Analysis of a Case Study

¶ … Power Does Each of These Individuals, Including You, Possess on This Team? The individuals within the team have power, which they hold, and in turn, can make a difference in their capacity to influence the rest of the team. They have different sources of power. To begin with, Harry Starker possesses legitimate power. Legitimate power originates from a person's role or position within an organization (Bal et al., 2008).

Individuals act in passivity with the appeals made by the persons for the reason that they heed to the legitimacy of the position, irrespective of whether they support or of such appeals or not. In this case, Janna has a source of legitimate power by having worked for two decades within the company and understanding its history (Bauer and Erdogan, 2009). Secondly, Tanisha Downey possesses reward power.

In delineation, reward power is the capability to give out a reward; for example, increase in salary, benefits and as well as lucrative job opportunities. Being the director of HR, Tanisha has the ability to grant promotions and pay rises. The third individual within the team is Rachel Cohen, who possesses informational power. This kind of power emanates from having possessing information that is very much needed and required.

As pointed out, Rachel is the individual to go to when one needs something to get done and also comprehends the organization and the different players (Bauer and Erdogan, 2009). Sammy Bassanova is the fourth individual within the team and possesses referent power. Referent power originates from the personal features and individualities of the person, for example, the magnitude to which people have a high regard for, respect and venerate to be like them. Sammy Bassanova has referent power through his American mannerisms and being very personable.

Another member of the team is Jacqueline Chirac who possesses expert power. In particular, expert power originates from having skills and knowledge. In this case, Jacqueline is very knowledgeable. She fully comprehends the business, the markets and also the internal players. In addition, she also has vast knowledge regarding different employment laws set in Europe (Bauer and Erdogan, 2009). More so, she has been practicing HR for more than two decades and is also an attorney by training.

Lastly, being the VP of HR for the enterprise, I possess network power and informational power. This source of power originates from my social network as I am very well-connected throughout the organization and is actually the basis as to how I attained my current position in knowing a wide variety of persona all over the organization (Bauer and Erdogan, 2009).

How Might the Various Members' Titles/Positions Impact the Team Dynamics? The different titles and positions of the various members of the team do have an influence on the team dynamics. In particular, these team members have significant impact on the team dynamics not just internally, but also externally.

To begin with, being the Directors of Human Resource for the Southern operations, European operations, and Western European operations will make certain that all of the records of the employees and the HR information can be easily accessed from the different regional offices in order to enable the integration into the HRIS. Being an attorney at law, Jacqueline Chirac would offer any legal advice and assistance pertaining to the incorporation of the HRIS into the organization.

More so, Chirac is cognizant of European employment laws, which are important in setting up the new system. Harry Starker and Rachel Cohen have been with the organization for twenty years and fifteen years respectively. Therefore, they can significantly provide valuable information as they completely understand the organization (Info_for_case_study). Being the VP of HR, I plan on executing a kind of leadership that is participative. Having shared authority, expertise and influence in the company, I plan on instigating a great level of innovation within the team.

In addition, I plan on bringing about motivation and impetus within the team. This will enable the team to progress and advance into the accomplishment of ensuring that the HRIS system goes live in six months. Having a team of individuals who have such sets of skills and proficiencies, they can be a kind of inspiration that can have a constructive influence on the level of creativeness amongst the team.

How Would You Characterize This Group's Development Level, According to The Situational Leadership Model? Apart from Sammy Bossanova who has been a director for about two years, all of the other members of the group and team, including myself, have experience in Human Resource for more than five years. This not only indicates their high level of competence and proficiency, but also their dedication to the organization for sticking it through for the several years.

Therefore, taking this into consideration, I would characterize the development level of the group, in accordance to the situational leadership model to be D4, which is the self-reliant achiever. This is for the reason that the members of the group have high competence and also high commitment to the organization (Info_for_case_study).

Which Leadership Style, according to The Situational Leadership Model, Do You Think Would Be Most Appropriate for This Team? In accordance to the situational model, the style of leadership that would be the most fitting for this team is S4 -- delegating. In particular, this style of leadership is deemed to be appropriate largely because all of the members of the team have vast and comprehensive experience in human resource and also understand the history and culture of the organization.

Therefore, this implies that they do not necessarily need any form of coaching or directing for the reason that they already comprehend and have knowledge as well as expertise in this field (Bass and Stogdill, 1990). Therefore, S4 is selected as it can be deemed okay to delegate duties to them and have the assurance that they will be undertaken and completed with expediency and competence (Info_for_case_study).

As The Team Leader, What Approach (Of The 5 Approaches Discussed in The Week 4 Lecture) Should You Take to Resolve These Conflicts? As the team leader, I believe that the best approach to take in resolving these conflicts is through compromising. This is through having a reasonable concern and worry for self and also for others. The two members of the team have expressed worry and concern for their workload and the manner in which their contribution influences the roll-out of the human resource information system (HRIS).

As a leader and having the apprehension that every individual has extra workload at times, I will have to comprise and perceive what it is that that the two members of the team can undertake and move on from there (Info_for_case_study).

Considering The Team's Development Level (Situational Leadership Theory), What Specific Steps Can You Take to Ensure the Team Will Meet Its Deadline? Situational Leadership is defined as a theory which integrates different styles of leadership in a manner that can be employed and utilized by team leaders to help them efficaciously provide leadership for their team and to decrease or eradicate the team's inconsistency (Blanchard, et al., 2005).

Considering the development level of the team, accounting for situational leadership theory, there are specific steps I can undertake to make certain that the team will meet its deadline. One of the steps is communication to ensure that every member of the team completely understands precisely what is expected of them (Kaifi et al., n.d). In addition, through communication, the team members will be able to convey precisely what is necessitated and what is missing to meet the deadline.

Another step is to monitor the progress of every individual and also provide a timeline that delineates where the team is at the moment and where the team ought to be. Through this approach, it will be possible to understand what the team can undertake to.