A copy center was taken over by a national chain. Shivitz now reports to the regional manager. The regional manager demands increased physical productivity from the part time copy workers. They will be assessed by number of copies per hour. [1] What were possible reasons for copy center success before now? [2] Does any challenge to the copy center or its workers appear from the regional manager's demand? [3] Can Shivitz humanize the change to technical leadership by his local leadership?

N.B: Adaptive leadership/technical leadership

Daniel Shivitz is the manager of a small business called The Copy Center, which is located near a large university. The Copy Center employs about 18 people, most ofwhom work part-time while going to school full-time. The store caters to the university community by specializing in course packs, but it also provides desktop publishing and standard copying services. It has three large, state-of-the-art copy machines and several computer workstations. There are two other national chain copy stores in the immediate vicinity of The Copy Center, yet this store does more business than both of the other stores combined. A major factor contributing to the success of this store is Daniel's leadership style. One of the things that stands out about Daniel is the way he works with his part-time staff. Most of them are students, who have to schedule their work hours around their class schedules, and Daniel has a reputation for being really helpful with working out schedule conicts. No conflict is too small for Daniel, who is always willing to juggle schedules to meet the needs of everyone. Students talk about how much they feel included and like the spirit at The Copy Center. It is as if Daniel makes the store like a second family for them. Work at The Copy Center divides itself into two main areas: duplicating services and desktop publishing. In both areas, Daniel's leadership is effective. Duplicating is a straightforward operation that entails taking a customer's originals and making copies of them. Because this job is tedious, Daniel goes out ofhis way to help the staff make it tolerable. He promotes a friendly work atmosphere by doing such things as letting the staff wear casual attire, letting them choose their own background music, and letting them be a bit wild on the job. Daniel spends a lot of time each day conversing informally with each employee; he also welcomes staff talking with each other. Daniel has a knack for making each worker feel significant even when the work is insignificant. He promotes camaraderie among his staff, and he is not afraid to become involved in their activities. The desktop publishing area is more complex than duplicating. It involves creating business forms, advertising pieces, and rsums for customers. Working in desktop publishing requires skills in writing, editing, design, and layout. It is challenging work because it is not always easy to satisfy customers' needs. Most of the employees in this area are full-time workers. Through the years, Daniel has found that employees who work best in desktop publishing are very different from those who work in duplicating. They are usually quite independent, self-assured, and self-motivated. In supervising them, Daniel gives them a lot of space, is available when they need help, but otherwise leaves them alone. Daniel likes the role of being the resource person for these employees. For example, if an employee is having difficulty on a customer's project, he willingly joins the employee in troubleshooting the problem. Similarly, if one of the staff is having problems with a software program, Daniel is quick to offer his technical expertise. Because the employees in desktop publishing are self-directed, Daniel spends far less time with them than with those who work in duplicating. Overall, Daniel feels successful with his leadership at The Copy Center. Prots for the store continue to grow each year, and its reputation for high-quality service is widespread