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Law Offices of Jeter, Jackson, Guidry, and Boyer Case Study

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Updated: Apr 24th, 2021

Do you agree with Howser’s suggestion to “sit tight and ride out the storm,” or should the partners take some action immediately? If so, what action s specifically?

The case study shows clearly that the firm is no longer performing well. Within the last few years, the partnership business had grown to become a successful business. The increased activities at the firm led to the creation of the position of “General Manager of Operations”. The firm hired Brad Howser to become the first manager. Things at the firm began to change within less than a year. The case study explains why it would be “hard” to agree with Howser’s suggestion. The current situation calls for immediate action. The firm is currently losing its clients. The employees are also unsatisfied with their working conditions. Howser’s strategies have not worked properly at the firm. This is the case because his expertise appears to be in the “insurance” industry. The partners are aware of the changing needs of their employees and clients. This explains why they should intervene before the situation gets out of control. The owners of the firm should begin by firing Howser because he has affected the firm’s performance. The next action is to mentor the employees and manage all the operations at the firm in a proper manner (Lussier & Achua, 2012, p. 38). This will be possible because they clearly understand the nature of their firm. They also have a clear understanding of their business goals.

Assume that the creation of the general manager of operations position was a good decision. What leadership style and type of individual would you try to place in this position?

The new position of “General Manager of Operations” was a good idea at the firm. However, the new manager did not portray the best leadership style thus affecting the firm’s performance. This position requires a transformational leader. Such a leader will manage the firm’s operations and take it to a new level of success. According to Marques (2007, p. 105), “a transformational leader finds it easier to achieve most of the goals and organizational objectives”. The best individual for this position should be in legal practice. Such an individual will attract new clients and address his or her employees’ needs. The individual should also communicate effectively to his or her staff (Fenwick, 2004, p. 197). The successful candidate should be young and energetic. A transformational leadership approach makes it easier for the manager to create strong teams and motivate every employee at the firm. The individual should possess “good interpersonal skills, problem-solving abilities, and decision-making strategies” (Rooke & Torbert, 2005, p. 6). This individual will improve the firm’s performance and eventually attract more clients. The firm will become successful because the manager will motivate, mentor, empower and encourage every employee.

Consider your leadership style. What types of positions and situations should you seek? What types of positions and situations should you seek to avoid? Why?

Organizational leaders and managers should have the best leadership styles. I have a transformational leadership style. It is easier for a transformational leader to mentor his or her employees in an organization (Griffin, 2011, p. 17). The important thing is to be familiar with the targeted goals and organizational challenges (Brasfield, 2012, p. 68). My leadership style will help me manage different situations especially when there are conflicts and misunderstandings. My leadership style can allow me to work as an operations manager, an HR manager, or an organization’s administrator. These positions are critical because they deal with employees directly. “A transformational leader always mentors and motivates his or her employees thus improving performance” (Vries & Bakker-Pieper, 2012, p. 372). However, this leadership style prevents me from working as a supervisor. A supervisor has to monitor employees’ performance and conduct appraisals.

Reference List

Brasfield, J. (2012). Management 5000. New York: McGraw Hill.

Fenwick, T. (2004). Toward a critical HRD in theory and practice. Adult Education Quarterly, 54(3), 193-209.

Griffin, R. (2011). Organizational Behavior: Managing People and Organizations. Oxford: Oxford University Press.

Lussier, R., & Achua, C. (2012). Leadership: Theory, Application & Skill Development. New York: Pearson Books, 2008.

Marques, J. (2007). On Impassioned Leadership: A Comparison Between Leaders from Divergent Walks of Life. International Journal of Leadership Studies, 3(1), 98-125.

Rooke, D., & Torbert, W. (2005). Seven Transformations of Leadership. Harvard Business Review, 1(2), 1-28.

Vries, R., & Bakker-Pieper, A. (2012). Leadership=Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes. Journal of Business Psychology, 25(1), 367-380.

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IvyPanda. 2021. "Law Offices of Jeter, Jackson, Guidry, and Boyer." April 24, 2021. https://ivypanda.com/essays/law-offices-of-jeter-jackson-guidry-and-boyer/.

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IvyPanda. (2021) 'Law Offices of Jeter, Jackson, Guidry, and Boyer'. 24 April.

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