Case 31: A Strained Research Team Dr. Adam Wood Is The Princ ✓ Solved

Case 31 A Strained Research Teamdr Adam Wood Is The Principal Inves

Case 3.1: A Strained Research Team Dr. Adam Wood is the principal investigator on a three-year, $1 million federally funded research grant to study health education programs for older populations, called the Elder Care Project. Unlike previous projects, in which Dr. Wood worked alone or with one or two other investigators, on this project Dr. Wood has 11 colleagues.

His project team is made up of two co-investigators (with PhDs), four intervention staff (with MAs), and five general staff members (with BAs). One year into the project, it has become apparent to Dr. Wood and the team that the project is underbudgeted and has too few resources. Team members are spending 20%–30% more time on the project than has been budgeted to pay them. Regardless of the resource strain, all team members are committed to the project; they believe in its goals and the importance of its outcomes.

Dr. Wood is known throughout the country as the foremost scholar in this area of health education research. He is often asked to serve on national review and advisory boards. His publication record is second to none. In addition, his colleagues in the university know Dr. Wood as a very competent researcher. People come to Dr. Wood for advice on research design and methodology questions. They also come to him for questions about theoretical formulations. He has a reputation as someone who can see the big picture on research projects.

Despite his research competence, there are problems on Dr. Wood’s research team. Dr. Wood worries there is a great deal of work to be done but that the members of the team are not devoting sufficient time to the Elder Care Project. He is frustrated because many of the day-to-day research tasks of the project are falling into his lap.

He enters a research meeting, throws his notebook down on the table, and says, “I wish I’d never taken this project on. It’s taking way too much of my time. The rest of you aren’t pulling your fair share.” Team members feel exasperated at Dr. Wood’s comments. Although they respect his competence, they find his leadership style frustrating.

His negative comments at staff meetings are having a demoralizing effect on the research team. Despite their hard work and devotion to the project, Dr. Wood seldom compliments or praises their efforts. Team members believe that they have spent more time than anticipated on the project and have received less pay or credit than expected. The project is sucking away a lot of staff energy, yet Dr. Wood does not seem to understand the pressures confronting his staff. The research staff is starting to feel burned out, but members realize they need to keep trying because they are under time constraints from the federal government to do the work promised.

The team needs to develop a pamphlet for the participants in the Elder Care Project, but the pamphlet costs are significantly more than budgeted in the grant. Dr. Wood has been very adept at finding out where they might find small pockets of money to help cover those costs. Although team members are pleased that he is able to obtain the money, they are sure he will use this as just another example of how he was the one doing most of the work on the project.

1. Based on the skills approach, how would you assess Dr. Wood’s leadership and his relationship to the members of the Elder Care Project team? Will the project be successful?

2. Does Dr. Wood have the skills necessary to be an effective leader of this research team?

3. The skills model describes three important competencies for leaders: problem-solving skills, social judgment skills, and knowledge. If you were to coach Dr. Wood using this model, what competencies would you address with him? What changes would you suggest that he make in his leadership?

Paper For Above Instructions

Dr. Adam Wood's leadership of the Elder Care Project presents a complex conundrum where his impressive academic credentials and past accomplishments clash with significant team management issues. Leveraging the skills approach, we can assess his leadership effectiveness through three critical competencies: problem-solving skills, social judgment skills, and technical knowledge (Northouse, 2018).

Assessing Dr. Wood’s Leadership

When evaluating Dr. Wood’s leadership based on the skills approach, it is apparent that he possesses exceptional technical knowledge. He is highly respected in the field of health education research, demonstrating a deep understanding of the subject. However, despite this competence, his problem-solving capabilities have not translated into effective project leadership. His failure to adequately allocate resources and manage team dynamics reflects a significant shortcoming in strategic problem-solving (Heifetz & Linsky, 2002).

The primary indicator of Dr. Wood’s ineffective leadership revolves around his social judgment skills. By expressing frustration and casting blame on his team members, he undermines team morale. A successful leader must understand the dynamics of their team and foster an environment of support and collaboration (Goleman, 2000). The demoralization of team members due to Dr. Wood's negative comments suggests that he fails to recognize the pressures they face, marking a divergence from effective leadership principles.

Project Success

Given the present circumstances, the likelihood of project success under Dr. Wood’s leadership seems bleak. The team members' sense of burnout and demoralization could lead to decreased efficiency, thus jeopardizing the project's completion (Maslach & Leiter, 2016). To foster success, Dr. Wood must acknowledge these issues and implement strategies to enhance team engagement.

Necessary Leadership Skills

Dr. Wood does possess a wealth of knowledge critical to the research project. However, his inability to engage effectively with his team raises questions about his overall qualifications as an effective leader of this research initiative. Skills such as emotional intelligence and team-building are essential components of effective leadership, and Dr. Wood must cultivate these skills if he wishes to guide his team successfully (Goleman, 2000).

Competencies to Address

If I were to coach Dr. Wood based on the skills model, I would identify several specific competencies for development: problem-solving, emotional intelligence, and constructive communication. To improve his problem-solving skills, I would encourage him to adopt a collaborative approach to resource allocation. Engaging with team members to brainstorm solutions could lead to more innovative and effective strategies.

Emotional intelligence is crucial for understanding team dynamics. Dr. Wood must learn to empathize with his team members' challenges and stressors. This emotional awareness can significantly improve his relational dynamics. Implementing structured feedback mechanisms can also enhance communication, allowing team members to express concerns and ideas in a safe environment (Goleman, 2000).

Finally, Dr. Wood should change his communication style by incorporating positive reinforcement. Recognizing team members' efforts can foster a more supportive climate, improving overall job satisfaction and productivity.

Conclusion

In conclusion, while Dr. Adam Wood's technical knowledge and experience provide a strong foundation for leading the Elder Care Project, his leadership is marred by ineffective social judgment and problem-solving skills. To redirect the project towards a path of success, Dr. Wood must engage in a deliberate process of self-improvement, focusing on team dynamics and communication. By fostering a supportive, collaborative environment, he can reinvigorate his team and ensure that the project's goals are not only met but exceed expectations.

References

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• Maslach, C., & Leiter, M. P. (2016). Burnout: A Guide to Identifying Burnout and Pathways to Recovery. American Psychological Association.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Katz, R. L. (1974). Skills of an Effective Administrator. Harvard Business Review.
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