Lisa Benton Case Study Analysis
LEADERSHIP ISSUES/TOPICS/PROBLEMS
In Lisa Benton’s case, there are several leadership issues concerning her Product manager Linton, the Associate Product manager Scoville, and Vernon, the Group Product Manager for Air Fresheners. Benton met her supervisor, Deborah Linton, just in her first day, because she had not met her during the interview process and this first meeting shows different lacks in Linton’s leadership style.
From the beginning, Linton made it clear to Benton that she did not like MBAs because they are arrogant. However, Linton’s inability to contain herself shows a prejudice against MBAs that is not professional and is also on the opposite side of the current company policy about hiring and promotions (D. Goleman “What makes a leader”). Further, the fact that Linton did not set Benton’s goals and tasks shows that she is not interested in establishing a (working) relationship with her (L. Hill “Building effective One-on-One work relationship”).
Benton’s working situation gets worse when she starts working with Scoville because her tasks become clerical, repetitive, lack much responsibility, and don’t have much direction. Further, these tasks show Linton’s inability to “pull the triggers that activate employees’ strengths”. Moreover, not making time for Benton, Linton isn’t able to understand what kind of learner Benton is and how help her get better results (M. Buckingham “What great managers do”). Hence, Linton wasn’t able to inspire and motivate Benton that is one of the hallmarks that differentiate a manager from a leader (P. Kotter “What leaders really do”). Even though Lisa Benton is struggling with her current boss, she possesses a couple important leadership qualities that make her a great employee. Lisa can be characterized as a person with a heightened sense of drive. During her time with Right-Away Stores, it is mentioned that Lisa had a “roll-up-your-sleeves” approach to getting things done which ultimately led her to be the first
In Lisa Benton’s case, there are several leadership issues concerning her Product manager Linton, the Associate Product manager Scoville, and Vernon, the Group Product Manager for Air Fresheners. Benton met her supervisor, Deborah Linton, just in her first day, because she had not met her during the interview process and this first meeting shows different lacks in Linton’s leadership style.
From the beginning, Linton made it clear to Benton that she did not like MBAs because they are arrogant. However, Linton’s inability to contain herself shows a prejudice against MBAs that is not professional and is also on the opposite side of the current company policy about hiring and promotions (D. Goleman “What makes a leader”). Further, the fact that Linton did not set Benton’s goals and tasks shows that she is not interested in establishing a (working) relationship with her (L. Hill “Building effective One-on-One work relationship”).
Benton’s working situation gets worse when she starts working with Scoville because her tasks become clerical, repetitive, lack much responsibility, and don’t have much direction. Further, these tasks show Linton’s inability to “pull the triggers that activate employees’ strengths”. Moreover, not making time for Benton, Linton isn’t able to understand what kind of learner Benton is and how help her get better results (M. Buckingham “What great managers do”). Hence, Linton wasn’t able to inspire and motivate Benton that is one of the hallmarks that differentiate a manager from a leader (P. Kotter “What leaders really do”). Even though Lisa Benton is struggling with her current boss, she possesses a couple important leadership qualities that make her a great employee. Lisa can be characterized as a person with a heightened sense of drive. During her time with Right-Away Stores, it is mentioned that Lisa had a “roll-up-your-sleeves” approach to getting things done which ultimately led her to be the first