School of Management
Managing People: Concepts and Applications
Case Study: Chuck McKinnon’s Leadership Style
Our Class Lecturer was:
Senior Lecturer Karen Yuan Wang
Our Class Meeting Time was
Tuesday 2 pm
Date this assignment was Submitted:
Skills Prac Team Membership
The report attempts to analyse the case study, “Chuck Mackinnon’s Leadership Effectiveness: Whose problems”, and provide solutions and recommendations that can salvage the present situation, or avoid similar problems in the future. The report first provides a brief overview of the case and then goes on to introduce the various people in the Merchant Bank of Canada (MBC) who form a part of Chuck’s group. It also endeavours to provide a detailed description of the various problems that have weighed down the Financial Institutions Unit of the MBC and the factors that have lead to Chuck’s ineffectiveness in handling them.
While, identifying the problems presented in the case and the reasons behind them are essential, the proper analysis of these issues becomes even more important to find critical solutions to the troubles that are experienced by MBC.
Theories, research, and other knowledge learned in the subject is used to recognise problems and to suggest key solutions and recommendations.
2. OVERVIEW OF THE CASE
3. THE ORGANISATION
4. THE TEAM
a. EMOTIONAL INTELLIGENCE AND COMMUNICATION
b. GROUP DYNAMICS AND CONFLICTS
c. MOTIVATION AND LEADERSHIP
Before we analyse the case and its related issues it is first important to understand the background and the main characters involved. With this objective in mind, a brief overview of the case is presented below.
OVERVIEW OF THE CASE
The case revolves around Chuck MacKinnon, the managing director of Merchant Bank of Canada (MBC) in New York. Chuck graduated from Georgetown University with a Bachelor’s in Foreign Service after which he started work at Corporate Bank International (CBI) and pursued an MBA in Corporate Finance while at work. He rose up the ladder in CBI and even had a stint in Hong Kong. In 1992, after working with CBI for more than a decade, following CBI’s merger with the Merchant Bank of Canada, Chuck accepted a position managing a full service branch in Saudi Arabia. Chuck found a host of problems plaguing the Saudi Arabia branch including the staff cheating on credit cards, putting foreign exchange tickets in their personal desks and having outside business interests that were in conflict with their jobs at the bank. He dealt with it by firing most of the old corrupt staff and brought in new team to handle the bank operations.
However, he felt it was time to move on. He felt he had cleaned up the operations and, given the cultural issues it was time for someone else to come in and take it to the next level.
In August 1993 Chuck was offered a new position as the Managing Director, Financial Institutions, with MBC in New York by Eldon Frost, Senior Vice President of the Company. His role was to manage MBC’s relationships with a range of financial institution clients as well as lead a team in marketing MBC’s and CBI’s corporate financial services and products. Eldon portrayed the New York group as one that was working very well and making money. The real picture though was not all rosy. THE ORGANISATION
Presented below is the organizational chart of MBC’s team:
Of this team, Eldon Frost, Steve Salmon, Neil Forsythe and Glenn Wright operate from the office in Montreal. The rest of the team operates from the office in New York.
A profile of the team is presented below:
YEARS IN BANK
YEARS IN POSITION...
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