Piper Electronics, a maker of components for audio and visual equipment and computers, is looking to fill a new vice-president position. The VP will be one of four at the company and may one day become CEO. Three leading internal candidates have emerged. The first candidate is the current head of the research and development division. He worked his way up through the engineering ranks, has a Ph.D. (in electrical engineering from MIT), and has led the development of the company's most innovative products. He is backed by one of the current VPs, who was instrumental in nominating him for an engineering association achievement award and often refers to him as "the future of Piper".

The second candidate is the head of the sales team. She rose to the position after ten years on the road and earning two top salesperson awards. She knows how to sell and how to motivate the people who work for her. Her knowledge of the company's products is somewhat basic, yet sufficient for top sales performance. She is backed by another current VP, who believes in the value of placing women at top levels of the organization, and frequently shares articles on the topic with the CEO.

The third candidate is the youngest and least experienced. Like the CEO, he has an MBA from Wharton and a sharp financial mind. He has no definite champion among top executives, yet he plays golf with the CEO twice a week after work. A recent press release included a quote by the CEO giving credit to the young employee for turning the company's financial situation around. This candidate seems indifferent to the promotion.

Whom do you think the CEO will pick as the new vice president and why? Whom do you think should get the job and why? What influencing tactics are being used? What do you think your preferred candidate's leadership style is? Refer to material on leadership, power and influence.