Question

A New Leadership Culture

It’s been 6 months since Kolab was hired to lead a large, nonprofit organization called, International Education Center (IEC), which provides international education and information to the citizens of a Midwestern state. The organization provides opportunities for individuals to learn about different cultures and to gain an understanding about their role as citizens of the world. It does this by connecting the people of the state with visitors from all over the world in order to meet and learn from one another.

Prior to the job at the IEC, Kolab directed national programming and services for the Office of Refugee Resettlement (ORR) in Washington, D.C. Before her job at the ORR, she worked for an international relief agency and traveled extensively throughout Southeast Asia and Africa, working in the organization’s field offices, managing its daily operations.

Kolab, born in Cambodia, fled with her parents to the United States as refugees during the regime of Pol Pot and the Khmer Rouge (the followers of the Communist Party who ruled Cambodia from the 1975-1979). Her experiences growing up as a refugee fuel her motivation and passion for international work. It also shaped her expectations and working style. She is known to her colleagues as a “go-getter” and a “high performer.”

The board of trustees thought Kolab’s international experiences and goal-oriented, achievement-focused attitude was just what they needed to expand the organization on a national level. The previous president, Hanh, did not have the strategic thinking and vision to move IEC, even though she was very effective at building relationships throughout the state. After 10 years with IEC, Hanh decided to step down from her leadership role. This gave the board of directors an opportunity to hire someone like Kolab who can challenge employees and push the organization to reach its financial and fundraising goals.

Since Kolab’s hire, employee productivity and motivation has decreased. Staff used to enjoy coming to work, talking with one another, and planning programs and services for the community. Now they come to work because “we need a paycheck,” and they accomplish their tasks because “Kolab told me to do so.” There is no enthusiasm for the mission of the organization and the vision for the new work that Kolab and the directors created in a strategic planning meeting. A couple of times, when Kolab passed employee cubicles, she heard comments like, “She works us all like we don’t have a personal life,” “She’s so impersonable,” “I miss just chatting with people,” and “Hanh was never like this. She always made time to talk to us.”

Just last week, Kolab had a staff meeting, and the majority of staff sauntered in late. Throughout the meeting, they gave her blank stares, and, as soon as the meeting was over, they quickly left. Kolab is tired of the staff attitudes and behaviors. “The culture of this organization can’t operate the way it used to. I am determined to change it,” she thinks to herself.

Question 2 – 750 words

Tension can be divided into 4 levels. Discuss these levels from B325 perspective. Critically discuss what Kolab needs to do at each level to alleviate various levels of tension? Support your answer with evidence from the case.

Answer 1

The four levels of tension includes :

Level 1 - the notion of tension

Workplace tension and stress lowers business productivity and leads to economic loss for both the employee and employer. Tension creates work absenteeism and also increases the indirect costs paid for health insurance and workers' compensation by both workers and businesses.

From Kolab's leadership, she failed to create a communication channel with the employees which was quite necessary. Therefore, employees basic fear of the unknown stranger controllong them stimulated their curiosity and tension which inturn lead to loss of motivation and productivity.

Level 2 – the notion of multiple, interacting tensions

This is very important, because often each side has some concern the other party can agree with, and this will become the foundation that enables you to bridge the gap that separates the parties involved. It was clear in Kolab's case that she did not give importance to employees work place communication which inturn raised concern, boredom and tension. By implementing grapevine communication these issues can be sorted to a great extend.

Level 3 – the notion of tensions in specific management areas

Every leader and every company faces the problem of how to make progress on seemingly conflicting objectives at the same time. And of all the competing objectives, three pairs stand out: profitability versus growth, short term versus long term, and the whole organization versus the parts.

Level 4 – the notion of deconstructed tensions.

Kolab need to look back into her style of leadership and employee management and see how it helps in succeeding the companies vision. Her unbringing and the ideologies she acquired was quite different from the average person. She was a go getter in any circumstances. She focused on achieving the vision of the company but gave little or no importance to the needs of the employees. She must bring out plan to over this issue by being empathetic towards the employees