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Harvard Case - The Reluctant Boss: Leadership at Mastermark - A Singapore SME

"The Reluctant Boss: Leadership at Mastermark - A Singapore SME" Harvard business case study is written by L. Arnold Stewart. It deals with the challenges in the field of Organizational Behavior. The case study is 9 page(s) long and it was first published on : May 5, 2020

At Fern Fort University, we recommend that Mastermark implement a multifaceted approach to address the leadership challenges faced by Mr. Lee, fostering a more collaborative and engaged work environment. This approach involves a combination of leadership development programs for Mr. Lee, team-building initiatives, and a shift towards a more participative management style. By implementing these recommendations, Mastermark can unlock the potential of its employees, improve team dynamics, and ultimately achieve greater organizational success.

2. Background

Mastermark is a Singaporean SME specializing in the manufacturing and distribution of high-quality furniture. The company is facing challenges due to the leadership style of its CEO, Mr. Lee. Mr. Lee's autocratic and micromanaging approach has led to low employee morale, limited innovation, and a lack of trust between management and employees. This situation is further complicated by the company's rapid growth, which has strained its existing organizational structure and communication processes.

The case study focuses on the challenges faced by Mr. Lee, who struggles to adapt to the demands of his leadership role. He is described as a skilled engineer with a strong technical background but lacks the interpersonal and leadership skills necessary to manage a growing team effectively. The case highlights the impact of Mr. Lee's leadership style on employee morale, productivity, and the overall health of the organization.

3. Analysis of the Case Study

The case study presents a classic scenario of a leader struggling to adapt to the evolving needs of a growing organization. Mr. Lee's leadership style, characterized by a lack of trust, poor communication, and a reluctance to delegate, is creating a toxic work environment. This is further exacerbated by the company's rapid growth, which has led to increased complexity and a need for more effective collaboration.

To analyze the situation, we can utilize the following frameworks:

  • Leadership Styles: Mr. Lee's autocratic style is clearly not conducive to the needs of a growing organization. He needs to adopt a more participative and collaborative approach, empowering his team and fostering a culture of trust and open communication.
  • Organizational Culture: Mastermark's current culture is characterized by fear, mistrust, and a lack of transparency. This is a direct result of Mr. Lee's leadership style and has a detrimental impact on employee morale, engagement, and innovation.
  • Team Dynamics: The case study highlights the breakdown in communication and trust between Mr. Lee and his team. This is a result of his unwillingness to delegate, listen to feedback, and involve his team in decision-making processes.
  • Motivation Theories: Mr. Lee's leadership style fails to consider the motivational needs of his employees. A lack of recognition, limited opportunities for growth, and a lack of autonomy are demotivating factors that contribute to low morale and limited productivity.
  • Change Management: The company's rapid growth requires effective change management strategies. However, Mr. Lee's resistance to change and his reluctance to involve his team in the transition process are hindering the company's ability to adapt and thrive.

4. Recommendations

To address the challenges facing Mastermark, we recommend the following:

1. Leadership Development for Mr. Lee:

  • Executive Coaching: Mr. Lee needs to undergo executive coaching to develop his leadership skills, particularly in areas of communication, delegation, and emotional intelligence. Coaching can help him understand the impact of his leadership style and provide him with tools and strategies to foster a more collaborative and supportive work environment.
  • 360-Degree Feedback: Implement a 360-degree feedback system to provide Mr. Lee with constructive feedback from his team, peers, and superiors. This feedback can help him gain a better understanding of his strengths and weaknesses as a leader and identify areas for improvement.

2. Team-Building Initiatives:

  • Team-Building Workshops: Organize team-building workshops to improve communication, collaboration, and trust within the team. These workshops should focus on building relationships, fostering open communication, and developing shared goals.
  • Cross-Functional Teams: Implement cross-functional teams to encourage collaboration and knowledge sharing across departments. This will help break down silos, promote innovation, and improve the overall efficiency of the organization.

3. Shift Towards a Participative Management Style:

  • Delegate Responsibilities: Mr. Lee should delegate more responsibilities to his team members, empowering them to take ownership of their work and make decisions. This will foster a sense of autonomy and responsibility, leading to increased motivation and engagement.
  • Open Communication: Encourage open communication between Mr. Lee and his team. This can be achieved through regular team meetings, feedback sessions, and open-door policies.
  • Decision-Making Processes: Involve the team in decision-making processes, seeking their input and expertise. This will not only improve the quality of decisions but also foster a sense of ownership and commitment among team members.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with Mastermark's core competencies in manufacturing and distribution. By fostering a more collaborative and engaged workforce, the company can improve its operational efficiency, product quality, and customer satisfaction.
  • External Customers and Internal Clients: The recommendations aim to improve customer satisfaction by enhancing product quality and delivery times. They also focus on improving internal client satisfaction by creating a more positive and productive work environment.
  • Competitors: By implementing these recommendations, Mastermark can gain a competitive advantage by attracting and retaining top talent, fostering innovation, and improving its overall efficiency.
  • Attractiveness ' Quantitative Measures: The recommendations are expected to lead to improvements in employee morale, productivity, and customer satisfaction, ultimately contributing to increased profitability and sustainable growth.

6. Conclusion

Mastermark faces significant challenges due to Mr. Lee's leadership style. By implementing the recommended changes, the company can create a more positive and productive work environment, unlock the potential of its employees, and achieve greater organizational success. A shift towards a more collaborative and participative leadership style will be crucial for Mastermark's continued growth and prosperity.

7. Discussion

While the recommended approach is comprehensive, there are alternative options to consider:

  • External Leadership Consultant: Hiring an external leadership consultant could provide a fresh perspective and accelerate the implementation of change.
  • Leadership Training Programs: Enrolling Mr. Lee in leadership training programs could provide him with the necessary skills and knowledge to adapt his leadership style.

However, these alternatives may be more costly and time-consuming than the recommended approach.

Key Assumptions:

  • Mr. Lee is willing to change his leadership style and engage in the recommended programs.
  • The team is receptive to the changes and willing to participate in the process.
  • The company has the resources to implement the recommended initiatives.

8. Next Steps

To implement the recommendations, the following steps should be taken:

  • Timeline: Develop a timeline for implementing the recommendations, including specific milestones and deadlines.
  • Resource Allocation: Allocate the necessary resources, including budget, personnel, and time, to support the implementation process.
  • Communication Plan: Develop a communication plan to inform employees about the changes and address their concerns.
  • Progress Monitoring: Regularly monitor the progress of the implementation process and make adjustments as needed.

By taking these steps, Mastermark can create a more positive and productive work environment, unlock the potential of its employees, and achieve greater organizational success.

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Case Description

Do you want to lead a bird control company? No? Nevertheless, you might learn from a Case Study about the Director of one such Small-to-Medium-sized Enterprise (SME): someone who was initially a reluctant boss. This Case helps us to widen our perspective on possible leadership career paths and examine the challenges for leadership of SMEs in general. It is suitable for undergraduates, post-graduates, and executive education participants, because the issues it raises are fundamental to leadership in early careers, and for managers and executives who want to grow their own division/business. After examining and discussing this Case Study, students will: have a better understanding of the various leadership challenges facing leaders of SMEs; be able to think more critically about the role of a leader as his/her organization grows; and have a broader perspective on possible leadership career paths, especially in terms of unusual industries, start-ups, and SMEs.

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