Case
Mr. Daniel Mensah is a part-owner and manager of an athletic equipment shop specialized in shoes and accessories. The shop employed about 50 people most of whom are college students. The athletics shop is located in a prime business area with a population of 20,000. The annual sales figures have increasingly witnessed 15% growth each year. Daniel works for fifty hours a week where he wears many hats as a majority shareholder. He lives no stone unturned to ensure that the shop continues to maintain its reputation and pattern of growth.
One trait of Daniel, which has become a topical issue, is the habit of taking lunch while on his feet; ensuring that supervision and work are not distracted. This situation had created varied reactions from his subordinates most of whom tagged him as too focused on the task, while others maintained that it is a mark of hardworking. In fact, many of the followers described his leadership style as forward-looking that could enhance organizational effectiveness and increase his leader- member-relation (LMR). Additionally, some of the workers have described Daniel as very intelligent and human-focused. In particular, he ensures that assigned tasks are well-structured, understood, and devoid of ambiguity. The workers who have a high locus of control in the company loved to work with Daniel because of his competence, his good LMR, and positional power. In all, Daniels educational background, achievement drive, intelligence, social characteristics, motivation, integrity, confidence is unquestionable.
Nonetheless, a section of the staff has described Daniel as being too focused on tasks at the expense of followers. In the opinion of the other workers, Daniel always transacts task with reward, which accordingly, do not foster innovation and hardworking among workers. Furthermore, they believe Daniel is always concentrating on getting the job done and cared little about the staff, which could negatively affect both workers and the organization going forward. Daniel has noticed the acrimonies in the work environment and feels disturbed as he thinks the development could further affect the growth of the company going forward if the situation is not handled well. You have been consulted as a leadership expert to appraise the happenings in the organization with the view of identifying the issues giving rise to the division and advise Daniel accordingly.
Questions:
1a. In reference to the case, identify any five (5) issues connected with leadership.
1b. In each issue identified, indicate the appropriate theory that applies
1c. From 1b, explain how each identified theory applies in the case.
1d. Discuss the implications of each leadership issue identified on Daniels leadership style.
(5 Marks) 1e. Describe any five (5) traits that define Daniel's behavior. (5 Marks) 1f. Explain how each character trait identified influenced Daniel's behavior in the case. (5 Marks) (Total: 30 Marks)
Question Two
2a. Why in your opinion does the Constitution under Article 275 prohibit a person from becoming a chief if convicted for high treason. (5 Marks) 2b. Discuss any five (5) reasons why chiefs should be part of the local assembly governance.
(5 Marks)
2c. Discuss the view that chiefs and queen mothers should be elected just like the politician and vetted before they are enskinned as traditional leaders. (5 Marks)
(Total: 15 Marks)
Question Three
3a. It is always said, the fewer the merrier. Within the context of leadership, support this claim by discussing any five (5) disadvantages of large groups. (5 Marks) 3. Explain five ways in which management can motivate team/group members to achieve organizational goals. (5 Marks)
3c. In an orderly manner, clearly discuss the stages involved in group development. (5
