Case Study Leadership
Leadership Case Study: Babcock University New Department Chair Leaders Dilemma
by, Brandon Garber, BS Submitted to Robert Dibie, PhD.
In Partial Fulfillment of the Requirements of V566: Executive Leadership
School of Public Environment and Affairs Indiana University, Kokomo
Fall, 2007
Babcock University New Department Chair - 1
Introduction This case study titled, Babcock University New Department Chair Leaders Dilemma, explores the leadership shift from Dr. Afolabi to Dr. Aluko in the Babcock University Public Management Department. The case study holds that Dr. Afolabi was the public management department chair person for ten years at Babcock University. His leadership style was explained as “autocratic.” However, he had, “personal qualities necessary to command respect and loyalty” (Leadership Case Study: Babcock University New Department Chair Leaders Dilemma). Additionally, Dr. Afolabi made and enforced all rules, regulations and policies in extreme detail. His autocratic style of leadership left very little to the individual faculty member in terms of experimentation, freedom in teaching and handling of students. His style of leadership caused the faculty to be “passive, subservient, dependant and ambivalent” (Leadership Case Study…). However, faculty morale was generally high and faculty turnover was modest. Many faculty members trusted Dr. Afolabi and felt that they were not restricted. When Dr. Afolabi suddenly died he was replaced by Dr. Aluko. The case study holds that Dr. Aluko came from a neighboring university where he held a position as a faculty member and assistant department chairperson. Dr. Aluko‟s leadership style was in sharp contrast to Dr. Afolabi. Dr. Aluko believed strongly in the concept of “democratic
Babcock University New Department Chair - 2
administration” (Leadership Case Study…). In other words, he believed in delegating tasks to his subordinates. For example, at the first department meeting of the semester, he articulated
by, Brandon Garber, BS Submitted to Robert Dibie, PhD.
In Partial Fulfillment of the Requirements of V566: Executive Leadership
School of Public Environment and Affairs Indiana University, Kokomo
Fall, 2007
Babcock University New Department Chair - 1
Introduction This case study titled, Babcock University New Department Chair Leaders Dilemma, explores the leadership shift from Dr. Afolabi to Dr. Aluko in the Babcock University Public Management Department. The case study holds that Dr. Afolabi was the public management department chair person for ten years at Babcock University. His leadership style was explained as “autocratic.” However, he had, “personal qualities necessary to command respect and loyalty” (Leadership Case Study: Babcock University New Department Chair Leaders Dilemma). Additionally, Dr. Afolabi made and enforced all rules, regulations and policies in extreme detail. His autocratic style of leadership left very little to the individual faculty member in terms of experimentation, freedom in teaching and handling of students. His style of leadership caused the faculty to be “passive, subservient, dependant and ambivalent” (Leadership Case Study…). However, faculty morale was generally high and faculty turnover was modest. Many faculty members trusted Dr. Afolabi and felt that they were not restricted. When Dr. Afolabi suddenly died he was replaced by Dr. Aluko. The case study holds that Dr. Aluko came from a neighboring university where he held a position as a faculty member and assistant department chairperson. Dr. Aluko‟s leadership style was in sharp contrast to Dr. Afolabi. Dr. Aluko believed strongly in the concept of “democratic
Babcock University New Department Chair - 2
administration” (Leadership Case Study…). In other words, he believed in delegating tasks to his subordinates. For example, at the first department meeting of the semester, he articulated
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