Identify All of the Leadership Issue/topic
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-Identify all of the leadership issue/topic(s) and/or problem(s) in the case and support with case material (15 points)
Drive
Clendedin has a high desire for achievement and obtains satisfaction developing better ways of doing things.
This desire for achievement is driven also by his ambition, driving his choices from the HBS time, when he settled very ambitious goals planning his career.
To achieve his goals, he revealed an high predisposition to make hard choices, with a high level of initiative, from the beginning of his career. Once settled his goal, Clendedin identified the company (Xerox) that was perfect to achieve it, contacting them directly to have the opportunity to work with them. Clendenins initiative is shown in every step of his career.
Clendedins goals achievement was continually strengthen and supported by its energy and tenacity
Desire or motivation to lead
In my opinion, Clendedin is driven by a Socialized Power Motive: he use all his psychological knowledge and his power to influence people and gain their cooperation, but the final goal is a step ahead for the organization, obviously correlated by a step ahead in his professional career.
Honesty, integrity
Clendedin is skilled in people manipulation and he use his skill to achieve his goals. Despite that, he is considered truthful by his subordinates, because he use this skill in order to achieve the organization goals, and not only his personal one.
Self confidence
Clendedin is extremely self-confident, and it has been useful in his career, giving him the opportunity to achieve is goals and gain others trust. Consequently, his subordinates trust him and his decisions, and he perfectly knows how is it important to successfully run a division (“I do not have the answer to everything, but they have the confidence to believe me”)
Cognitive ability
Clendedin has very good cognitive ability, especially when he has to think strategically and multidimensionally and when he has to analyze and judge challenging situations.
Knowledge of the business
Clendedin hasnt a deep knowledge of the business. Smartly, he decided to make “alliances” with long-term employees with deep technical skills, to compensate his lack.
Flexibility
Clendedin is a flexible leader.
Interpersonal sensitivity
Clendedin knows how to manage people and how get good results from their performances.
He is a demanding leader, stressing his subordinates