Recommend the best leadership style for a variety of organizational settings

1). Use the case scenario, along with the information regarding each of the three companies and its employees identify the best Leadership characteristics and styles to use in the merger in a way that will lead to company-wide buy in as well as enhanced job satisfaction and performance. Consider the consequences (both pros and cons) of the recommended leadership style and offers suggested solutions.

Project Case Scenario

Introduction: Along her drive home, idling along in the slow crawl of the afternoon rush hour, Susan replayed the events of the last few months over and over in her mind. The news of a merger shocked everyone, and tension in the office was at an all-time high. This was Susan's first merger, and, in many ways, she hoped it would be her last. As the only certified HR specialist with an advanced degree, Susan was asked to work with a consultant to draft a plan detailing the culture, structure, and leadership needs of the HR office. It was an exciting but weighty assignment - one that had the potential to affect the entire organization for better or worse. On one hand, Susan could play it safe and try not to "ruffle any feathers." After all, what if the executive art of the organization disagreed with her plan? What if the plan had a negative impact on her coworkers? On the other hand, she knew that change was needed, and playing it safe would likely lead to very few changes. She believed that if she presented a strong plan, it could lead to making this office a great place to work for everyone. In the morning, Susan will meet with the consultant and discuss recommendations. Then she'll need to prepare a plan to present to the Board of Directors a few days later.

Background Information: United Services United Services began operations in 1990 to provide health and wellness services to the elderly and the disabled. Positioned as a locally sourced and operated organization, United Services flourished. By 2010, there were approximately 400 care providers with eight managers, and the support services to match. The organization's leadership was formed from a regulatory perspective to provide a stable and trusted service to the community. The HR office includes six people: one director, one manager, two recruiters, and two generalists. The current Director, Susan, is being promoted to the VP position. Short of that, no other information - about positions, job descriptions, and even whether everyone will have a position after the merger - has not been finalized. As a result, stress in the office is at an all-time high. Another contributor to the stress level is that fact that, during the merger, the HR office will go from six to sixteen people and will end up with several redundancies. Not only that, but mergers are an ideal time to eliminate positions and streamline processes.

Background Information: Plethora Services Plethora Service began operations in 2005. A regional operation near United, Plethora employs 300 caregivers, ten handlers, and also has similar support services. In large part, the business functions at the two organizations are very similar; however Plethora's approach focuses more on the business' bottom line while United's approach focuses on fostering a cohesive company culture and employee satisfaction. At Plethora, costs and associated benefits are closely scrutinized, and any action must contribute to the bottom line. Financially, Plethora is at the break-even point. Employees have not had a pay increase since 2007. The HR office is structured in a similar manner to United's HR office. The Director oversees HR functions, and there is a manager, a coordinator, two part time generalists, and a recruiter. The culture in the office is more focused on getting the job done.

Background Information: Brigan Community Services Brigan is a newer organization that was established in 2010. They currently have approximately 200 care providers and 10 handlers. Like United and Plethoria, Brigan's infrastructure includes the supporting business functions of IT, HR, and Finance.

Here's the Situation:

In three months from now, these three organizations will merge into one company. Senior leadership is in the throes of planning, and, as the consultant, you have been asked to help Susan create a plan detailing the culture, structure, and leadership needs of the HR office. Given that change is difficult and you are merging three distinct organizational cultures together, you will need to provide Susan with detailed advice for leadership to facilitate the transition in a way that leads to company-wide buy in and enhanced job satisfaction and performance.

Before you begin putting together your plan, it's a good idea to talk members of each team. Understanding their perspectives on each organization's workplace culture and environment will help you formulate the best plan possible.

Time to Act Well, it looks like you have a challenging task ahead of you: developing a plan to successfully merge three distinct organziational cultures in a way that will lead to company-wide buy in as well as enhanced job satisfaction and performance.

United Services HR Employees:

Susan (Director) being promoted to VP- The tension from the merger has been eating at me. Since I am the only certified HR specialist with an advanced degree, leadership asked me to come up with a plan to make this a great place to work for everyone. What a terrific opportunity, but it comes with quite a bit of stress. What if it doesn't work? Too many people will be affected by my decisions. I know change needs to happen, and I need to make the best decision for everyone involved.

Sharon (Manager) - The former HR director had a tendency to be away from the office. I had to increase my workload to help out with the director's responsibilities. Someone had to do it, and I am more than capable. I wanted to be the director but was overlooked when the position was filled. Responsibilities are generally assigned by job description, but duties are also assigned on an as-needed basis. Performance is not measured, so there are no incentives. John is not overly efficient in his work, and he tends to make mistakes. I have to check his work; otherwise, mistakes get through - and I can't have that happen on my watch.

John (Generalist) - I feel like I am being micromangaged by Sharon. I work on multiple projects at the same time, and I am always having to update Sharon on everything. She is always looking over my back. In fact, I just wish we had the freedom to perform as a team. A couple of weeks ago I offered to help Sheila with some recruting responsibilities, so now I am conducting some of the interviews and the onboarding process for new hires. But I am realizing I don't have much time for my other work. So earlier this week I approached Anne and asked her for some help, if she had any spare time, but she blew me off, saying she was too busy to help.

Anne (Generalist) - I like to have some degree of anonymity and to be able to work on various projects. I do not like making mistakes, so I try to be careful and double check my work; however, John continues to make mistakes without consequence, and it makes me really mad when those mistakes affect me. As a result, I try to distance myself from anything he does. I don't want his work to be a reflection on me, though it isn't always possible to avoid that. He grabs files or starts files and then, because he doesn't finish his work, they simply pile up on his desk. Then he is too busy to file his work. So if I need a file, I have to search through the piles on his desk. Could he just get his work done? Just the other day he asked me for help. I told him I was already tied up this week. To be honest, I could have helped him out. But no way! I am getting my work done. He isn't! If I help him, then he will make it look like he is getting his stuff done. Besides, chances are he'll ask me to do his filing. Then where will it end? You know what I mean? He's lazy and I want nothing to do with him!

Sheila (Recruiter) - I have been with this firm for two years. Joan, who helped with recruiting had been out on leave, just gave her resignation. That has left me with all the recruiting responsibilities. I asked Sharon for some help with the workload. Thankfully, John has offered to help me out with interviews and the onboarding process for new hires. That has been a big help, but it's only temporary. I need to have that position filled!

Joan (Recruiter) - I gave my notice of resignation.

Plethora Services HR Employees:

John (Director) - People are paid to do their jobs. We don't have a lot of freedom to be all creative or stuff like that. Really, that is some story out of a novel. The work needs to get done. If you want to be creative, take up painting. I am the leader here, and I like my ship to be in the best shape possible. My problem is, I think people don't work very hard. If you give them an inch, they will take a mile.

Alfred (Office Manager) - Yeah, John is a little bit of a hot head, but maybe sometimes you have to be. If we get our work done, well, we really don't have any problems. However, if something goes wrong, generally heads will roll. John goes off, and everyone tries to keep their heads down to stay outta the line of fire. Once it blows over, we go back to normal. I mean, if we can't meet our numbers, it ends up on John's desk. Me? I try to keep the office together, directing my people on how to avoid getting into conflict with John. Of course, getting my own work done is a priority, too.

Teresa (Coordinator) - I've been here for about two years. After my first three months here, things changed. It was like the true culture revealed itself. Today, I do what I can with what I have. I feel like we are always running around fighting fires here and not really fixing anything. I punch in, and, at 4:30, I punch out. Not a minute longer. If I could find another job that was nearby and close to the pay that I currently receive, well, you know.

Joan (Part-time Generalist) - Chris and I share a position, and there are no clear lines of responsibilities or performance between the two. There needs to be more clarity.

Chris (Part-time Generalist) - Joan and I share a position. Joan never seems to get all of her work done, and then she leaves part of it for me. Of course, if the work doesn't get done, someone will pay the price. I have certainly paid my dues here. I really don't want to say too much, but the leadership here..needs development?

Brigan Community Services HR Employees:

Karl (Director) - I came from an organization in St. Paul where the work was a little more fluid. Right from the start here at Brigan, I was given the freedom and some resources to put together a relatively strong HR office. Having an information system for HR is a must! It allows the work to be streamlined and more fluid. I also made sure my three coordinators were cross-trained to some degree so that each knows the other's work in the event something happens. In addition, I allow for people to telecommute. But to be honest, I can't really tell if they're working sufficient hours. As long as the work gets done, I'm satisfied. The people I hired are more than capable. The result is that I think my people are satisfied too, both with their jobs and the environment.

Jane (Coordinator) - I'm happy with my position, though I do have some reservations. I wouldn't mind if we had more leadership. I mean, I love the fact that I can work from home when I am not needed in the office, but we don't really have a purpose here. There isn't a lot of planning. For instance, in my last institution, we really focused on training, supporting management with measures and performance appraisals, health and wellness, that kind of stuff. There is so much more that HR could do, and I feel like we are missing out on a lot of opportunities.

William (Coordinator) - I really like the set up here. I get to come and go on a flex schedule, and, honestly, why work more than you have to? Things are just fine the way they are, and the less I see of Karl, the better. Jane must not have enough to do - she's always talking about adding to our workload. Best to just leave things as they are.The merger? Not a good situation. No one knows if they will have a job in three months. Actually, let me re-state that. We have all been promised a job; however, we don't need three of everything so who gets to do what? What system will we use? Since the United Services director is getting promoted to VP, does that mean the people in their office will get all of the good jobs? I can safely say, this has been one of the more stressful times in my career. More than I can remember. It's about that time - I'm going home.

Lisa (Coordinator) - At this time, I'd prefer not to comment on the merger.

Tom (Recruiter) - If I could, I'd like to keep things as is. It would be best if I didn't say anything.