Week 2 Assignment
Nitesh Dulal
Westcliff University
LDR 300: Introduction to Leadership
Prof. Koirala
November 12, 2023
1
Case Study: Environmental Designs International
Question 1
At the senior management level, you get hired for competence," is true, in my opinion.
It's true that "you get fired for your personality." Undoubtedly, having competence is a
prerequisite for moving up to senior management, but once you're in, your ability to lead and
interact with others becomes more important. It involves more than just completing particular
duties; it also entails motivating the team as a whole, fostering an excellent work atmosphere,
and communicating clearly. When it comes to Barry Carver, his harsh communication style—
which was alluded to in the previous paragraph—has definitely affected the chemistry inside his
team. The passage suggests that Carver's performance assessment raised issues with the way his
personality affects relationships at work.
This acknowledgement is consistent with the idea that leadership and teamwork skills are
just as important in senior management as technical expertise. Carver’s admission that he has to
improve his communication methods and collaborate with others more shows that he recognizes
the significance of personality in effective leadership. The phrase, which suggests that Carver's
leadership style may jeopardies his further success and professional advancement, is a great fit
for his circumstances. Carver's current position was secured by his architectural competency.
This phrase, which emphasizes the critical role that interpersonal interactions play in long-term
performance, seems to me to capture the complex reality of senior management responsibilities.
While skill opens doors, a leader's disposition and interpersonal skills dictate whether they
succeed or encounter difficulties in their role
Question 2
2
In my opinion, a string of negative actions that severely strained team dynamics at
Environmental Designs International (EDI) caused Barry Carver's work relationships to
deteriorate. His nasty email to Lee Keiko, which used blatantly aggressive language, fostered a
toxic work environment by inciting tension and worry. Furthermore, Carver's propensity to
humiliate a teammate in front of others at a meeting demonstrated a lack of sensitivity, eroding
team trust and establishing a precedent of fear rather than cooperation.
In my opinion, a manager's actions might be caused by a number of things. Senior
management positions are high-pressure jobs that can lead to stress and impatience because of
the need to provide outcomes on time and fulfil deadlines. Some managers may want to take on a
strong, direct leadership style because they think it will motivate employees and show that they
are dedicated to the company's objectives. Furthermore, managers who lack emotional
intelligence may put work before of relationships and fail to see how their actions may affect
team dynamics in the long run. Based on my observations, Carver's actions had far-reaching
detrimental effects. There was a strain in the team's relationships, which made trust and
cooperation decline. Team members' morale suffered as a result of the constant criticism and
humiliation in front of others, which had an impact on their motivation and involvement.
Carver's leadership style has the potential to produce a toxic work environment that might
increase employee turnover. Talented workers may look for chances elsewhere to avoid the
negative consequences of the prevalent culture. Essentially, in my opinion, Carver's negative
actions endangered the organization's long-term cohesiveness and success in addition to
impeding the team's current efficacy.
Question 3
3
It is true that Carver, or anyone else, may modify their leadership abilities, but doing so will
need a serious dedication to self-awareness, personal growth, and a readiness to accept change.
Carver's admission that teamwork and communication need to be improved is an important first
step in the change process. But there are a number of variables that may make this trip
unsuccessful. First and foremost, it is critical for Carver to maintain ongoing self-awareness.
This means going further into comprehending how his present leadership style affects other
people and pinpointing areas in which he needs to improve. It is essential to pursue education
and training in order to get new views and abilities. This may be done through coaching,
workshops, or courses. Creating a feedback loop and aggressively soliciting feedback from
mentors, peers, and subordinates become essential to assessing how well Carver's changing
leadership style is working. Developing mentoring connections with seasoned leaders who
exhibit the desirable traits provides insightful direction and encouragement, hastening personal
development. Transformation requires sustained behavioral adjustments, so Carver will need to
practice new approaches to conflict resolution, collaboration, and communication in real-world
situations until these changes become second nature.
It is important to be persistent and patient during this long process. Carver has to practice
self-compassion, keep trying to become better, and accept failures with a positive outlook. To
promote a culture of continual learning and improvement, the leadership and organizational
culture must be in sync with Carver's transformation initiatives. Furthermore, outside assistance
like executive coaching may provide tailored direction and responsibility.
A coach plays a crucial role in providing Carver with additional support during this life-
changing journey by assisting with goal-setting, tracking progress, and navigating obstacles.
4
In conclusion, Carver's comprehensive and persistent work is crucial, even though it is
feasible to change one's leadership abilities. Seeking out various types of support, including as
mentoring, coaching, feedback, and education, increases the chances of a transformational and
effective leadership development.
5
References
Zadel, A. (2006). Impact of personality and emotional intelligence on successful training in
competences. Managing Global Transitions, 4(4), 363–376.
https://www.fm-kp.si/zalozba/ISSN/1581-6311/4_363-376.pdf
Daft, R. L., & Lane, P. G. (2001). The leadership experience.
https://ci.nii.ac.jp/ncid/BB01901452
