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I need an executive summary for the paper below.

I also included the assignment instructions below for context. (Leader Focus Case Study: Auto Show Team)

Paper: Reviving Creativity in Automotive Show Team

Introduction

The following report is based around an automotive show team comprised of one team leader and multiple members. The team is responsible for creating unique and exhilarating live experiences for customers to experience at automotive shows, on behalf of auto companies like GM, Ford, and others. The manager in charge of the team uses leadership styles and tactics to accomplish production goals. Out of the most recent auto show performance indicators, only 1 of 3 was met, which was budget. The Traffic Volume and End-User Satisfaction KPIs were not satisfied, falling short by 8 and 1.1, respectively.

The purpose of this report is to analyze the team and manager's current styles, behaviors, and performances in order to identify specific issues relating to the team's performance in effort to improve before the next automotive show presentation. Specifically, it is to analyze and improve team interactions, identify how to improve creativity, and to make changes in order to accomplish the goals set for the KPIs that were previously unsatisfied.

Analysis of the Current Situation

The manager in this case uses Authority-Compliance management, or a high concern for product with no concern for people. He continues to push towards deadlines and goals without involving the people's human aspects of creativity to work towards a better solution. The manager used tactics like one-way feedback, transactional communication, focus on rules, compliance, efficiency, and authority, ultimatums, overtime work to accomplish production goals, and a set "roadmap" and directives. These all serve as evidence towards the manager using the Authority-Compliance management style. The (1,9) style can be detrimental in creative environments requiring high engagement, innovation, and risk-taking. [4 ncbi.nlm] It fosters complacency over high performance and lacks the structure and direction needed to guide creative exploration.

While coercive force might be useful in securing short-term conformity, it frequently suppresses creativity and innovation in the long run. Team members may feel pressured to prioritize meeting deadlines over exploring alternative, more creative approaches to problem-solving. This approach could lead to a lack of enthusiasm and engagement among team members, ultimately hindering the team's ability to develop dynamic and engaging live experiences for showcasing new automobiles at car shows.

Legitimate power may have contributed to a lack of empowerment and autonomy for team members. When decisions are exclusively based on the leader's authority, team members may feel disengaged and devalued, resulting in low motivation and innovation. While legitimate power gives the leader the capacity to make choices and enforce policies, this authority must be balanced with opportunities for collaborative decision-making and team members' involvement.

Problem Solving Steps

First, the manager needs to identify the issues that are reflected in the performance outcomes. The case study highlights several issues such as stifled creativity, lack of collaboration, and one-way communication within the team.

Following is the analyzation of root causes. The leadership style characterized by authority, compliance-centric approach, and lack of open communication seem to be the roots of the team's creative stagnation.

Next, the manager should generate solutions. To address the aforementioned issues, it's crucial to adopt a more inclusive and empowering leadership style, foster open communication channels, and encourage collaboration and creativity among team members.

After the generation of solutions, the manager should pick one and begin implementation. Implementing solutions involves restructuring leadership practices, redesigning communication channels, and promoting a culture of innovation and creativity within the team.

Following implementation, the solutions should be evaluated and adjusted or reapplied as necessary. Continuous evaluation of the team's performance and feedback mechanisms will help gauge the effectiveness of implemented solutions and make necessary adjustments [mindtools].

Analysis of Leadership Style and Power

Coercive power was demonstrated by setting aggressive deadlines and using ultimatums to emphasize the necessity of reaching these dates. This technique attempted to increase compliance and ensure that the team followed stringent deadlines. By instilling a sense of urgency and fear of severe repercussions for missing deadlines, the leader attempted to maintain control and push team performance.

The leader depended largely on legitimate power, which stemmed from their official position and authority inside the organization. The leader emphasized their position in the organizational hierarchy to reinforce choices and orders, establishing their authority as team leader.

The leader used pressure tactics, such as imposing aggressive deadlines and issuing ultimatums, to emphasize the importance of meeting these deadlines. Constant reminders about time constraints and the fear of falling short of expectations put pressure on the team to prioritize meeting deadlines over exploring creative options. While these methods may have resulted in short-term compliance and urgency among the team, they most likely contributed to a hostile and unpleasant working atmosphere [worldconsulting.group]. This strategy may have hampered creativity and innovation by restricting the team's ability to consider alternate ideas.

The leader used legitimizing strategies to justify their judgments and orders by referring to corporate policies and their position in the organizational hierarchy. By reminding the team of their authority and the significance of complying to organizational policies, the leader attempted to legitimize their approach to team management. While legitimizing strategies can strengthen a leader's authority and decision-making capacity, they may also contribute to a top-down approach that limits collaborative brainstorming and innovation [worldconsulting.group].

Proposed Leadership Modifications

To foster creativity and performance, he should aim for a leadership style closer to (9,9) Team Leader, characterized by high concern for both people and production. However, Team Leader status is hard to achieve, so at the very least the manager should be aiming towards a Middle of the Road management style. A middle of the road management style, while losing some of the production capability, would still place a higher emphasis on the people and allow their creativity to push through. [1 Decisionlab.com/leadershipgrid] The Leadership-Member Exchange Model shows that cultivating strong relationships between superiors and subordinates increases employee motivation, which would improve their performance and allow the team to meet their benchmarks.

To shift focus from compliance to empowerment, the leader should learn to delegate tasks, fostering ownership and individual accountability as well as encourage healthy risk-taking and experimentation and provide clear [3 opentext.wsu] goals and expectations while allowing flexibility in methods.

Instead of transactional communication, he should focus on facilitating open communication and collaboration by creating a safe space for open dialogue and actively soliciting ideas from team members, which values their diverse perspectives. [2 hbr 5 ways to boost creativity] It would also be helpful to implement collaborative brainstorming sessions and decision-making processes instead of meetings that emphasize set plans and directives. To implement a performance driven feedback system he should provide regular, constructive feedback on an open loop system focused on growth and development in all areas. He should also celebrate successes and acknowledge individual contributions along the way and link individual performance to team goals and overall show success.

Becoming a mentor and an effective leader will be possible by investing in team members' personal and professional growth and providing individual coaching and guidance to unlock their full potential. He should also offer opportunities for learning and development through workshops or projects, allowing employees to feel valued, appreciated, and contribute more towards projects.

Strategies for Building Credibility and Trust

To build credibility and trust, he should shift from a top-down leadership approach to a participative leadership style. To do this, he should schedule regular team meetings to encourage open dialogue and idea exchange, as well as actively listen to team members' concerns, suggestions, and feedback. He should also delegate decision-making authority and empower team members to take ownership of their tasks. Implementing these changes within the next month will be essential to turn this team around. This should increase trust, morale, and engagement among team members [wesleycherisien].

Communication Enhancement Strategies

In order to enhance communication, he should establish two-way communication channels to promote collaboration and creativity. He can do this by implementing regular brainstorming sessions to generate innovative ideas for upcoming car shows and encourage cross-functional collaboration by forming smaller project teams with diverse skill sets. He should also utilize technology platforms for real-time communication and idea sharing. These communication enhancements should be implemented within the next two weeks. This will cause improved idea generation, better problem-solving, and increased team cohesion.

Inspirational Appeals and Consultation as influence tactics are known for having high effectiveness, while pressure, legitimizing, and coalition have very low effectiveness. [extensionpubs] Studies have also shown that people are more productive when intrinsically motivated as opposed to extrinsically with things like salaries or promotions. [decisionlab leadership grid] Intrinsic motivation is linked to positive work relationships and involvement within the organization. Many studies also agree that creativity is promoted through working together and through allowing ideas to come from all levels. Consultation as an influence tactic focuses on allowing those being influenced to participate in the solution and to allow their skills, knowledge, and creativity to be involved.

Creative Solutions for KPI Improvement

Estimated on a 2-month period before next Auto Show

Week 1 and 2: Implementation of leadership style changes and two-way communication strategies; Consultation of team as problem solving

Week 3: Nominal group technique (NGT) for brainstorming ideas; collaborative meetings [asq.org]

Week 4: Analysis of ideas formed in NGT, including budget and access to resources

Week 5: Selection of solutions for increasing traffic and end-user satisfaction

Week 6 and 7: Gathering of resources, preparation for Auto Show; adjustments to solution

Week 8: Auto Show build and presentation

Week 9: Collaborative meeting designed around results from Auto Show; open feedback

Expected Outcomes: Auto Show displays will remain within budget while traffic volume and end-user satisfaction will be increased. Collaboration, communication, and creativity within the team will increase under the new leadership style.

Conclusion and Recommendations

In conclusion, the leader of this team is more focused on getting the job done he is unable to see that his team is not happy with the required performance. This leads to poor performance for creating a marvelous exhibition. Not being focused on your work will lead to less creativity and eventually a lack of job performance.

The leader needs to step back and see that the job is not getting done to high standards. They need to ask themselves, why is my team not performing to the standards they have before. If the leader is unable to notice the issue, a second persons view could help them, and if needed, more leadership training in the future so this issue does not come up again.

Leader Focus Case Study: Auto Show Team:

Reviving Creativity in Automotive Show Team

Background: You are the leader of a team tasked with creating captivating live experiences for clients in the automotive industry, specifically for new automobile presentations at end-user car shows. The performance at these shows is critical for the auto manufacturer clients, influencing consumer perception and potential sales.

Team's Purpose: Developing dynamic, engaging, and memorable live experiences for showcasing new automobiles at end-user car shows.

Previous Event Key Performance Indicators (KPIs) and Performance:

1. Traffic Volume (persons/hour):
   • Goal: 40
   • Performance: 32
   • Difference: -8 (Not Met)
2. End-User Satisfaction (scale of 1-7):
   • Goal: 6.2
   • Performance: 5.1
   • Difference: -1.1 (Not Met)
3. Budget ($):
   • Goal: 400,000
   • Performance: 367,594
   • Difference: -32,406 (Met)

The Story of the Stifled Creativity in Auto Show Planning

In a bustling office dedicated to crafting unforgettable automobile showcases, you, the team leader, stood at the helm. Your approach to managing the team was anchored in a firm belief in structure and authority. As the deadlines for the next big car show loomed, your focus sharpened on the minutiae of planning and execution. You were the captain of a ship navigating through the treacherous waters of corporate deadlines and design mandates.

1. The Iron Hand of Leadership:

Your leadership style was like a tightly clenched fist. You laid out the roadmap for the team with unwavering precision. Every meeting echoed with your directives, leaving little space for debate or creative input. The team members, skilled in their crafts, found themselves confined within the boundaries you set, their creative sparks dimmed under the weight of your authority.

1. Under the Clock's Shadow:

The tick-tock of the clock in the office was a constant reminder of your aggressive deadlines. You pushed the team relentlessly, reminding them that time was a luxury they couldn't afford. Ultimatums were your go-to tool, underscoring the criticality of each deadline. The team, feeling the heat, prioritized meeting these timelines over exploring creative avenues. Extended working hours became the norm, fueled by the fear of falling short of your expectations.

1. The Echo of Authority:

Your words often carried the weight of the organizational hierarchy. You weren't just a leader; you were the embodiment of the company's authority. In every interaction, you reminded the team of this, reinforcing your decisions with references to company policies and your position. This top-down approach left little room for collaborative brainstorming or innovation, as the team felt overshadowed by the power you wielded.

1. A Compliance-Centric Approach:

In the grand scheme of your leadership grid, compliance and authority were the cornerstones. This focus on adherence to rules and efficiency often overshadowed the need for team dynamics and morale. The office environment, buzzing with activity, lacked the vibrancy of creativity and spontaneity. The team functioned like well-oiled parts of a machine, efficient but devoid of creative spark.

1. Building Walls, Not Bridges:

Your interactions with the team were like transactions - brief, to the point, and devoid of personal connection. You saw the team members as cogs in the wheel, their roles defined by their tasks and not by their individual strengths or creative potential. This transactional approach meant that the team rarely saw you as a mentor or a leader who understood them, but more as a taskmaster focused solely on results.

1. The One-Way Street of Communication:

Communication in your team was a one-way street - from you to them. You delivered instructions with clarity, but the feedback loop was conspicuously absent. The team members, though brimming with ideas and insights, found little opportunity to voice them. This lack of two-way communication led to missed opportunities for collaborative ideation and problem-solving, crucial for fostering innovation in a creative field.

As the next car show neared, the team delivered a showcase that met the bare minimum of the objectives. The lack of creativity and innovation was palpable. It was a functional success but a creative letdown. The challenge now lay in transforming this approach to rekindle the creative spirit and meet the aspirations of future shows.

The Challenge: Your task is to transform the team's approach to foster creativity and meet performance goals. This involves revising your leadership style and strategies to nurture a more innovative, engaged, and high-performing team environment.