Running head: DISCUSSION BOARD 4
BMAL 500 DB 4
David E. Brown
Liberty University
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Running head: DISCUSSION BOARD 4
Step 1, Define the Problem:
Jennifer was seen as a top performer, the term top performer in and of itself can be
somewhat subjective and left to one’s own interpretation. This compiled with the fact, not a lot of
detailed information is given about how Jennifer has performed.
The other factor to consider in defining the problem and solutions is that we do not know,
has Jennifer has had any leadership experience or training. There are several areas of concern as
it relates to defining the problem but some of the major problems are as follows. Jennifer would
appear to be a “do it yourself” type of person, meaning she feels better if something doesn’t go as
she planned, doing it herself to ensure its sone right. This robs the individual of the opportunity
to learn and grow and implies Jennifer is a micromanager. “This management style is often
perceived negatively, which is partly attributed to the fact that micromanaging tends to interfere
with details best understood by other members of the team. (Osmel et al, 2015)
Jennifer also does not seem to do a good job of communicating with her teammates. The
lack of communication could be occurring for many reasons, a fear or confrontation, an inability
to communicate effectively or just a feeling she has a superior ability to complete tasks. It would
also seem Jennifer has a problem asking for help and a fear of failing in the eyes of her
leadership. It is possible she feels the backlash from her teammates if she were to show what she
may perceive as weakness. “A man who lacks judgment derides his neighbor, but a man of
understanding holds his tongue. A gossip betrays a confidence, but a trustworthy man keeps a
secret” (Proverbs 11:12-13). If she has not developed trust within her team, she may feel they
would lose confidence in her as well.
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Running head: DISCUSSION BOARD 4
Step 2, Identify the Causes:
There are potentially many reasons for what has happened regarding Jennifer’s
promotion. It is possible that she has been promoted too quickly and she is ill prepared to handle
the responsibilities of working with and managing a large group of people. As the team leader,
Jennifer’s leadership should have ensured she has had adequate time, training and experience
before being given the responsibility of leading such a large group. Jennifer should have had a
proven track record of motivating and working with teams in a leadership capacity. “Leadership;
in its essence, is the capability to explicitly articulate a roadmap and to motivate others to focus
their efforts on achieving the desired goals.” (Khalid, et. al., 2016). Clearly, Jennifer was not
willing or able to lead in this way. Jennifer also robbed her teammates of the opportunity to
grown and learn from their failures. The lack of success the team members experienced may
have been due to poor communication and support of the expectations set for them.
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Running head: DISCUSSION BOARD 4
Step 2, Recommendations:
One of the first things I believe Jennifer should have done would have been to have a
very clear expectation of what the project goals were and what would be defined as success by
her leadership. To the extent that Jennifer would know the timelines, the resources available to
her, the budget, the number of team members, any roadblocks perceived or real that might cause
delays or problems and who she is ultimately answering to.
The next thing that should have been done is a meeting to communicate the expectations
and give maybe a bit of history as to how she works and what the expectations she would have
for her teammates. I also think it would have been wise of Jennifer to get to know her teammates.
What are their strengths and possible weak areas of performance for each member? Are there any
special circumstances that could cause problems during the assignment or that may require
special assistance such as Americans with Disabilities Act (ADA) accommodations etc. finally, it
would have been wise for her to delegate with parameters and allow people the room to make
small mistakes while ensuring they feel trusted and have the ability to communicate when they
are unclear on matters or don’t understand. “There are four key behaviors of transformational
leaders, inspirational motivation, idealized influence, individualized consideration and
intellectual stimulation” (Kinicki, et. al., 2015). Any training in modern leadership might have
helped Jennifer with some of the issues she faced.
“Not domineering over those in your charge but being examples to the flock.” (1Peter,
5:3).
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Running head: DISCUSSION BOARD 4
References
Kinicki, A., & Fugate, M. (2015). Organizational Behavior: A Practical, Problem-Solving
Approach. New York, NY: McGraw-Hill Education.
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Footnotes
1Complete APA style formatting information may be found in the Publication Manual.
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