted service to the community.
The HR office includes six people: one director, one manager, two recruiters, and two

2. generalists. The current Director, Susan, is being promoted to the VP position. Short of that, no
other information - about positions, job descriptions, and even whether everyone will have a
position after the merger - has not been finalized. As a result, stress in the office is at an all-time
high. Another contributor to the stress level is that fact that, during the merger, the HR office will
go from six to sixteen people and will end up with several redundancies. Not only that, but
mergers are an ideal time to eliminate positions and streamline processes.
Background Information: Plethora Services
Plethora Service began operations in 2005. A regional operation near United, Plethora employs
300 caregivers, ten handlers, and also has similar support services. In large part, the business
functions at the two organizations are very similar; however Plethora's approach focuses more on
the business' bottom line while United's approach focuses on fostering a cohesive company
culture and employee satisfaction. At Plethora, costs and associated benefits are closely
scrutinized, and any action must contribute to the bottom line. Financially, Plethora is at the
break-even point. Employees have not had a pay increase since 2007.
The HR office is structured in a similar manner to United's HR office. The Director oversees HR
functions, and there is a manager, a coordinator, two part time generalists, and a recruiter. The
culture in the office is more focused on getting the job done.
Background Information: Brigan Community Services
Brigan is a newer organization that was established in 2010. They currently have approximately
200 care providers and 10 handlers. Like United and Plethoria, Brigan's infrastructure includes
the supporting business functions of IT, HR, and Finance.
Here's the Situation:
In three months from now, these three organizations will merge into one company. Senior
leadership is in the throes of planning, and, as the consultant, you have been asked to help Susan
create a plan detailing the culture, structure, and leadership needs of the HR office. Given that
change is difficult and you are merging three distinct organizational cultures together, you will
need to provide Susan with detailed advice for leadership to facilitate the transition in a way that
leads to company-wide buy in and enhanced job satisfaction and performance.
Before you begin putting together your plan, it's a good idea to talk members of each team.
Understanding their perspectives on each organization's workplace culture and environment will
help you formulate the best plan possible.
Time to Act
Well, it looks like you have a challenging task ahead of you: developing a plan to successfully
merge three distinct organziational cultures in a way that will lead to company-wide buy in as
well as enhanced job satisfaction and performance.

3. United Services HR Employees:
Susan (Director) being promoted to VP- The tension from the merger has been eating at me.
Since I am the only certified HR specialist with an advanced degree, leadership asked me to
come up with a plan to make this a great place to work for everyone. What a terrific opportunity,
but it comes with quite a bit of stress. What if it doesn't work? Too many people will be affected
by my decisions. I know change needs to happen, and I need to make the best decision for
everyone involved.
Sharon (Manager) - The former HR director had a tendency to be away from the office. I had to
increase my workload to help out with the director's responsibilities. Someone had to do it, and I
am more than capable. I wanted to be the director but was overlooked when the position was
filled. Responsibilities are generally assigned by job description, but duties are also assigned on
an as-needed basis. Performance is not measured, so there are no incentives. John is not overly
efficient in his work, and he tends to make mistakes. I have to check his work; otherwise,
mistakes get through - and I can't have that happen on my watch.
John (Generalist) - I feel like I am being micromangaged by Sharon. I work on multiple projects
at the same time, and I am always having to update Sharon on everything. She is always looking
over my back. In fact, I just wish we had the freedom to perform as a team. A couple of weeks
ago I offered to help Sheila with some recruting responsibilities, so now I am conducting some
of the interviews and the onboarding process for new hires. But I am realizing I don't have much
time for my other work. So earlier this week I approached Anne and asked her for some help, if
she had any spare time, but she blew me off, saying she was too busy to help.
Anne (Generalist) - I like to have some degree of anonymity and to be able to work on various
projects. I do not like making mistakes, so I try to be careful and double check my work;
however, John continues to make mistakes without consequence, and it makes me really mad
when those mistakes affect me. As a result, I try to distance myself from anything he does. I
don't want his work to be a reflection on me, though it isn't always possible to avoid that. He
grabs files or starts files and then, because he doesn't finish his work, they simply pile up on his
desk. Then he is too busy to file his work. So if I need a file, I have to search through the piles on
his desk. Could he just get his work done? Just the other day he asked me for help. I told him I
was already tied up this week. To be honest, I could have helped him out. But no way! I am
getting my work done. He isn't! If I help him, then he will make it look like he is getting his stuff
done. Besides, chances are he'll ask me to do his filing. Then where will it end? You know what
I mean? He's lazy and I want nothing to do with him!
Sheila (Recruiter) - I have been with this firm for two years. Joan, who helped with recruiting
had been out on leave, just gave her resignation. That has left me with all the recruiting
responsibilities. I asked Sharon for some help with the workload. Thankfully, John has offered to
help me out with interviews and the onboarding process for new hires. That has been a big help,
but it's only temporary. I need to have that position filled!
Joan (Recruiter) - I gave my notice of resignation.

4. Plethora Services HR Employees:
John (Director) - People are paid to do their jobs. We don't have a lot of freedom to be all
creative or stuff like that. Really, that is some story out of a novel. The work needs to get done. If
you want to be creative, take up painting. I am the leader here, and I like my ship to be in the
best shape possible. My problem is, I think people don't work very hard. If you give them an
inch, they will take a mile.
Alfred (Office Manager) - Yeah, John is a little bit of a hot head, but maybe sometimes you have
to be. If we get our work done, well, we really don't have any problems. However, if something
goes wrong, generally heads will roll. John goes off, and everyone tries to keep their heads down
to stay outta the line of fire. Once it blows over, we go back to normal. I mean, if we can't meet
our numbers, it ends up on John's desk. Me? I try to keep the office together, directing my people
on how to avoid getting into conflict with John. Of course, getting my own work done is a
priority, too.
Teresa (Coordinator) - I've been here for about two years. After my first three months here,
things changed. It was like the true culture revealed itself. Today, I do what I can with what I
have. I feel like we are always running around fighting fires here and not really fixing anything. I
punch in, and, at 4:30, I punch out. Not a minute longer. If I could find another job that was
nearby and close to the pay that I currently receive, well, you know.
Joan (Part-time Generalist) - Chris and I share a position, and there are no clear lines of
responsibilities or performance between the two. There needs to be more clarity.
Chris (Part-time Generalist) - Joan and I share a position. Joan never seems to get all of her work
done, and then she leaves part of it for me. Of course, if the work doesn't get done, someone will
pay the price. I have certainly paid my dues here. I really don't want to say too much, but the
leadership here..needs development?
Brigan Community Services HR Employees:
Karl (Director) - I came from an organization in St. Paul where the work was a little more fluid.
Right from the start here at Brigan, I was given the freedom and some resources to put together a
relatively strong HR office. Having an information system for HR is a must! It allows the work
to be streamlined and more fluid. I also made sure my three coordinators were cross-trained to
some degree so that each knows the other's work in the event something happens. In addition, I
allow for people to telecommute. But to be honest, I can't really tell if they're working sufficient
hours. As long as the work gets done, I'm satisfied. The people I hired are more than capable.
The result is that I think my people are satisfied too, both with their jobs and the environment.
Jane (Coordinator) - I'm happy with my position, though I do have some reservations. I wouldn't
mind if we had more leadership. I mean, I love the fact that I can work from home when I am not
needed in the office, but we don't really have a purpose here. There isn't a lot of planning. For
instance, in my last institution, we really focused on training, supporting management with

5. measures and performance appraisals, health and wellness, that kind of stuff. There is so much
more that HR could do, and I feel like we are missing out on a lot of opportunities.
William (Coordinator) - I really like the set up here. I get to come and go on a flex schedule, and,
honestly, why work more than you have to? Things are just fine the way they are, and the less I
see of Karl, the better. Jane must not have enough to do - she's always talking about adding to
our workload. Best to just leave things as they are.The merger? Not a good situation. No one
knows if they will have a job in three months. Actually, let me re-state that. We have all been
promised a job; however, we don't need three of everything so who gets to do what? What
system will we use? Since the United Services director is getting promoted to VP, does that
mean the people in their office will get all of the good jobs? I can safely say, this has been one of
the more stressful times in my career. More than I can remember. It's about that time - I'm going
home.
Lisa (Coordinator) - At this time, I'd prefer not to comment on the merger.
Tom (Recruiter) - If I could, I'd like to keep things as is. It would be best if I didn't say anything.