Being the Leader
Read the UWEAR and PALEDENIM scenario found here (attached as word Document). You will first meet with the CEOs of each organization, Theresa Tramlin and Mike Miller, to help them understand their important leadership roles for the success of the merger.
After reviewing the course materials for this week, prepare your recommendations for them regarding their approaches to leading the merger. The merger is a significant change for both organizations; there is growing anxiety and uncertainty among the employees of both organizations. The goal is to complete the merger in a way that maintains employee performance and allegiance to the merged organization. Both CEOs were promoted from managerial positions, so one of your tasks is to help them understand how to distinguish the two roles.
400 – 6oo words
Issues to address include, but are not limited to, the following:
How will you explain the difference between managing and leading, to set the stage to help Theresa and Mike focus on leading?
What leadership approaches will be effective in leading the merger? Include at least 3 approaches, and explain in what circumstances those approaches should be used and why.
Consider the research findings by Kabacoff (1998) that, although men and women are perceived as equally effective in leading, women tend to focus more on production, attaining results, and people, while men tend to focus on strategic planning, organization vision, and business tasks. If this is the case in this situation for Theresa and Mike, what are the implications for their leadership during the merger?
Reflect on your own experience as a leader, if not professionally, then in the community or family. With which leadership approaches are you most comfortable? What are the implications for you if you were one of the leaders in this scenario?
The difference between managing and leading would set the stage for both Theresa Tramlin’s and Mike Miller to lead the merger of their companies successfully. To begin with, Leaders influence while Managers direct (Bass & Avolio, 1997). It might perhaps be not clear but leaders in general concentrate on the things that are important and also why. But then managers concentrate on how.