Harvard Case - The Evolution of a Practitioner to Leadership (A)
"The Evolution of a Practitioner to Leadership (A)" Harvard business case study is written by Bidhan L Parmar, Will Cohen, Jenny Mead. It deals with the challenges in the field of Business Ethics. The case study is 3 page(s) long and it was first published on : Nov 10, 2020
At Fern Fort University, we recommend a comprehensive approach to address the ethical and leadership challenges faced by John, focusing on ethical leadership development, corporate social responsibility, and succession planning. This approach aims to foster a culture of transparency, accountability, and ethical decision-making within the organization, ensuring long-term sustainability and success.
2. Background
The case study 'The Evolution of a Practitioner to Leadership (A)' follows John, a successful engineer who has risen through the ranks at a family-owned engineering firm, now facing the challenges of leadership. John's ethical dilemmas stem from his father's business practices, which often prioritize profit over ethical considerations. The case highlights the tension between traditional family business values and the need for modern ethical leadership in a globalized and increasingly regulated business environment.
The main protagonists are John, the newly appointed CEO, and his father, the founder and former CEO, who represents the traditional values of the company. The case also introduces other stakeholders, including employees, customers, and the wider community, who are impacted by the company's decisions.
3. Analysis of the Case Study
This case study can be analyzed through the lens of stakeholder theory, which emphasizes the importance of considering the interests of all stakeholders, not just shareholders. John's dilemma lies in balancing the conflicting interests of his father, the company's employees, and the wider community.
Ethical leadership is another crucial framework for analyzing the case. John's leadership style needs to evolve from a technical focus to one that prioritizes ethical decision-making and fostering a culture of integrity. This requires him to navigate the complexities of corporate governance, organizational values, and risk management in a way that aligns with his personal values and the company's long-term sustainability.
Key issues identified in the case study:
- Conflicts of interest: John's father's business practices create conflicts of interest, potentially jeopardizing the company's reputation and legal standing.
- Lack of transparency: The company's operations lack transparency, leading to potential ethical breaches and regulatory scrutiny.
- Limited stakeholder engagement: The company has a limited focus on stakeholder engagement, neglecting the needs and concerns of employees, customers, and the community.
- Succession planning: The lack of a clear succession plan creates uncertainty and potential instability in the company's leadership.
4. Recommendations
1. Implement a comprehensive code of conduct: This code should clearly define the company's ethical standards, including principles of transparency, accountability, fairness, and environmental sustainability. It should be communicated to all employees and stakeholders, fostering a culture of ethical decision-making.
2. Establish an independent ethics committee: This committee, composed of diverse stakeholders, will provide guidance and oversight on ethical issues. It will also serve as a forum for addressing conflicts of interest and promoting whistleblowing.
3. Enhance stakeholder engagement: John should actively engage with employees, customers, and the community, seeking their input on ethical issues and ensuring their concerns are addressed. This will foster trust and build a strong foundation for corporate social responsibility.
4. Develop a comprehensive succession plan: This plan should include clear criteria for leadership selection, ensuring that future leaders share John's commitment to ethical leadership and the company's long-term sustainability.
5. Implement a robust compliance program: This program should ensure adherence to relevant laws and regulations, including anti-corruption, data privacy, and labor rights. It should also include training for employees on ethical decision-making and compliance procedures.
6. Embrace sustainability practices: The company should adopt green business practices to minimize its environmental impact and contribute to a more sustainable future. This includes reducing waste, conserving energy, and promoting ethical sourcing of materials.
7. Foster diversity and inclusion: The company should create a more inclusive workplace that values diversity of thought and experience. This will enhance the company's innovation and competitiveness while also promoting a more ethical and responsible work environment.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with the company's core competencies in engineering and its mission to deliver high-quality services. They also promote ethical behavior and sustainability, which are essential for long-term success.
- External customers and internal clients: The recommendations address the needs and concerns of both external customers and internal clients, fostering trust and loyalty.
- Competitors: The recommendations position the company as a leader in ethical business practices, enhancing its competitive advantage in an increasingly conscious market.
- Attractiveness ' quantitative measures: The recommendations are expected to have a positive impact on the company's financial performance by reducing risks, improving reputation, and attracting and retaining talent.
6. Conclusion
By implementing these recommendations, John can transform the company into a leader in ethical business practices. This will not only ensure the company's long-term sustainability but also create a positive impact on its stakeholders and the wider community.
7. Discussion
Other alternatives include:
- Maintaining the status quo: This would be risky, as it would expose the company to increasing regulatory scrutiny and potential reputational damage.
- Selling the company: This would provide a quick solution but would not address the underlying ethical issues and could negatively impact the company's legacy.
Risks and key assumptions:
- Resistance to change: Some stakeholders, particularly those who benefit from the current practices, may resist change.
- Cost of implementation: Implementing these recommendations will require significant investment in resources and time.
- Success of implementation: The success of these recommendations depends on John's commitment to ethical leadership and the willingness of stakeholders to embrace change.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline the specific actions, timelines, and resources required for each recommendation.
- Communicate the plan to stakeholders: Open and transparent communication is essential to gain buy-in and address potential concerns.
- Monitor progress and make adjustments: Regular monitoring and evaluation are crucial to ensure the effectiveness of the recommendations.
By taking these steps, John can successfully navigate the challenges of ethical leadership and build a sustainable and ethical business for the future.
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Case Description
Will Cohen, the case protagonist, has recently been promoted to Bank of America's market sales executive for the mid-Atlantic region. In this position, he finds himself struggling with some of the conversations, personal interactions, and general dynamics he has had with his direct reports. Cohen had had a wildly successful decade-plus experience in wealth and investment advising for several large companies, including Goldman Sachs and JPMorgan Chase & Co.. He had then been recruited to lead the Bank of America private bank team in Charlottesville, Virginia, where, again, he and his team had been enormously successful and effective, leading to his position with the mid-Atlantic region. However, in this position, Cohen had been somewhat disheartened by the workplace ethic, which included lethargy and complacency. He often wondered about his leadership skills, which was a totally new concern for him. After a recent difficult conversation with a team member, Cohen worried about how he was handling the challenges of his new position. His goal was to drive performance while at the same time encouraging the growth of his team members and creating a culture of teamwork, collective ownership, trust, and creativity. He just was not sure he was executing these goals successfully.
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