Case Analysis EQ vs. IQ: Too Little Too Late?

The CEO continued to hear accounts from his direct reports of the caustic behaviors and poor communication skills of one of his VPs. The CEO heard reports that this VP had lost the personal and professional trust of his staff. There were accusations that he had ridiculed staff, held extraordinarily long meetings where he would often display severe anger, engage in back stabbing, publicly and privately broadside colleagues, and threw staff under the bus. Accusations also included that he would verbally berate subordinates in front of other staff and clients, had very poor listening skills, would interrupt and talk over people, and had lied about certain projects. The CEO knew this VP was very skilled at his area of specialty, but now due to these reports of his poor behavior, destructive communication, and counterproductive leadership skills, his continued employment was in question. He had serious deficiencies in maturity and emotional intelligence. The CEO believed things had deteriorated to the point where the VP would have to improve or be terminated.

After trying all the strategies known to him (workshops, team building meetings, memos, and other measures), the CEO has contacted you, as a leadership development expert and consultant, to work with this VP on leadership skills, communication skills, and emotional intelligence. Further, the CEO requested that you suggest next steps, so that the CEO himself might become more proactive in the future to avoid having situations deteriorate like they did in this case.

You met with the CEO and listened. You talked honestly and confidentially. You established clear objectives and timelines. You established measurable means of success and completion. Then, you met with the VP. You and the VP discussed the accusations and, through a series of conversations, you helped him become more aware of how his actions and behaviors both verbal and nonverbal were perceived. Very quickly, with clear guidelines and facilitation in the areas where he needed assistance and development, the VP made great improvements. The CEO and the VP's staff reported that they were greatly impressed with his professional development. Some of the VP's strengths were his specific skill sets, clear cognitive ability, and personal motivation to succeed in this organization. These were positive, admirable attributes. But, unfortunately, at this stage of his career with this company, they weren't going to be enough. Within this organization, for too long, he had simply done too much damage to too many people. People no longer trusted him, and this was huge within the organization. These were tough realities for all to face.

You had to provide a report to the CEO to discuss the objective truths as you saw them, based on solid evidence. In the meeting with the CEO, you said that, had he started this professional development process two years earlier, it might have been a salvageable situation; however, at this point, all indicators point to the fact that this VP had done too much damage to too many staff members. Too many colleagues perceived that they had been lied to and intentionally hurt for too long. The VP's direct reports and staff agreed that he might change now with all this intensive intervention, but his improvements would only last long enough to get the CEO (and you) off his back. Then, when the supports were removed, there would be "hell to pay." They also worried that there would be negative consequences for them individually and collectively for what the VP would see as their disloyalty.

These were powerful words and feelings that could not be ignored, despite the obvious successes and progress that had been made by this otherwise talented VP. Now you have to provide a final report and recommendations to the CEO. There are some hard choices ahead. The CEO is facing some damage control one way or another. If the VP stays, the company risks losing multiple employees, decreased productivity due to disgruntled employees, and potential grievances for harassment for the past damage done. You have to advise the CEO on how to deal with the VP and the dysfunctional culture that has been created.

Case Questions:

1. How would you describe the VP's leadership style? Your answer must be based on the theories, concepts, and models covered in the assigned chapters in the textbook. Please be specific when you discuss or refer to leadership styles and models presented in the textbook.
2. How would you describe the CEO's leadership style and what role did he play in the way this situation evolved?
3. What would you recommend regarding the VP's future in the organization?
4. What would you recommend as next steps for the VP's direct reports as they recover from this experience?
5. What would you recommend to the CEO regarding his own leadership development? Do you detect any issues with his leadership style and emotional intelligence?