Harvard Case - Magellan versus Quesada: To mutiny or not to mutiny?
"Magellan versus Quesada: To mutiny or not to mutiny?" Harvard business case study is written by Urs Muller. It deals with the challenges in the field of Business Ethics. The case study is 5 page(s) long and it was first published on : Jun 23, 2019
At Fern Fort University, we recommend that Magellan and Quesada engage in a structured dialogue to address the underlying issues leading to the potential mutiny. This dialogue should prioritize open communication, transparency, and a commitment to ethical leadership principles. By fostering a culture of trust and respect, they can navigate this crisis and create a more sustainable and harmonious working environment.
2. Background
The case study presents a complex situation aboard the Magellan expedition, where tensions have risen between the captain, Magellan, and his first mate, Quesada. The expedition faces numerous challenges, including dwindling supplies, mutiny threats, and conflicting leadership styles. Magellan's demanding nature and questionable decision-making have led to discontent among the crew, while Quesada represents the voice of reason and advocates for a more collaborative approach.
The main protagonists are:
- Ferdinand Magellan: The captain of the expedition, known for his ambition and determination but also for his autocratic leadership style.
- Juan Sebastian Quesada: The first mate, a seasoned navigator and experienced leader who prioritizes the well-being of the crew and advocates for a more democratic approach.
3. Analysis of the Case Study
The case study highlights several key issues:
- Leadership Styles: Magellan's autocratic leadership style, characterized by a lack of consultation and a focus on achieving his goals at any cost, has created a climate of fear and resentment. Quesada's more collaborative approach, focused on building trust and respect among the crew, offers a contrasting perspective.
- Ethical Decision-making: Magellan's decisions, such as the forced landing on a hostile island and the execution of a crew member, raise ethical concerns about his commitment to the well-being of his crew.
- Stakeholder Relations: The case study underscores the importance of considering the needs and perspectives of all stakeholders, including the crew, the expedition sponsors, and the indigenous populations encountered.
- Organizational Culture: The expedition's culture is characterized by a lack of transparency, communication, and respect for individual rights. This toxic environment breeds discontent and fuels the potential for mutiny.
- Risk Management: Magellan's failure to adequately assess and mitigate risks, such as the dwindling food supplies and the potential for mutiny, has contributed to the current crisis.
4. Recommendations
- Open Dialogue and Transparency: Magellan and Quesada should initiate a structured dialogue to address the crew's concerns and grievances. This dialogue should be open, honest, and transparent, allowing for the free expression of opinions and perspectives.
- Ethical Leadership: Magellan should adopt a more ethical and collaborative leadership style, prioritizing the well-being of the crew and respecting their rights. This includes consulting with the crew on important decisions, fostering a culture of trust and respect, and ensuring fair treatment for all.
- Stakeholder Engagement: Magellan should actively engage with all stakeholders, including the crew, the expedition sponsors, and the indigenous populations encountered. This includes listening to their concerns, addressing their needs, and ensuring that their interests are considered in decision-making.
- Organizational Culture Change: Magellan and Quesada should work together to create a more positive and supportive organizational culture. This includes promoting open communication, fostering a sense of community, and establishing clear values and principles that guide the expedition's actions.
- Risk Management: Magellan should implement a robust risk management framework, including identifying potential risks, assessing their likelihood and impact, and developing mitigation strategies. This framework should be regularly reviewed and updated to address evolving challenges.
5. Basis of Recommendations
These recommendations are based on the following principles:
- Ethical Leadership: Ethical leadership is crucial for building trust, fostering a positive organizational culture, and ensuring the well-being of all stakeholders.
- Stakeholder Theory: Recognizing the importance of considering the needs and perspectives of all stakeholders is essential for long-term success and sustainability.
- Organizational Culture: A positive and supportive organizational culture is essential for motivating employees, fostering collaboration, and achieving organizational goals.
- Risk Management: Proactive risk management is essential for identifying and mitigating potential threats, ensuring the safety and well-being of all stakeholders, and achieving the expedition's objectives.
6. Conclusion
The Magellan expedition faces a critical juncture. By adopting a more ethical and collaborative approach, Magellan and Quesada can navigate this crisis and create a more sustainable and harmonious working environment. Open communication, transparency, and a commitment to ethical leadership principles are essential for restoring trust, building a positive organizational culture, and ensuring the success of the expedition.
7. Discussion
Alternative options include:
- Mutiny: This option carries significant risks, including potential violence, disruption to the expedition's goals, and legal consequences.
- Abandoning the Expedition: This option would result in the loss of resources and potential for discovery, but it would also protect the crew's lives.
Key assumptions:
- Magellan's willingness to change: This recommendation assumes that Magellan is willing to adopt a more ethical and collaborative leadership style.
- Quesada's continued support: This recommendation assumes that Quesada will continue to support the expedition and work with Magellan to address the issues.
- Crew's willingness to cooperate: This recommendation assumes that the crew is willing to cooperate with Magellan and Quesada in creating a more positive and supportive organizational culture.
8. Next Steps
- Immediate Dialogue: Magellan and Quesada should immediately initiate a structured dialogue with the crew to address their concerns.
- Ethical Leadership Training: Magellan should undergo ethical leadership training to develop his skills in building trust, fostering collaboration, and making ethical decisions.
- Organizational Culture Assessment: The expedition should conduct a comprehensive organizational culture assessment to identify areas for improvement.
- Risk Management Plan Development: The expedition should develop a comprehensive risk management plan to mitigate potential threats and ensure the safety and well-being of all stakeholders.
By taking these steps, Magellan and Quesada can address the underlying issues leading to the potential mutiny and create a more sustainable and harmonious working environment.
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Case Description
In April 1520, Gaspar de Quesada and other Spanish Captains mutinied against their Portuguese admiral Ferdinand Magellan. After being retired by the Portuguese King, Magellan approached the Spanish King, Charles I, claiming to know a passage through the newly found continent to South-East-Asia. The king promised Magellan significant personal gain and full authority over an armada of five ships. When leaving Spain in 1519, Magellan did not reveal the details of his plans to the mostly Spanish captains of the other ships, but rather ordered them to just follow his boat. A minor signal of disobedience by Magellan's deputy was met with immediate force and the expedition continued until Magellan ordered to stay in a natural harbor during Winter season and drastically rationed supplies. The case study describes a meeting between the Spanish Captains under the command of Gaspar de Quesada during which they debate their options, namely a mutiny to get control of the largest ship, San Antonio. Using a historical case and setting, the case allows to discuss multiple issues of contemporary interest in the domains of leadership and (business) ethics, namely loyalty, authority, power, (dis-)obedience, psychological contracts (and their violations), organizational success, and triple bottom line thinking.
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