CASE NO.

5
THE CHATTANOOGA ICE CREAM DIVISION

EFFECTIVE LEADERSHIP

WAJ EEHA RAZZAQ
MUNAZZAH I QBAL
MARI A SHARI F
HI RA
SAMAR I QBAL
PAST LEADER VS. NEW ONE DECISION MAKING STYLE

Moore's Predecessor
Knew more about the
business than anyone else
Well-developed network for
gathering & communicating
information.
Rarely felt the need to
consult his subordinates
Reserved important
decisions to himself.
Charlie Moore
Believes in the value of
group base decisions
Collaborative and bring
people together formally to
share information
Consult on decisions
Form consensus


THE THEORY STATES THAT
INSTEAD OF USING JUST ONE
STYLE, SUCCESSFUL
LEADERS SHOULD CHANGE
THEIR LEADERSHIP STYLES
BASED ON THE MATURITY OF
THE PEOPLE THEY'RE
LEADING AND THE DETAILS
OF THE TASK.
CHARLI E MOORE LEADERSHI P STYLE
ACCORDING TO HARSHEY AND
BLENCHERDS SITUATIONAL
LEADERSHIP THEORY CHARLIE
MOORE IS USING PARTICIPATIVE
STYLE FOCUSING MORE ON
RELATIONSHIP AND LESS ON
DIRECTION.
HIS LEADERSHIP STYLE DID NOT
MATCH WITH FOLLOWERS
READINESS, SO WAS
UNSUCCESSFUL.

FOLLOWERS READINESS LEVEL AND
RECOMMENDED STYLES.
Managers Readiness level Recommended Style
Barry Walkins R3: Able & unwilling Participating
Billy Fale R1: Unable & unwilling Telling
Stephanie krane R1: Unable & Unwilling Telling
Les Holly R4: Able & Willing Delegating
Kent Donaldson R2: Unable & Willing Selling
Frank OBrien R3: Able & Unwilling Participating



THE PATH-GOAL MODEL IS A THEORY BASED ON SPECIFYING
A LEADER'S STYLE OR BEHAVIOR THAT BEST FITS THE
EMPLOYEE AND WORK ENVIRONMENT IN ORDER TO
ACHIEVE GOALS (HOUSE, MITCHELL, 1974)
LEADERSHIP BEHAVIOR
Directive
Supportive
Participative
Achievement oriented
OUTCOMES
Performance
satisfaction


Environmental contingency
factor
Task structure
Formal authority system
Work group

Subordinate contingency factor
Locus of control
Experience
Perceived ability
PARTICIPATIVE DIRECTIVE
S
u
b
o
r
d
i
n
a
t
e
Authoritarianism low High
LOC Internal External
Ability High Low
E
n
v
i
r
o
n
m
e
n
t
Task Structure
Complex /
non repetitive
Complex /
non repetitive
Formal Authority Both High
Work Group Strong Week
VI CTOR VROOM NORMATI VE LEADERSHI P MODEL
TIME-DRIVEN MODEL
DEVELOPMENT-DRIVEN MODEL
Decide
significance
Importance
of
commitment
Leader
expertise
Likelihood
of
commitment
Group
supports
Group
expertise
Team
competence
High High Moderate High Low High Low
Consult Group

DECI DE SI GNI FI CANCE

THIRD-LARGEST CUSTOMER STAY & SHOP AT $6.5 MILLION OR 25%
INTENSE COMPETITION FROM SEALTEST, BEYERS, DRAYERS AND EDYS
FLAT SALES AND DECLINING PROFITABILITY OVER THE PAST FOUR YEARS
DIVIDEND CASH UP TO ITS PARENT COMPANY

I MPORTANCE OF COMMI TMENT

DECISION ACCEPTANCE IS CRITICAL TO EFFECTIVE IMPLEMENTATION

LEADER EXPERTI SE

KNOWLEDGE AND EXPERTISE RELATED TO SPECIFIC DECISION
CHARLIE DOESNT LIKE MAKING DECISION ALONE RATHER FEEL
COMFORTABLE WORKING BEHIND THE CONSENSUS OF THE GROUP
HE IS STILL PUZZLED IN SELECTION OF IDEAS



APPROPRI ATE LEADERSHI P STYLE
MOORE REALLY NEEDED TO TAKE CHARGE, MAKE SOME LEADERSHIP
DECISION AND DO THE RIGHT THINGS IN MOVING THE COMPANY FORWARD.

DECIDE LEADERSHIP STYLE

Decide
significance
Importance
of
commitment
Leader
expertise
Likelihood
of
commitment
Group
supports
Group
expertise
Team
competence
High High Moderate High - - -