LEADERSHIP CASE STUDY

The leadership shift from Dr. Afolabi to Dr. Aluko in the Babcock University Public Management Department

CASE STUDY ABOUT

Dr. Afolabi was the public management department chair person for 10 years

Dr. Afolabi followed “Autocratic Leadership Style”

His style of leadership caused the faculty to be “passive, subservient,dependant and ambivalent”

Faculty members trusted Dr. Afolabi and felt that they were not restricted.

CONTD.

Dr. Afolabi died he was replaced by Dr. Aluko

Dr. Aluko came from a neighboring university where he held a position as a assistant department chairperson

Dr. Aluko believed strongly in the concept of “democratic leadership”

CONTD.

Initially he to share the budgeting, scheduling and the allocation of supplies responsibilities with the members of the faculty

Unfortunately this led to decreased morale and a feeling that Dr. Aluko was assigning chair person work to faculty members. 

Dr. Aluko was invited for a chat by the dean and the provost stating that they no longer know what’s going on in the “Public Management Department”.

PROBLEMS OF THE CASE

The core problem in this case is the change in leadership style which has caused a successful Public Management Department to unsatisfactory, non-participative & unhappy working environment.

ANALYSIS OF THE CASE

 Dr. Afolabi’s Leadership Style

Dr. Afolabi followed an Autocratic type of leadership

Dr. Afolabi made & enforced all rules, regulations & policies in extreme detail.

However, faculty morale was generally high & even members felt they were not restricted.

Dr. Aluko’s Leadership Style

Dr. Aluko followed an Democratic type of leadership

Dr. Aluko was not able or did not possess the ability to analyze Dr.Afolabi‟s leadership style

He did not have the insight to understand that the faculty was not ready to adopt his style of leadership

MANAGERIAL LEADERSHIPGRID- BLAKE AND MOUTON

Dr. Afolabi’s Task oriented leadership behavior (labeled “Authority- Compliance Management”)

Concern for Production

Dr. Aluko’s relationship oriented leadership behavior (labeled “Country ClubManagement”)

Concern for People

USING SITUATIONAL THEORY - HERSEY AND BLANCHARD

Dr. Aluko could have learn about the Situational leadership Theory

This theory states that, “Effective leaders are those who can recognise what employees need and then adapt their own style to meet those needs”

The model rests on two fundamental concepts:

1. Directive (Task) Behaviour

2. Supportive (Relationship)

Behaviour

The leadership style is further classified into 4 distinct categories:

USING SITUATIONAL THEORY - HERSEY AND BLANCHARD

USING CONTINGENCY THEORY - FIEDLER’S

He believed that this would allow members to have a greater role in decision making, Unfortunately, this led to decreased morale and a feeling of De-motivation.

High LPC Score

Leader-Member Relations is Weak, Task Structure is Unstructured & Leader Position Power is weak which is more towards Task orientation

Conclusion