case study
Case Study: Jones & Jones Accounting
While in New York Ron Powell’s power sources were expert and referent. His expert power is evident by his ability to prove himself capable of being partner due to his skillset and knowledge within 9 years. He then excelled in that role and was asked to start his own office due to his leadership qualities and aggressive style. Ron had the technical expertise to not only perform his role exceedingly well, but to also lead his fellow employees. Although Ron had the expertise, his democratic leadership style allowed him to also possess the characteristics of referent power. Even with his ranking in the company, Ron still insisted on a first name basis relationship with his employees and encouraged them to be involved in decision-making. Empowering his employees increased their value in the company and gave them a sense that their outcomes and input were important. I can only imagine that would have increased the respect and loyalty each employee had for him. Along with his expertise he still was humble enough to care for his employees, which increased his referent power. Unfortunately, when things began to get shaky with the opening of the Dallas location a shift in Ron’s power went to more of the coercive source. He initially replaced nearly the entire staff once beginning in Dallas and again fired 12 more staff members, whom he had hired within one year, to minimize loss. Within the next few months this trend continued which left the staff feeling insecure and questioning his leadership abilities. The excessive use of coercive power decreased the performance of the employees and jeopardized the culture of the company.
Ron’s leadership style is democratic. He puts emphasis on the participative approach by allowing his subordinates to be involved in the decision-making processes. He has the ability to voice the goals and objectives that need to be accomplished, but implementing methods to help the employees achieve
While in New York Ron Powell’s power sources were expert and referent. His expert power is evident by his ability to prove himself capable of being partner due to his skillset and knowledge within 9 years. He then excelled in that role and was asked to start his own office due to his leadership qualities and aggressive style. Ron had the technical expertise to not only perform his role exceedingly well, but to also lead his fellow employees. Although Ron had the expertise, his democratic leadership style allowed him to also possess the characteristics of referent power. Even with his ranking in the company, Ron still insisted on a first name basis relationship with his employees and encouraged them to be involved in decision-making. Empowering his employees increased their value in the company and gave them a sense that their outcomes and input were important. I can only imagine that would have increased the respect and loyalty each employee had for him. Along with his expertise he still was humble enough to care for his employees, which increased his referent power. Unfortunately, when things began to get shaky with the opening of the Dallas location a shift in Ron’s power went to more of the coercive source. He initially replaced nearly the entire staff once beginning in Dallas and again fired 12 more staff members, whom he had hired within one year, to minimize loss. Within the next few months this trend continued which left the staff feeling insecure and questioning his leadership abilities. The excessive use of coercive power decreased the performance of the employees and jeopardized the culture of the company.
Ron’s leadership style is democratic. He puts emphasis on the participative approach by allowing his subordinates to be involved in the decision-making processes. He has the ability to voice the goals and objectives that need to be accomplished, but implementing methods to help the employees achieve