Question: How would you rate the importance of task behaviors vs. relationship behaviors in their leadership of Operation D.O.G.? Is one behavior more important in these roles than the other? Will Alice and Heather be equally as effective in running the nonprofit as they appear to be at the college? Explain your answer.You should also consider what leadership style you would expect Alice and Heather to use (e.g., authoritarian, democratic, laissez-faire, servant)? Is it the right style for the situation? Why or why not?

Case study:

By day, Alice and Heather are the director and assistant director (respectfully) of a human resources (HR) department for a large community college that has 30,000 students at multiple campuses and educational centers. On nights and weekends, Alice and Heather jointly run a local nonprofit organization called Operation D.O.G. (ODOG).

As a member of the executive team for the college, Alice has a leadership role that extends not just to those who report directly to her but to the college overall. Constantly busy with different projects both at work and at home (she owns a small acreage on the outskirts of town where she raises vegetables and cares for geriatric horses), her days are filled with to-do lists. On the rare "girls' weekend away," she is the one who makes up the itinerary, makes the hotel and restaurant reservations, and sees to it that everyone is where she is supposed to be at the designated time. At the college, Alice is responsible for the overall management and day-to-day operations of the HR team, ensuring deadlines are met, projects are completed, and the team meets the needs of its diverse customer base. On an average day, Alice and her team may perform a complex set of tasks, including negotiations, recruiting, regulatory interpretations, compliance and reporting, salary and benefit plan administration, and counseling and advising, as well as navigating personnel issues across the campuses. As a member of the institution's executive team, Alice also participates in strategic planning for the college and is heavily involved with the Board of Education that governs the college. Acutely aware that the development of her team is key to its success, Alice takes a personal interest in each employee, purposefully leading her team members through coaching, empowerment, and trust building.

Heather, who in her 20s survived an aggressive form of cancer, has a strong proclivity for fostering relationships. Her battle with cancer at such a young age heightened her sense of compassion and helped shape her perspective on the importance of connection. While she has many task responsibilities in her role as the assistant director, she, not surprisingly, describes her primary focus as "maintaining the culture" for the team and the college as a whole. This involves developing connections and having ongoing communication with internal and external customers. Heather also guides managers across the college in developing their leadership, conflict resolution, and effective communication skills. She does this through training and in one-on-one consultations with people and modeling the leadership behavior she wants to instill in others.

Alice finds her position to require that she be much more authoritative and task oriented in order to keep on top of all the responsibilities she has and people she must work with. Heather, on the other hand, is the softer side of HR, finding that her relational skills and compassion come into play in most of her daily interactions with other staff and the college community.

Alice and Heather also work closely together outside of the college on another enterprise: a fledgling nonprofit called Operation D.O.G. ODOG works with dog owners and rescue organizations to provide financial assistance and case management for dogs suffering from treatable medical conditions in order to either keep them in or find them loving homes.

Alice and Heather share a deeply held belief that every dog deserves a chance at a healthy and happy life. Traditionally, dogs with medical issues are less likely to be adopted from shelters. Often, low-income individuals and families may be forced to euthanize or surrender their pets to a shelter when a pet has a medical issue they cannot afford to treat. Dog rescue organizations take some of these animals, but without outside financial support, they may be reluctant or unable to take on the financial burden.

Each case is considered on an individual basis, requiring that Heather and Alice, currently the only staff of the organization, work directly with owners and their animals. Because they often learn intimate details about people's lives and financial states, both Heather and Alice have to develop relationships of trust with the owners and their pets. At the same time, the pair meets with animal rescues and shelters, veterinarians, and community members to build partnerships and secure treatment. Either Heather or Alice will follow each dog through its medical treatment from beginning to end, assisting with the coordination of care and financial arrangements.

Heather and Alice also oversee the business management functions of the nonprofit including fund-raising, raising awareness through advertising and promotions, accounting and reporting, regulatory compliance, negotiating, public speaking, and presenting. Currently, neither Alice nor Heather is paid for her ODOG role; all funds raised go directly to the clients. Both women endeavor to grow the organization and its sphere of influence. They envision serving additional counties and eventually opening a shelter with a dedicated veterinarian clinic that would provide discounted services to low-income individuals and families.