Cheryl Kahn, Rob Carstons, and Linda McGee have something in common. They all were promoted within their organizations into management positions. Each found the transition a challenge as they had not anticipated the promotion would have happened at this time. They have all been scheduled for a number of management courses in the last 2 years in preparation for their upcoming promotion but they have never found the time to attend. The most recent of which was the Supervisory Management Seminar hosted by Management Empowerment Consultancy which was another attempt by their different organizations in their development. Cheryl Kahn was promoted to director of catering for the Hot Pot Group of restaurants in Manchester. With the promotion, she realized that things would never be the same again. No longer would she be able to participate in water-cooler gossip or shrug off an employee's chronic lateness. She says she found her new role to be daunting. "At first I was like a bulldozer knocking everyone over, and that was not well received. I was saying, 'It's my way or the highway.' And was forgetting that my friends were also in transition." She admits that this style alienated just about everyone with whom she worked. Rob Carstons, a technical manager at Computer-Tech in Westmoreland, talks about the uncertainty he felt after being promoted to a manager from a junior programmer. "It was a little bit challenging to be suddenly giving directives to peers, when just the day before you were one of them. You try to be careful not to offend anyone. It's strange walking into a room and the whole conversation changes. People don't want to be as open with you when you become the boss." Rob's good friend and partner on projects Joe, started to make excuses as to why they couldn't meet for their usual domino game at the Sport Club. Linda McGee is now president of Real Life Insurance Services in Montego Bay. She started as a customer service representative with the company, then leapfrogged over colleagues in a series of promotions. Her fast rise created problems. Colleagues "would say, 'Oh, here comes the big cheese now.' God only knows what they talked about behind my back." But that was not my concern if people didn't want to go after what they wanted no matter what the consequences or outcome. The game is open to anyone who is competitive enough to play. 1) A lot of new managers err in selecting the right leadership style when they move into management. Why do you think this happens when you consider the situation in the case? 2)From your knowledge of leadership theories and styles, what does this say about effective leadership and leadership training? 3)Do you think it's easier or harder to be promoted internally into a formal leadership position than to come into it as an outsider? Explain. 4) From your knowledge of the differences between a leader identify five (5) situations when the three individuals in the case were more like a manager than a leader. Use examples from the case. 5)Identify the sources of power these three individuals are likely to possess? Justify your