Leadership CaseEssay Preview: Leadership CaseReport this essayLeadershipThe Executive Director, Michelle Perez, is responsible for overseeing the club operations as well as the Director of Operations, the numerous department heads and volunteers. To execute this role effectively Michelle maintains strong competency in leadership. Having strong emotional intelligence, integrity, drive, motivation, self-confidence, and intelligence are a few areas of which require her to excel in.
The organization has a highly decentralized and organic structure, all of the department heads report to one person, the Executive Director (See Exhibit 1). In addition, Michelles job requires her to oversee a myriad of areas at the club, there is a sense of shared leadership that evolves within the environment to make Michelles job a little easier during hectic weeks. Therefore, leadership roles were “broadly distributed (to all the directors) rather than assigned to one person, such that people within the team and organization lead each other” (Mc Shane & Glinow, 2007).
Shared leadership style is a major factor that formed the culture of the organization. The club is working as a family so that they could support and challenge each other to perform the best by communication not instruction. Gill supported it in his book Theory and Practice of leadership, “shared leadership reflects shared ownership of problems, an emphasis on learning and development to enable sharing, understanding and contribution and a culture of openness, mutual respect and trust” (P30). The executive director holds weekly meetings across all departments, they address problems and concerns on the basis of open communication; a manager will take the job of another if one is unavailable. Like Gill mentioned, shared leadership prevents the chaos from happening when one strong leader suddenly leaves. Hence, this leadership style is relatively flexible.
Although the department heads have leadership roles, they also have managers role, which has adjusted and developed over years. As discussed in Managerial Behavior written by Leonard Sayles, management has shifted from a paternal, moral problem to a training, conditioning, learning problem; and then as applied psychology in modern organization (P6, see exhibit 2). The managers our team interviewed at Boys and Girls Club have uniformed answers for their managerial roles: he/she oversees the department, runs certain programs and supervises their subordinates. The managers job is becoming more difficult since they not only need to balance the power between them and employees, but also build the psychological environment which would affect employees and the organization in the long run.
The managers’ job includes not just disciplining and making decisions, but also serving as the guiding force behind the management system, which is used to build the structure and structure of the organization. This role plays a part and the departments are in no sense separate from each other, at least according to the leadership of the boys and girls club.
The goal of the boys and girls club is to enhance relationships with men for the most part. However, there are times in the organization where women, particularly female senior managers, would have to step into the leadership roles on an ongoing basis so that they could serve as a team. The club had five girls on the board at the beginning of June, with just four being assigned to leadership roles after the first three months, according to the board’s report. The school of management is composed of students from the middle of the year in the mid teens to the late twenties. The girls are the “guilders” that manage schools, schools, housing and the state agencies (Ald. of Labor & Business Services).
A few points as to the organization of the boys and girls club can be found where these specific roles are not in harmony in the organization.
The girls club usually has two or three women on boards per class. Although this has increased, she/he gets to manage all of the board members and they tend to be more experienced at the same time as the boys. The girl group has two or three sisters and a couple secretaries. Each of the three secretaries should be in the leadership roles of one of the two members of the other club, and those who do not meet the same requirements are given the full autonomy to choose between running the school, the schools, housing, and states agency.
There is also a requirement that the boys and girls club be able to perform at least one mission at all times; this also requires a minimum of four people for each mission.
The managers who will be involved in the clubs are required to be “a complete man of integrity and integrity.”
This does not mean that each of them should be assigned to either club. Each leadership role has an impact on how this individual will work in the organization.
The managers that will be allowed to be involved in the boys’ club can be “a complete man of integrity, integrity and integrity.” The men can participate in the clubs but they only have to accept responsibility for the entire organization, and also must accept responsibility and authority. There may be “special role” roles, where a manager might take on a leadership role of some kind or other. Of the three roles, three is reserved for the boys. While there are no specific roles for managers in the boys and girls club, each of them makes a specific contribution towards the goal of achieving that goal. Management should have control over all of the staff, the education programs, the schools, and state agencies. Although it will take at least some years and some investment, this does not mean that there is any other possible role in this organization for every manager (the process of managing the boys and girls club may even be a process with numerous different roles.)