Case Study: Spencer Dick

Topics: Management, Leadership, Taylor & Francis Pages: 3 (730 words) Published: January 14, 2013
Leadership in Organizations

How would you evaluate Spencer’s style of leadership?
Dick Spenser was a vice president of Modrow Company, a Canadian branch of the Tri-American Corporation. This was a company involved in the primary aluminum with integrated operations ranging from the mining of bauxite through the processing to fabrication of aluminum into a variety of products. Spencer’s style of leadership was transactional. This is attributed to him wanting the workers to follow his lead without questioning to achieve the set of goals he had put as a manager of Modrow (Chemers, 1997). Using Fiedler’s theory analyze the situations Spencer faced as Plant Manager at Birmingham and then, at Modrow. What type of leader would Fiedler feel would be best suited for these situations? Fielder’s theory proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control. When Spenser was working in Birmingham, he found it challenging since it was an old British company owned by Tri-American and the working conditions were not so favorable. The state of the company was amiss. By the cooperation of the personnel which included intensive training by the staff members and redesigning where possible, the company started making profits after many years (Muliins, 2005). Why are the workers in the Siding Department acting in such an insubordinate way? What’s going on with them? Spencer’s time working as a manager in Modrow was hectic and hardly yielded any fruits. Extensive plans for plant expansion and improvement had been approved and started even though he was not in the discussions at that time and he inherited all the problems that come with expanding any organization. The employees were not free with him and they saw him as a bother. They were upset with the extent of change expected in their work routines with...
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