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L EADERSHIP C ASE S TUDY

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

C ASE S TUDY A BOUT

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.

C ONTD .

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

C ONTD .

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 whats going on in the Public Management Department.

P ROBLEMS

OF THE

C ASE

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

A NALYSIS
Dr. Afolabis Leadership Style

OF THE

C ASE

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. Alukos Leadership Style


Dr. Aluko followed an Democratic type of leadership Dr. Aluko was not able or did not possess the ability to analyze Dr.Afolabis leadership style He did not have the insight to understand that the faculty was not ready to adopt his style of leadership

M ANAGERIAL L EADERSHIP G RID


- B LAKE AND M OUTON

Dr. Afolabis Task oriented leadership behavior (labeled Authority- Compliance Management)

Concern for Production

Dr. Alukos relationship oriented leadership behavior (labeled Country ClubManagement)

Concern for People

U SING SITUATIONAL T HEORY

- H ERSEY AND B LANCHARD

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

U SING SITUATIONAL T HEORY


The leadership style is further classified into 4 distinct categories:

- H ERSEY AND B LANCHARD

U SING C ONTINGENCY THEORY - F IEDLER 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.

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

High LPC Score

Conclusion