Case Study Unit 2 Exam Scenario: The Leader in Sheep's Clothing

The People's Project is a nonprofit organization with the mission of serving displaced families within their local communities. If a homeless family qualifies for help, the People's Project moves them into a local People's Project apartment. Every family receives job counseling, skills training, child care and assistance in looking for a permanent home.

For 20 years, the People's Project was headed by Bill Blessing, one of its founders. When Blessing announced his retirement, the board of trustees hired an energetic and experiences non-profit director names Will Dupree. From his first day at work, Dupree jumped right into the job. He met with residents of People's Project housing to listen to their needs and complaints. He scheduled meetings with community leaders and politicians to solidify their support. He delivered and eloquent speech at a local church that assists the People's Project. And when a fire left three families without shelter, he rolled up his sleeves and spent two days helping them move into People's Project housing. The board was thrilled. The community was delighted with the new charismatic leader.

Meanwhile, back at the People's Project, the mood was quite different. During his first week on the job, Dupree called a meeting of the senior staff, most of whom had been working with the People's Project for many years.He told them that to the outside community, he would always be responsive, caring and empowering.Behind closed doors at the People's Project, he would be a tough, uncompromising director. "I don't want to be your friend," he said. "You will meet all deadlines and give 110 percent without complaining." Within a few days, they learned that Dupree was a man of his word. One afternoon at 4:30, he marched into a senior staff member's office and said, "I need a report on how the proposed zoning legislation will affect our buildings and those we're trying to buy. I need it by noon tomorrow." The staff member worked past midnight to write the report. The next morning, she came in early to make revisions.By noon, the report was sitting on the director's desk. A day later, she asked the director what he thought of the report. His response was, "Oh, I've been busy - haven't read it yet."As incidents like these increased, senior staff members became frustrated and wary of their new director.His popularity outside headquarters was high so they didn't think they could do anything. But when Dupree started having "favorites" among the staff members, several veteran employees decided retirement or looking for work elsewhere was a better and healthier option.

Even though the People's Project had never been more successful, staff members were at a breaking point. At the same time, their commitment and loyalty to the organization and its mission were strong. No one knew what to do or how to respond to the new leader.

1. Based on your observations, is this a functional group?
2. What do you see as the primary issues facing the group? Explain your reasoning.
3. What type(s) of power is Dupree showing in his work with the People's Project? What impact does each type have on the group with which he is interacting?