Running head: RST Case Study 1
RST Case Study
Abigail K. Riffe
Liberty University
Author Note
Abigail K. Riffe, Masters of Executive Leadership, Liberty University Online
This writing was prepared for Dr. L. King for Executive Leadership and Management
Contact: [email protected]
RST Case Study 2
RST Case Study
Introduction
RST carports and metal roofing was a profitable and growing business, but recently took
a dip not only in productivity, but worker morale, experienced workers, and overall staffing and
business issues. These modifications were spurred by the many changes associated with a switch
in ownership of the company and domino-affected throughout the rest of the organization.
Experience Levels of Employees
With the overturn in not only managers, but floor level employees, it is easy to see the
drop in experience. This had a negative effect on the business for practical matters of jobs
needing done without the workers possessing the necessary knowledge to complete such tasks.
Biblically, Christians are to do their best, as seen in 1 Corinthians 3:23. This concept applies to
both ministry as well as in a career or job. Experience is the fruit of a dedicated and willing
employee, as well as a growing Christian. The reason behind the lack of experienced workers is
two-fold. First, the adjustments to the training each employee undergoes. As seen in the
overview, training was greatly reduced. A reason behind this was not named, but a guess would
be an attempt to save the company money. Second, the overturn of employees, caused by low
morale, left a gaping hole in the company. Extensive training is not a nuisance for employees
who are already established in their knowledge and experience.
How Leadership Styles Could Have Affected the Change at RST
Leadership styles, before the overturn, were greatly diversified, featuring multiple
managers with transformational and servant style leaderships. This is in contrast to the turnover
with a majority being transactional leadership. While none of the leadership styles are inherently
RST Case Study 3
bad, the change is bound to have an impact on the perception of the company, especially of the
president. The servant leadership way of the previous president is in great contrast to the new
president. Jones (2019) conducted as study on transactional leadership and servant leadership. He
found the following to be traits of servant leadership: accountability, empowerment, and standing
back. This is in contrast to transactional leadership traits of: management-by-exception – active,
management-by-exception – passive, and contingent reward. Servant leadership places an
emphasis on the abilities of the employees; transactional leadership focuses on the more formal
approach of problem and solution.
How Management Decision Styles Could Have Affected the Change at RST
The management styles of the past and present managers rotated greatly. The amount of
shift, coupled with the style shift greatly impacted the worker's morale. The abundant years were
fostered under a democratic style, while the latter years were established mostly under autocratic
management. Callier (2020) performed a study on the comparison of the two management styles.
The results matched similarly with what RST found. Those under the autocratic leadership found
a drastic drop in worker morale. Callier explains the negative picture that autocratic leadership
gives workers and how this impacts their views, work, etc. These results are echoed at RST with
not only the basic underlying dislike of autocratic leadership, but also the possible perception of
punishment with the shift in leadership.
How Types of Power Could Have Affected the Change at RST
Power, along with the other factors of the overturn, greatly contributed to the upsetting of
the company. Plainly, the shift in nearly all aspects of management cast a negative light on the
new management. Patterson et. al. (2018) conducted a study that revealed the emphasis that
RST Case Study 4
coercive power held. These slightly negative results featured an upward trend in bullying and
using coercive power. Coercive power is the most prominent type of power utilized in the new
management structure. While this power is not necessarily wrong, or harmful, the majority of the
company switching to this power is a contributor to the negative changes in the company. This
concept features harsh results for employees in the case of failure. Deuteronomy 25:4 (NIV)
writes, "Do not muzzle an ox while it is treading out the grain." The universal principle of this
scripture is the reward for hard work. The ox will eat, or receive a reward for its work as it
works. Coercive power is in contrast to this Biblical concept, finding no reward for things done
right, but only punishment for things done wrong. Coercive power is known for its more forceful
presentation over the other powers. This forceful attitude in a company change did not help the
situation.
A Pareto Analysis of the Three Main Problems That Could Have Affected the Change at
RST
Management Styles/Numbers - 45%
The biggest impact for the drop in productivity and worker morale is the change in
management styles and number of managers. With the de-evolution of across-the-board
management style there was an overall displeasure to not only the change in management, but
management style. Autocratic leadership features an almost dictatorship, with no choice to the
employees, but simply obedience without a voice. This feeling is confirmed with the request of a
worker's union. Contrasted to the previous and unanimous presence of a democratic style
leadership, this presents the number one problem RST is facing with the overturn.
RST Case Study 5
Power Styles - 40%
Similar to the management styles, there is a harsh view of the coercive style that is now
the majority of the company. The negative impact of such coercive power is not just found in a
business landscape, but is featured heavily in crimes and negative atmospheres. Hamberger et. al
(2017) conducted a study of this same power used in abusive intimate relationships, finding
"violence is intertwined with coercive control." Coercive power is mostly abused when it comes
to management. When stacked with an autocratic management style, the most pressing view of
the employees is their lack of voice and choice in their own actions. The company that was once
wholly theirs, built by their hands and the product of their hard work was replaced with stifling
amounts of control from those who seemingly held no respect for their hard work.
Experience of Employees - 15%
Slightly separate from the first two, the experience of employees holds the same origin
for the origination of the problem, however, one finds the impact of this problem to be not with
management, but what the management changes brought. While the change in management
caused the lack of experienced employees, this still presents a problem that needs to be solved
separate from the management changes. The experienced employees have already left/retired/etc.
This leaves any replacement of employees with the need to be properly trained. This can only be
addressed through the reestablishment of an in-depth training program as well as revisits to the
training throughout the work year.
Recommendations
RST can be salvaged, but at the cost of all the management taking on the task of changing
their management styles drastically. This can be accomplished either by the replacement of
RST Case Study 6
individuals, or the training or implementation of newer and more democratic/relational
processes. However, in the case that these changes are adapted, it needs to be recognized the
need for a slower transition than before to help the animosity that could be coupled with yet
another change to management. The old and successful ways of the previous management are
what is needed to make the company thrive again. The age old adage, "don't fix what isn't broke"
applies to RST completely.
The small addition of more extensive training is also one that needs to be addressed in
order to bring the company back to its original success. Experienced employees will overcome
many of the subsequent issues that appeared throughout the transition, such as increased injury,
more rejects, and worker overtime. This switch, in contrast to the management, should be
addressed upfront, and does not need the ease that the management does.
Conclusion
Overall, the biggest issue was the many changes in management. While none of the
changes were inherently bad, there was an adjustment that the company went through. RST
began and thrived as a democratic, servant, and expertly powered business. RST became a
heavily autocratic, transactional, and coercive business. The two presidents' management styles
are as different as they can come. This caused strife throughout the whole company as these
changes echoed down to the floor workers. The change in management moved too quickly, was
diminished too much, and managed poorly.
RST Case Study 7
References
Caillier, J. G. (2020). Testing the influence of autocratic leadership, democratic leadership, and
public service motivation on citizen ratings of an agency head's performance. Public
Performance & Management Review
, 43(4), 918-941.
doi:10.1080/15309576.2020.1730919
Hamberger, L. K., Larsen, S. E., & Lehrner, A. (2017). Coercive control in intimate partner
violence. Aggression and Violent Behavior,
37, 1-11. doi:10.1016/j.avb.2017.08.003
Jones, W. E. (2019). Servant leader and transactional leader attribute influence on voluntary
employee turnover. ProQuest Dissertations Publishing.
Retrieved from
https://search-proquest-com.ezproxy.liberty.edu/docview/2382773672/abstract/1ADB0F2
AA12B4476PQ/1?accountid=12085
New International Version. (2011) Bible Gateway. Retrieved from
https://www.biblegateway.com/passage/?search=Deuteronomy%2025:4&version=NIV
Patterson, E., Branch, S., Barker, M., & Ramsay, S. (2018). Playing with power: Examinations
of types of power used by staff members in workplace bullying – a qualitative interview
study. Qualitative Research in Organizations and Management
, 13(1), 32-52.
doi:10.1108/QROM-10-2016-1441
Satterlee, A. (2018). Principles of Management and Leadership: A Christian Perspective (1st
ed.). New York City, NY: McGraw Hill. Retrieved from
https://player-ui.mheducation.com/#/epub/satterle_sn#epubcfi(%2F6%2F16%5Bdata-uui
d-c5071462f4ee4aa1bee5670c6ffa357a%5D!%2F4%2F1:0)
