How would you rate the leadership skills of Eve Yen?
Eve Yen has poor leadership skills because of the inability to influence employees working under her to take a certain course of action to accomplish the tasks associated with the challenges of the rapidly growing company and changing business environment. As a founder of Wiper Diamonds International, Eve has poor communication skills and lacks emotional stability because of her acknowledgment that some of the decisions she made were painful. Eve lacks dominance, has low enthusiasm, and fails to delegate duties and responsibilities, which ultimately led to loss and poor performance. Evidence shows that Eve failed to hire a manager through a formal process of job description and analysis to get the best-qualified manager. The results were an underperforming manager.
Eve Yen fits well into a business founder because of her qualities which include risk-taking abilities, entrepreneurial capabilities, being self-assured of success despite the odds, being tough-minded, and conscientious. However, Eve fails due to inherent characteristics which include her lack of empathy, maturity, intuitiveness, team orientation, charisma, and lack of critical business leadership skills which made the 2007 year chaotic.
Typically, Eve Yen’s leadership style is based on the situational leadership style because Eve responds differently to different situations, which dictates different actions. In context, Eve Yen hired and dismissed managers and other employees depending on unfolding situations. Typically, there is no one type of optimal psychographic profile that fits Eve. That is evident by the number of changes she made due to changing situations such as the purchase and installation of a computer, and lack of abilities to create a sustained environment for the new manager to enforce deadlines.
Do you think Yen can make the transition from founder to general manager of a now-sizeable company?
Eve Yen can transit from the founder to the general manager because of the training she had undertaken over the last two years. The key elements demonstrating Eve’s new management skills are based on her acknowledgment that she had acquired new skills and abilities to assess and hire a manager based on key qualifications, her new methods of interviewing managers, and the ability to apportion time to perform tasks as required. Here, Eve’s intervention at departmental levels to take control and get the appropriate numbers as standard guides to benchmark departmental performance.
How would you rate Yen’s delegations skills?
Eve’s delegation skills are poor because delegating duties is a demonstration of effective leadership. In this case, the persistent failure to whom duties such as the new manager were delegated indicates Eve’s failures. Besides, Eve never ensured effective delegation with key skills and qualifications lacking because any delegation made should have been measurable, ethical, recorded, time-bound, agreed, lacked levels of delegation, and specific.
The handoff to the general manager was too quick because no research had been conducted on the skills set required and other requirements before making the handoff decision. Taking back the general manager leadership and firing the manager were timely contingency decisions to protect the firm from further losses.
What outside sources of management assistance might help Wiper Diamonds International reach its full potential?
In conclusion, there is a need to outsource management to address the methods of identifying employee training needs and the development of new skills because even Eve is not qualified enough to impart new skills to the employees, besides identifying key areas of training needs. The benefits include best practices for human resource management, leadership skills, performance appraisal methods, and team leadership.