CIPD Engaging Leadership Case Study

1. George did not shave or wear clean and tiny clothes to work. George’s poor prioritising and time management leads to him appearing at work with a poor appearance. This will lead him to don’t project an image of a role model, and possibly lead to reputation damage. George is after all a manager and he is representing his company. Bad appearance is an issue that can lead to discipline procedures in some enterprises (U4, p50), so George should be leading by example.
2. George arrived to work one hour late. George failed to display leadership by arriving late. Being a role model fosters desire by employees to copy good behaviours from the manager, in this case resulting in a reduction of turnover, absenteeism and lateness (U4, p47, 51) and inspiring
George “dimly remembers that Elena is due to get married, or was it Sarah? He always gets them confused and anyway they are only junior members of the department. Although maybe one of them was promoted recently? Anyway ‘who cares’ he thinks to himself”. Fayol advises managers to know their employees (U4 P58). This is echoed by others, for example the CIPD ‘Engaging Leadership Model’ sees an important function of engaging individuals as ‘showing genuine concern’ (CIPD Engaging Leadership P12). This requires a manager to know his team members well (ISMI, CSMP, Indicative Content, U4, p15).
The leadership skill of showing concern for others is also present in (CIPD Engaging Leadership P32).
14. George attempts to conceal that he sleeps in his office. George is not showing time management skills, by not fitting his lifestyle around his work, in order to be fresh and ready to perform in his job. He is also not acting with integrity (CIPD Engaging Leadership P8) by sleeping at work, and trying to conceal it. This lack of self-management (U4, p13, 60) can lead to a gross misconduct and reputation damage.
15. George has not conducted any reviews/appraisals this year George is bot prioritising appraisals, which are important for motivation, engaging principles and values (CIPD Engaging Leadership P25). There are multiple other benefits for conducting appraisals, such as celebrating success, providing feedback, objectives clarification, agreement of KPI’s and building working relationships
George assumes that Tina heard his demand, instead of properly communicating with her directly. Effective communication is a prerequisite for working in a team (CIPD Engaging Leadership P15). George is not communicating clearly and effectively and this has a bad influence in morale and output (U4, p69). Delegation (U4, p72-73) here is not being done properly, and failing to heed good advice in Unit 4, such as giving the delegate opportunity to clarify, put the delegation in writing, not delegating tasks that are the manager responsibility only.
21. George decides to review the Department’s stationery budget instead of prioritising tasks by importance. George is not performing the appropriate decision making skills of prioritising tasks (U4, p34). He is procrastinating and avoiding a task just because this “System 2” (U4, p35-36) decision leads to a task that involve something more complex and/or that he is not so passionate about – even though this is not the most relevant to his company’s interests right now.
22. George colluded with Sebastian about leaving work earlier, due to their lifestyle negligence. George is not being a role model and is lacking integrity by colluding with Sebastian to leave work early, due to his own negative lifestyle choices. He is displaying favouritism (U4, p60) towards Sebastian, by not even having the decency and good practise of informing his team that he is leaving the premises to go