Problem
The problem in the team is a division that exists between the majority (6) and the minority (1) based on the present call of ensuring that FireArt Inc. becomes more competitive in the market with the changing dynamics of new companies entering its market. Randy Louderback has sidelined himself and frustrates every effort made by the team and its leader Eric Holt. The challenge worsens with the lack of self-confidence among the team members who feel that their ideas are not worthy. Therefore, more power is directed, of course unintentionally, to Louderback. In the end, the team is divided both at the group level and in individual minds as some are unsure whether they are correct, have the ability or even that their contributions are worthy in progress.
Cause
The division in the team comes from the lack of direction from its leader Eric. No evidence is provided to suggest that Eric has spent some time to understand his team. However, there is some clue that he knows them because he listens to stories and suggestions told by others such as Jack Derry, the companies CEO. Eric’s belief in this notion and his attempts to get the Randy’ attention suggests that he lacks direction as a leader. Although the team lacks direction and unity, the problem comes from the lack of charisma on Eric’s and the organizational culture that has idolized Randy as the chief progenitor of developments.
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Model and Theories
Leadership Trait
Leadership strategies should be considered as dynamic depending on internal and external factors in an organization. Eric’s former successes are not his present successes at FireArt Inc. This demonstrates that leadership is not an inborn trait but a quality built over time depending on factors beyond one’s DNA ( Daft, 2018 ). The leadership trait suggests that leaders are born. This is not true in all circumstances. If that was the case, Eric should have a continuous success track even at FireArt. However, he is challenged by the new task and in managing the team of seven, and more seriously, one person in the group causing division.
Recommended Solution
Leader-Member Exchange (LMX)
LMX is a useful strategy for improving cooperation within a group. Research has established that this tool is effective (Daft, 2018). Eric’s team is divided with each member holding his own opinion of what should be done. All the members except Randy are contributing to the conversation by suggesting improvements within their departments. This is an important recognition since the success of the company depends on the functionality of all its units. Therefore, Eric establishes an environment that fosters harmony within the team. In the report, Eric has not taken a personal approach in meeting the team members and having a conversation with each one at a time. The exchange will help him understand the team and get the team to work out of love for his dream and ambition the company. Now, the team is scattered and because there is no leadership inspiration. This explains Randy’s use of the proverb “brilliant ideas come from brilliant people who then inspire others to implement them” to insinuate that he does not inspire the team but wants to follow them (Wetlaufer, 1994, p.4).
Individualized Leadership
Individualized leadership commends approaching each member at a time and developing relationships with them (Daft, 2018). Eric could see members separately and obtain their view and suggestions. Perhaps going to Randy in person could glorify him and get him to speak: such a little compromise would help the team to move on unless he too has enthroned self in his heart. He can then take the suggestions from the team members and try to adopt the ideas that will make everyone feel involved. In the end, the members will have unknowingly contributed to creating an ample working environment.
References
Daft, R. L. (2018). The Leadership Experience Solutions Manual. Cengage Learning.
Wetlaufer, S. (1994). The team that wasn't. Harvard Business Review, 72 (6): 1-5
