Question

BREITT, STARR & DIAMOND LLC

Josh Breitt, Rachel Starr, and Justin Diamond started an advertising agency to serve the needs of small businesses selling in and around their metropolitan area. Breitt contributed clever ideas and a talent for writing scripts and wooing clients. Starr brought a wealth of media contacts, and Diamond handled the artwork. Their quirky ad campaigns soon attracted a stream of projects from car dealers, community banks, and a carpet store. Since the agency’s first year, these clients have kept the bills paid while the three win contracts from other companies. Breitt, Starr & Diamond (BS&D) prospered by helping clients keep up with the times, and the agency grew to meet the demand, adding a bookkeeper, a graphic artist, a web designer, two salespeople, a social media expert, and a retired human resource manager, who works 10 hours per week.

As the firm grew, the three partners felt they were constantly being pulled away from their areas of expertise to

answer questions and solve problems about how to coordinate work, define jobs, and set priorities. They realized that none of them had any management training—and none of them had ever wanted to be a manager. They decided to hire a manager for a position they would call general manager of operations. That person would be responsible for supervising the employees, making sure expenses didn’t go over budget, and planning the resources (including people) needed for further growth.

The partners interviewed several candidates and hired Brad Howser, a long-time administrator for a four-physician medical office. Howser spent the first few weeks quietly studying BS&D’s financial data and observing employees at work. Then he became more outspoken and assertive. Although the partners had never cared to monitor what time employees came or left, Howser began requiring all employees to start by 9:00 each morning. The graphic artist and one of the salespeople complained that flexible hours were necessary for their child care arrangements, but Howser was unyielding. He also questioned whether the employees had been shopping carefully for supplies, indicating that from then on, he would be making all purchases, and only after the employees submitted their requests on a form of his design. Finally, to promote what he called team spirit, Howser began scheduling weekly Monday-morning staff meetings. He would offer motivational thoughts based

on his experience at his previous job and invite the employees to share any work-related concerns or ideas they might have. Generally, the employees chose not to share.

Initially, the partners were impressed with Howser’s vigorous approach to his job. They felt more productive than they had been in years because Howser was handling employee concerns himself. Then the top salesperson quit, followed by the social media expert. The bookkeeper asked if she might meet with the partners. “Is it something you should be discussing with Brad?” Rachel asked her. The bookkeeper replied that, no, it was about Brad. All the employees were unhappy with him, and more were likely to leave.

DISCUSSION QUESTIONS

1. Assume that hiring a general manager of operations was a good idea. What leadership style would be most

effective in this position? Why?

2. What leader behaviors did Brad Howser exhibit? How well did they fit the needs of the ad agency?

3. Consider your own leadership style. What are some of your tendencies, and how might you change your

perspective?

Answer 1

In this case, Brad Howser was hired as the general manager and he was given with the authority for managing and supervising the employees and activities in the ad agency.

1.The idea to hire a general manager was a good idea as it would help to reduce the work burden of the partners and to ensure a professional touch in their activities . The most appropriate leadership style Mr brad would have chosen for this position is being a democratic leader or following a Participative leadership style. Following a democratic leadership style would help to influence the employees , increase the their job satisfaction as well as helps to develop their skills thereby achieve creativity and timely completion of task. . As it is an Ad agency were teamwork is key element , being a democratic leader is most suitable. Such a style may reduce absenteeism and employee turnover too. Only a democratic leader could understand the grievances of employees , consider and resolve those grievances . Employees may feel free to share their problems and needs with a leader who follows such a leadership style.The leader should follow a style of leadership that ensure long term employee satisfaction .

2. The leadership style adopted by  Mr Brad is bureaucratic in nature , as he ensures strictly that the employees follows the rules and procedures exactly and he was not ready to consider the situations of the employees or to make any adjustments in this regard. The inflexibility and high level of control exerted over the employees demotivated them that ultimately lead employees to leave the organisation. Centralized purchasing, strict procedures and rules, lack of consideration to employees request and grievances has demotivated them . Mr Brad made an attempt to increase teamwork by conducting meetings and asking employees for suggestions and their grievance but the employees were not ready to share neither their suggestions nor grievances. Employees felt that making suggestion and grievance does not make any sense as he won't consider or take initiative to resolve or to make adjustments by considering their needs. So they were less satisfied.

The characteristics exhibited by Mr brad through his leadership style would help to complete the projects and tasks on time and also to ensure effectiveness and efficiency in their work.The leadership style by Mr Brad ensure the needs of an ad agency for it growth through cost effectiveness, timeliness, better financial management , creativity etc . For an ad agency, developing campaign at right time , market research and creative expertise are key elements. Controlling and following strict rules avoids confusions and time lags in the performance of activities .Informal relationship does not influence the activities and result created . Ensuring timeliness , better productivity , avoiding unnecessary expenses by adapting centralized purchasing could save time and money . Such a style would help in better planning , creating and marketing of advertisements for clients .

3.The leadership style followed is a relations oriented leadership . In an ad agency team work plays a crucial role so following relations oriented could help to achieve good teamwork and in creative collaboration . The tendency to change style is when the such a style is found ineffective or when the employees are becoming lazy in work. The personality of leader also creates a tendency to follow a style. Some of the tendencies to change the perspective or style depends on the complexity of situation , lack of productivity , employee turnover and attitude of employees to work. If the situation and task demands more complexity and focus then task oriented style will be considered under such cases .Focus on employee satisfaction and their retention Such a style would give some thought for the well being of the team members and it is not fully autocratic in nature. The change in perspective is on situation , employee behavior and future forecasting and that is by adopting a style that meets the requirements and needs that would help in the growth of an organisation . The style depends on the both situational favorableness. The effectiveness depends fully on the leader, follower as well as the circumstance or situation.

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