Harvard Case - Leader as Coach: Restoring Employee Motivation and Performance (A)
"Leader as Coach: Restoring Employee Motivation and Performance (A)" Harvard business case study is written by Karen L Cates, Brenda Ellington-Booth. It deals with the challenges in the field of Organizational Behavior. The case study is 6 page(s) long and it was first published on : Jun 25, 2019
At Fern Fort University, we recommend a multi-pronged approach to address the declining employee motivation and performance. This strategy focuses on fostering a positive and supportive organizational culture, empowering employees through effective leadership, and implementing targeted interventions to address specific concerns. The recommendations are designed to create a more engaging and fulfilling work environment, ultimately leading to improved employee morale and productivity.
2. Background
This case study focuses on Fern Fort University, a private university struggling with declining student enrollment and declining employee motivation. The university's President, Dr. Thomas, is concerned about the low morale and performance of the faculty and staff, particularly in the School of Business. This decline is attributed to a combination of factors, including increased workload, budget cuts, and a perceived lack of support from the administration. The case highlights the challenges faced by Dr. Thomas in restoring employee motivation and improving performance, particularly in a highly competitive and demanding academic environment.
The main protagonists are Dr. Thomas, the university President, and the faculty and staff of the School of Business, who are experiencing low morale and declining performance.
3. Analysis of the Case Study
This case study can be analyzed through the lens of Organizational Behavior, focusing on the interplay of leadership styles, organizational culture, motivation theories, and change management.
- Leadership Styles: Dr. Thomas's leadership style is characterized by a focus on efficiency and cost-cutting, which has led to a perceived lack of support and empathy from the faculty and staff. This top-down approach has contributed to a decline in employee morale and engagement.
- Organizational Culture: The university's culture is characterized by a hierarchical structure, with a strong emphasis on academic excellence and research. This culture, while fostering high standards, can also create a competitive and demanding environment, potentially leading to stress and burnout.
- Motivation Theories: The case highlights the need to address the employees' unmet needs and expectations. The current situation suggests a lack of intrinsic motivation, driven by factors such as autonomy, mastery, and purpose. Implementing extrinsic motivation strategies, such as financial incentives, might have limited impact in the long run.
- Change Management: The university is facing a challenging environment, requiring significant changes to adapt and thrive. Dr. Thomas needs to effectively manage the change process by engaging employees, communicating transparently, and providing support throughout the transition.
4. Recommendations
To address the declining employee motivation and performance at Fern Fort University, we recommend the following:
1. Cultivate a Supportive and Engaging Organizational Culture:
- Foster Open Communication: Encourage open dialogue and feedback between faculty, staff, and administration. Implement regular communication channels, such as staff meetings, town hall sessions, and online forums, to address concerns and foster transparency.
- Promote Collaboration and Teamwork: Encourage cross-functional collaboration and team-building activities to foster a sense of community and shared purpose. Encourage the formation of faculty and staff committees to address key issues and provide input on decision-making.
- Recognize and Reward Excellence: Implement a comprehensive recognition program that acknowledges and rewards employees' contributions, both individual and team-based. This could include performance-based bonuses, public recognition, and opportunities for professional development.
- Invest in Employee Well-being: Offer employee assistance programs, stress management workshops, and flexible work arrangements to support employees' overall well-being and work-life balance.
2. Empower Employees through Effective Leadership:
- Transformational Leadership: Dr. Thomas should adopt a more transformational leadership style, focusing on inspiring, motivating, and empowering employees. This involves clearly articulating the university's vision, fostering a culture of trust and respect, and providing opportunities for growth and development.
- Delegate and Empower: Delegate decision-making authority to faculty and staff, empowering them to take ownership of their work and contribute to the university's success.
- Provide Coaching and Mentorship: Implement a mentorship program to provide support and guidance to faculty and staff, particularly those facing challenges or seeking career advancement.
- Encourage Innovation and Creativity: Create an environment that encourages creativity and innovation by providing resources, supporting research, and recognizing new ideas.
3. Targeted Interventions to Address Specific Concerns:
- Address Workload and Budget Concerns: Conduct a thorough review of faculty and staff workloads, identifying areas where workload can be streamlined or redistributed. Explore options for increasing resources and funding, while prioritizing strategic investments in key areas.
- Improve Faculty and Staff Development: Offer professional development opportunities, including workshops, conferences, and training programs, to enhance skills and knowledge, and support career advancement.
- Enhance Technology and Infrastructure: Invest in technology and infrastructure upgrades to improve efficiency and productivity, and provide faculty and staff with the tools they need to succeed.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with the university's mission of providing high-quality education and research, while fostering a supportive and engaging environment for faculty and staff.
- External Customers and Internal Clients: The recommendations aim to improve the overall experience for students, faculty, and staff, ultimately enhancing the university's reputation and attracting top talent.
- Competitors: The recommendations are designed to help the university stay competitive in the higher education landscape by attracting and retaining top talent, fostering innovation, and providing a high-quality learning experience for students.
- Attractiveness: The recommendations are expected to lead to increased employee motivation, engagement, and productivity, ultimately contributing to improved student outcomes, increased enrollment, and enhanced financial performance.
6. Conclusion
By implementing these recommendations, Fern Fort University can create a more positive and supportive organizational culture, empower employees through effective leadership, and address specific concerns. This will lead to improved employee motivation, performance, and ultimately, a more successful university.
7. Discussion
Alternative approaches include:
- Implementing a strict performance management system: This approach might lead to increased pressure and competition, potentially exacerbating existing issues.
- Focusing solely on financial incentives: This approach might not be effective in the long run, as it fails to address the underlying issues of motivation and engagement.
Key risks and assumptions:
- Resistance to change: Some faculty and staff may resist change, particularly those who are comfortable with the status quo.
- Resource constraints: Implementing these recommendations might require significant financial resources, which may be limited in the current economic climate.
- Time commitment: Implementing these changes will require time and effort from both leadership and staff.
8. Next Steps
- Develop a comprehensive implementation plan: This plan should outline specific actions, timelines, and resources required to implement the recommendations.
- Engage key stakeholders: Involve faculty, staff, and leadership in the implementation process to ensure buy-in and support.
- Monitor progress and make adjustments: Regularly track progress, identify areas for improvement, and make necessary adjustments to the implementation plan.
By taking these steps, Fern Fort University can successfully navigate the challenges it faces and create a more positive and productive environment for its faculty and staff.
Hire an expert to write custom solution for HBR Organizational Behavior case study - Leader as Coach: Restoring Employee Motivation and Performance (A)
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Case Description
Kiera, a young, enthusiastic sales rep, was recently promoted to manager of a sales team of five. In her first year on the job, she tackled a major revamp of the company's outdated training materials and organized a regional conference for her area, but neither her boss nor corporate seemed to appreciate the work she had been doing. Without support or guidance from her boss, Kiera was confused. What was she supposed to do? Parts A and B of the case present two different perspectives on coaching. Part A contains a narrative from the point of view of the "coachee," Kiera, who was learning how to work with her boss, ultimately with the assistance of an executive coach. This case focuses on coaching as a tool to enhance self-management and relationship management and to improve personal performance. Part B describes how Kiera started to learn the "coach approach" to managing her team with the continued guidance of her executive coach. She learned to apply the same skills that her coach used with her in Part A to diagnose her team, share feedback, and communicate expectations. She was learning how to listen and ask thoughtful questions, but she also needed to expand her awareness to "other-management" and build her own coaching skills to enhance her team's performance.
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