Kevin is a vice president of wealth management at a large branch of a financial services firm. In addition to managing a number of clients of his own, Kevin is the branch manager as well as the leader of eight wealth managers. The role of the wealth manager is basically that of a financial consultant to individual clients, all of whom have portfolios worth more than $500,000. Many of the clients are retirees. Kevin therefore has three major roles: a general manager of the branch, a functional manager of wealth managers, and an individual contributor as a wealth manager for his clients. Kevin thinks that his biggest challenge is getting the leadership of his wealth managers right.

Several weeks ago, Kevin had a brief conversation with Heather, one of the wealth managers on his team. Along with the other seven wealth managers, Kevin had asked Heather to submit a report on her plans for increasing the portfolio of investments she was managing. "You can't do this to me," said Heather. "You tell me that I am supposed to submit my plan for enlarging my portfolio of investments by sometime in May. Unless you give me a specific date, I won't be able to get the report to you on time." A little exasperated, Kevin said to Heather, "As a wealth manager with an MBA, I thought you would be able to take on the responsibility of establishing a date for the report yourself. I guess not, so please have the report to me by May 27."

Kevin had a brief text exchange with another wealth manager, Carlyle. He texted to Kevin, "Be more specific. By what percent do you want me to increase my portfolio of investments?" Kevin texted back, "The percentage is up to you. Just make it good." To which Carlyle responded, "Please, I need a little structure. How much?" Kevin replied, "Your micromanager says between 13 and 15 percent." Carlyle texted back, "Thanks. Got it."

Kevin thought he would try his luck once more about asking for the status of the portfolio-enhancement report. He sent a text message to the youngest wealth manager in his group, Cali, asking about the report. She wrote back, "I have amazing results. Loved your idea of beefing up my portfolio. Check your inbox tomorrow."

After these three exchanges, Kevin said to himself, "Maybe I need to refine my leadership approach a little. Some wealth managers need a lot more structure than others."

EXPLAIN

In what way is Kevin dealing with the problem of differences in the ability to manage ambiguity?

What recommendation do you have to make Kevin a stronger contingency leader?

To what extent should Kevin be concerned about adapting his approach to making report assignments to the individual differences among his wealth managers?