2. What approach to leadership outlined in Chapter 8 can Paul use to keep the group functioning w ell? Paul Georgakis is the new media coordinator at the Museum of Springfield. He is working on the biggest assignment of his career: developing the Web site for the museum’s forthcoming new show “Images of Springfield.” The exhibit is being underwritten by Midwestern Industries, and museum curator Mary Weston has told Paul that the board of trustees is counting on the exhibit’s success to open the door to more corporate support. “If that happens we’ll have a shot at becoming a top-quality regional museum,” Mary tells Paul. “I don’t have to tell you how important that is to the board of trustees.” Mary might as well have said, “I don’t have to tell you how important this is to your career.”

Along with Paul, the project team for the Web site includes four other members:

Elaine Dorsch is the site’s designer. Bringing San Francisco–based Elaine onboard was a coup for Paul. She has created sites for several world-class organizations, and she took the museum job for a deeply discounted fee because she grew up in Springfield and wants to give something back to the community.

Roger Chilton, a history professor at the local branch of the state university, is the content expert on the exhibit and the accompanying Web site. His specialty is the influence of business and government institutions on underprivileged groups in 19th-century U.S. society.

Julia Winger is the corporate liaison with Midwestern Industries. She has made it clear that her company is glad to support the museum and that it expects to be recognized for doing so. “Doing good can help Midwestern Industries do well,” she told Paul.

Mary Weston, Paul’s boss, represents the museum’s administration and board of trustees