Laissez Faire Casestudy
Laissez-Faire Leadership Case Study
Jenny Bouatay, Jessica Bowen and Thalia Cherry
Stephens College
Tammy is the new Vice President of 150-person product marketing firm, which has been marketing hardware to manufacturing companies for 12 years. The firm is investing in broadening its market growth by creating a new scanner technology, which will help grow the company exponentially. The firm has five major divisions: marketing, telemarketing, distribution, information systems, and administration. The information systems division is designing the new product, but does not have all the information necessary to complete the product. The new scanner technology will be of use with the firm’s major clients, the executives believe the scanner will increase efficiency and accuracy of orders placed and will eliminate the need for phone orders. This will effect the telemarketing division, which is 50% of the firm. Since telemarketing is sales oriented, this new product will shift the telemarketing division from sales to customer service. The CEO recognizes the firm experienced dissension and uncertainty when implementing a previous project. He wants to avoid past mistakes and the paperwork disaster, which overwhelmed the employees. Tammy, a laissez-faire leader is responsible for leading the project. The laissez-faire leadership is a non-committal form of leadership. This type of leader does not like to be involved in any of the problem solving or decision-making processes (Hackman & Johnson, 2009, pp. 42-48). They often avoid discussions with followers and allow followers to set policies and procedures (Hackman & Johnson, 2009, pp. 42-48). Laissez-faire leaders will engage with employees when asked directly to be involved, they believe in allowing followers to set their own goals (Hackman & Johnson, 2009, pp. 42-48). They provide little to no direction to followers, which is why this type of leadership is best
Jenny Bouatay, Jessica Bowen and Thalia Cherry
Stephens College
Tammy is the new Vice President of 150-person product marketing firm, which has been marketing hardware to manufacturing companies for 12 years. The firm is investing in broadening its market growth by creating a new scanner technology, which will help grow the company exponentially. The firm has five major divisions: marketing, telemarketing, distribution, information systems, and administration. The information systems division is designing the new product, but does not have all the information necessary to complete the product. The new scanner technology will be of use with the firm’s major clients, the executives believe the scanner will increase efficiency and accuracy of orders placed and will eliminate the need for phone orders. This will effect the telemarketing division, which is 50% of the firm. Since telemarketing is sales oriented, this new product will shift the telemarketing division from sales to customer service. The CEO recognizes the firm experienced dissension and uncertainty when implementing a previous project. He wants to avoid past mistakes and the paperwork disaster, which overwhelmed the employees. Tammy, a laissez-faire leader is responsible for leading the project. The laissez-faire leadership is a non-committal form of leadership. This type of leader does not like to be involved in any of the problem solving or decision-making processes (Hackman & Johnson, 2009, pp. 42-48). They often avoid discussions with followers and allow followers to set policies and procedures (Hackman & Johnson, 2009, pp. 42-48). Laissez-faire leaders will engage with employees when asked directly to be involved, they believe in allowing followers to set their own goals (Hackman & Johnson, 2009, pp. 42-48). They provide little to no direction to followers, which is why this type of leadership is best
References: Hackman, M. Z., & Johnson, C. E. (2009). Leadership: a communication perspective (5th ed.). Long Grove, Ill.: Waveland Press. Kelcher, L. Laissez-Faire Leadership Styles Used in Companies. Retrieved from E How Money website: http://www.ehow.com/info_7870591_laissezfaire-leadership-styles-used-companies.html#ixzz2KVnsJvbc Lencioni, P. (2002). The five dysfunctions of a team: a leadership fable. San Francisco: Jossey-Bass. Retrieved from Money-Zine website: http://www.money-zine.com/Definitions/Career-Dictionary/Laissez-Faire-Leadership-Style/ Nordmeyer, B. (n.d.). Who uses laissez-faire leadership? AZ Central, Retrieved from http://yourbusiness.azcentral.com/ustes-laissezfaire-leadership-12436.html