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 How did Anne create trust with employees after becoming CEO

Leadership and Decision Making – Sample case summary answers.

Note with the two cases – the first one is about Leadership Traits and Qualities, and the second one has elements of Leadership and Power

CASE One—Anne Mulcahy at Xerox

1. How did Anne create trust with employees after becoming CEO?

2. What leadership qualities do you think helped Anne affect the turnaround at Xerox?

A1. How did Ann create trust with employees after becoming CEO?

· Being a good role model. Work hard, honest, work shoulder-to-shoulder, tough and compassionate

A2. What leadership qualities do you think helped Ann affect the turnaround at Xerox?

· Compassion, honesty, truthfulness, dedication, hard work, commitment, inspiring employees, very positive attitudes.

CASE Two—Pat at IT

1. Would you consider Pat a relations-oriented or a task-oriented leader? Explain?

2. What types of power does Pat have and what type of power is he mostly exercising? Discuss

A1. Would you consider Pat a relations-oriented or a task-oriented leader? Explain?

· Pat seems to be more of a task-oriented leader, which leads him to ignore office politics. Examples of Task Orientation: Pat built a reputation as a guy who relentlessly analysed needs and then charged ahead until the job was completed – usually under budget.

A2. What types of power does Pat have and what type of power is he mostly exercising? Discuss

· Pat seems to have all types of power. His current role grants him Legitimate, Reward and Coercive Power (Position Power). He also has Expert (knowledge, IT expertise) and Referent Power (admiration, respect, likeable) (Personal Power). Mostly Position Power: (Legitimate/Reward/ Coercive) power: Pat demanded excellence and could be unforgiving in his attitude toward those with less technology interest or expertise.

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