Case Study Rubric Case 2.1: Choosing A New Director Of Resea ✓ Solved
Case Study Rubric Case 2.1: Choosing a New Director of Research
Case 2.1: Choosing a New Director of Research Sandra Coke is vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has approximately 1,000 employees. As a result of a recent reorganization, Sandra must choose the new director of research. The director will report directly to Sandra and will be responsible for developing and testing new products. The research division of GLF employs about 200 people. The choice of directors is important because Sandra is receiving pressure from the president and board of GLF to improve the company’s overall growth and productivity.
Sandra has identified three candidates for the position. Each candidate is at the same managerial level. She is having difficulty choosing one of them because each has very strong credentials. Alexa Smith is a longtime employee of GLF who started part-time in the mailroom while in high school. After finishing school, Alexa worked in as many as 10 different positions throughout the company to become manager of new product marketing. Performance reviews of Alexa’s work have repeatedly described her as being very creative and insightful. In her tenure at GLF, Alexa has developed and brought to market four new product lines. Alexa is also known throughout GLF as being very persistent about her work: When she starts a project, she stays with it until it is finished. It is probably this quality that accounts for the success of each of the four new products with which she has been involved.
A second candidate for the new position is Kelsey Metts, who has been with GLF for five years and is manager of quality control for established products. Kelsey has a reputation for being very bright. Before joining GLF, she received her MBA at Harvard, graduating at the top of her class. People talk about Kelsey as the kind of person who will be president of her own company someday. Kelsey is also very personable. On all her performance reviews, she received extra-high scores on sociability and human relations. There isn’t a supervisor in the company who doesn’t have positive things to say about how comfortable it is to work with Kelsey. Since joining GLF, Kelsey has been instrumental in bringing two new product lines to market.
Thomas Santiago, the third candidate, has been with GLF for 10 years and is often consulted by upper management regarding strategic planning and corporate direction setting. Thomas has been very involved in establishing the vision for GLF and is a company person all the way. He believes in the values of GLF and actively promotes its mission. The two qualities that stand out above the rest in Thomas’s performance reviews are his honesty and integrity. Employees who have worked under his supervision consistently report that they feel they can trust Thomas to be fair and consistent. Thomas is highly respected at GLF. In his tenure at the company, Thomas has been involved in some capacity with the development of three new product lines. The challenge confronting Sandra is to choose the best person for the newly established director’s position. Because of the pressure she feels from upper management, Sandra knows she must select the best leader for the new position.
Questions: 1. Based on the information provided about the trait approach in Tables 2.1 and 2.2, if you were Sandra, whom would you select? 2. In what ways is the trait approach helpful in this type of selection? 3. In what ways are the weaknesses of the trait approach highlighted in this case?
Paper For Above Instructions
In selecting a new director of research for Great Lakes Foods (GLF), Sandra Coke faces a significant decision that will impact not only the research division but also the entire company. To make an informed choice, a thorough analysis of the candidates and the application of the trait approach to leadership is essential.
Choosing the Candidate
If I were in Sandra's position, I would select Alexa Smith for the director of research position. My decision rests on several traits that are critical for leadership in a dynamic environment like GLF. Firstly, Alexa's extensive experience within the company demonstrates her deep understanding of the organization’s operations and culture. Starting her career in the mailroom and advancing through various roles illustrates her dedication, adaptability, and a comprehensive grasp of GLF's products and market demands. Her history of bringing four new product lines to market showcases her creativity and effectiveness in developing and implementing successful strategies (Bass & Bass, 2008).
Additionally, one of the standout qualities of Alexa is her persistence. The ability to see projects through to completion is crucial in a research and development role, where setbacks and challenges are commonplace. Her known reputation for hard work and insight indicates that she would not only lead her team effectively but also motivate them to achieve high levels of performance. While Kelsey Metts has a strong background in quality control and a bright future ahead, her experience does not yet match the industry-specific accomplishments of Alexa. Thomas Santiago's strategic vision and integrity are admirable, but his involvement in only three new product lines raises concerns about his ability to lead innovation in research and development (Northouse, 2018).
Using Trait Approach in Selection
The trait approach provides several advantages when evaluating candidates for leadership positions. Firstly, it offers a framework to assess both hard and soft skills that are vital for successful leadership. Traits like creativity, integrity, adaptability, and persistence can be quantified through performance reviews, interviews, and past successes (Zaccaro, 2007). This method allows Sandra to make comparisons based on tangible evidence, which can lead to more informed and objective decision-making.
Furthermore, the trait approach emphasizes the importance of personal characteristics in leadership effectiveness. Characteristics such as communication skills, resilience, and interpersonal relations are critical for fostering a productive work environment and ensuring a positive organizational culture. This is especially pertinent in a research context where collaboration and innovative thinking are essential for success (Kirkpatrick & Locke, 1991).
Weaknesses of the Trait Approach
Additionally, the trait approach could lead to a potentially narrow focus by evaluating only certain traits that may not encompass the entire spectrum of effective leadership (Day et al., 2004). Sandra may overlook valuable qualities such as emotional intelligence and the ability to inspire others, which can be crucial in motivating a diverse team of researchers. Therefore, while the trait approach aids in the selection process, it is imperative to integrate it with other leadership models that account for situational context and broader leadership qualities.
Conclusion
In conclusion, the selection of a new director of research at GLF is a critical task that requires an analysis of candidates based on the trait approach and other considerations. I would recommend Alexa Smith for the position, given her extensive company experience, proven track record of innovation, and key leadership traits such as persistence and creativity. Although the trait approach offers a structured way to evaluate candidates, it has its limitations, and Sandra should also take into account the broader context of leadership dynamics and organizational objectives in her final decision.
References
- Avolio, B. J., & Hannah, S. T. (2008). Developmental perspectives on character and authenticity: The role of the leader’s temperament. In F. Dansereau & F. J. Yammarino (Eds.), Multi-level issues in organizations and time (Vol. 4, pp. 323-347). Bingley, UK: Emerald Group Publishing Limited.
- Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications. New York, NY: Simon & Schuster.
- Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2004). Advances in leader and leadership development: A review of the past decade. The Leadership Quarterly, 15(6), 647-659.
- Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter? Academy of Management Executive, 5(2), 48-60.
- Northouse, P. G. (2018). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.
- Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychologist, 62(1), 6-16.