Question: Review "Case 4.1: A Drill Sergeant at First," located in Chapter 4 of the textbook, Leadership: T... Rview "Case 4.1: A Drill Sergeant at First," located in Chapter 4 of the textbook, Leadership: Theory and Practice. Post a 250-300 word response to the questions located at the end of case. In your response, be sure to address the strengths and weaknesses of the behavioral approach to leadership in this situation.
CASE 4.1A Drill Sergeant at FirstMark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hos-pital, he had worked as an independent contractor. At the hospital, he took a position that was newly created because the hospital believed change was needed in how painting services were provided.Upon beginning his job, Mark did a 4-month analysis of the direct and indi-rect costs of painting services. His findings supported the perceptions of his administrators that painting services were inefficient and costly. As a result, Mark completely reorganized the department, designed a new scheduling procedure, and redefined the expected standards of performance.Mark says that when he started out in his new job he was âall task,â like a drill sergeant who didnât seek any input from his subordinates. From Markâs point of view, the hospital environment did not leave much room for errors, so he needed to be strict about getting painters to do a good job within the constraints of the hospital environment.As time went along, Mark relaxed his style and was less demanding. He delegated some responsibilities to two crew leaders who reported to him, but he always stayed in close touch with each of the employees. On a weekly basis, Mark was known to take small groups of workers to the local sports bar for burgers on the house. He loved to banter with the employees and could take it as well as dish it out.Mark is very proud of his department. He says he always wanted to be a coach, and thatâs how he feels about running his department. He enjoys working with people; in particular, he says he likes to see the glint in their eyes when they realize that theyâve done a good job and they have done it on their own.Because of Markâs leadership, the painting department has improved sub-stantially and is now seen by workers in other departments as the most productive department in hospital maintenance. Painting services received a customer rating of 92%, which is the highest of any service in the hospital.Questions1. From the behavioral perspective, how would you describe Markâs leadership?2. How did his behavior change over time?3. In general, do you think he is more task oriented or more relationship oriented?4. What score do you think he would get on Blake and Moutonâs grid?
Question: Review "Case 4.1: A Drill Sergeant at First," located in Chapter 4 of the textbook, Leadership: T... Rview "Case 4.1: A Drill Sergeant at First," located in Chapter 4 of the textbook, Leadership: Theory and Practice. Post a 250-300 word response to the questions located at the end of case. In your response, be sure to address the strengths and weaknesses of the behavioral approach to leadership in this situation.
CASE 4.1A Drill Sergeant at FirstMark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hos-pital, he had worked as an independent contractor. At the hospital, he took a position that was newly created because the hospital believed change was needed in how painting services were provided.Upon beginning his job, Mark did a 4-month analysis of the direct and indi-rect costs of painting services. His findings supported the perceptions of his administrators that painting services were inefficient and costly. As a result, Mark completely reorganized the department, designed a new scheduling procedure, and redefined the expected standards of performance.Mark says that when he started out in his new job he was âall task,â like a drill sergeant who didnât seek any input from his subordinates. From Markâs point of view, the hospital environment did not leave much room for errors, so he needed to be strict about getting painters to do a good job within the constraints of the hospital environment.As time went along, Mark relaxed his style and was less demanding. He delegated some responsibilities to two crew leaders who reported to him, but he always stayed in close touch with each of the employees. On a weekly basis, Mark was known to take small groups of workers to the local sports bar for burgers on the house. He loved to banter with the employees and could take it as well as dish it out.Mark is very proud of his department. He says he always wanted to be a coach, and thatâs how he feels about running his department. He enjoys working with people; in particular, he says he likes to see the glint in their eyes when they realize that theyâve done a good job and they have done it on their own.Because of Markâs leadership, the painting department has improved sub-stantially and is now seen by workers in other departments as the most productive department in hospital maintenance. Painting services received a customer rating of 92%, which is the highest of any service in the hospital.Questions1. From the behavioral perspective, how would you describe Markâs leadership?2. How did his behavior change over time?3. In general, do you think he is more task oriented or more relationship oriented?4. What score do you think he would get on Blake and Moutonâs grid?
