Medisys
Mutual Life
An analysis and critique of Mutual Life from an organisational perspective
Page | 1
Contents
3 Abstract
4
Introduction
5
Part A: Analysis The Conflict Process Leadership and Empowerment Leadership – Wilson Leadership – Greely
12
16
19
Part B: Recommendations
25
References
Page | 2
Abstract
This report analyses the issues present in the “Mutual Life” brief, and provides recommendations to the Board of Mutual Life based on this analysis. We have divided this report into two parts. In Part A, we have used a ‘conflict process model’ to both evaluate the behaviours of Greely and Wilson, and to analyse conflict from a broader, organisational perspective. Moreover, we have offered extensions and critiques of the model with a view to improving the quality of the analysis presented to the Board. Importantly, we have discussed issues such as the primacy of ‘perceived goal incompatibility,’ the impact of power on conflict and the antecedents of the manifestations of conflict. This report has also assessed the leadership styles of Wilson and Greely, concluding that Wilson was a transformational and effective leader, and Greely, an oppressive, authoritarian and ineffective leader. Wilson, it was found, fostered empowerment, the manifestation of which was greater employee satisfaction and improved performance. Conversely, Greely’s leadership was devoid of the behaviours necessary for empowerment, translating to low employee satisfaction and poor performance. On the basis of the Mutual Life brief, this report has introduced a model of leadership that both mirrors and extends upon the theoretical relationships drawn upon in the analysis. In particular, our model introduces ‘communication in the conflict process’ as a variable in effective/ineffective leadership. In Part B of the report, we have provided recommendations as to what step of actions can
An analysis and critique of Mutual Life from an organisational perspective
Page | 1
Contents
3 Abstract
4
Introduction
5
Part A: Analysis The Conflict Process Leadership and Empowerment Leadership – Wilson Leadership – Greely
12
16
19
Part B: Recommendations
25
References
Page | 2
Abstract
This report analyses the issues present in the “Mutual Life” brief, and provides recommendations to the Board of Mutual Life based on this analysis. We have divided this report into two parts. In Part A, we have used a ‘conflict process model’ to both evaluate the behaviours of Greely and Wilson, and to analyse conflict from a broader, organisational perspective. Moreover, we have offered extensions and critiques of the model with a view to improving the quality of the analysis presented to the Board. Importantly, we have discussed issues such as the primacy of ‘perceived goal incompatibility,’ the impact of power on conflict and the antecedents of the manifestations of conflict. This report has also assessed the leadership styles of Wilson and Greely, concluding that Wilson was a transformational and effective leader, and Greely, an oppressive, authoritarian and ineffective leader. Wilson, it was found, fostered empowerment, the manifestation of which was greater employee satisfaction and improved performance. Conversely, Greely’s leadership was devoid of the behaviours necessary for empowerment, translating to low employee satisfaction and poor performance. On the basis of the Mutual Life brief, this report has introduced a model of leadership that both mirrors and extends upon the theoretical relationships drawn upon in the analysis. In particular, our model introduces ‘communication in the conflict process’ as a variable in effective/ineffective leadership. In Part B of the report, we have provided recommendations as to what step of actions can