People in Organisational Leadership Case Study

Investigates the case study of Karen, an iconic leader who failed.
# 150792 | 4,140 words | 12 sources | APA | 2011 | GB
Published on Apr 23, 2012 in Business (Management) , Communication (Interpersonal)

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This paper describes the situation in which Karen Jacob, once a strong and energetic owner of a successful business, led her company to a dramatic failure so that the bank had to remove her from its management. To understand how this failure came about, the author looks at Karen's inability to oversee all the areas of the business adequately and reviews her authority of power and how she employed it to govern the business. The paper concludes that the business failed because, instead of inspiring her subordinates to dedicate themselves to the goals of the business by connecting them to her vision and demonstrating a charismatic leadership, Karen led her company through domination thus creating the situation by which she failed to understand the production problems. This paper contains a figure in color.

Table of Contents:
Literature View
Type of power and How Used
Is Karen the Leader and the Prevalent Style
Definition of a Business Leader
Karen's Use of Power
Findings/Results and Analysis
Conclusions and Recommendations

From the Paper:

"Karen outstandingly portrays the characteristics of a powerful leader. She executed her duties as a determined, dedicated and predominant leader that stops at nothing to get what she wants, even if she has to do it herself. Karen was so caught up in managing the business; she actually desires nothing less than satisfaction.
"There are different variants of leadership styles in different business environments. In Karen's business, we were able to analyze her leadership attributes and qualities to determine her predominant leadership style present in her operation. Karen's leadership skills depict that of the situational management style. This kind of leadership pattern is not determined by manage management skills.
"The theory behind this type of leadership pattern is closely correlating to the use of the style to acquire success in a given work environment or the specified needs of the organization. Karen effectively employed various leadership styles depending on the situation being addressed. This is the hypothesis behind the innovation of situational management. Essentially, this kind of leadership strategy directs attention to controlled training managers who identify the existing employee condition or work setting and utilizes the leadership patter that is most appropriate to address the specified challenge.
"The situation must be carefully examined before a style is implemented for the business, because failure can at times create catastrophic situations that are difficult to correct."

Sample of Sources Used:

  • Bird, C. (1940). Social Psychology. New York: Appleton-Century.
  • Bass, (2008). The Bass handbook of leadership: Theory, research, and managerial applications (4th Ed).
  • Hemphill, (1949). Situational Factors in Leadership. Columbus: Ohio State University Bureau of Educational Research.
  • Hersey, (1985). The situational leader. New York, NY: Warner Books.
  • Miner, (2005). Organizational Behavior: Behavior 1: Essential Theories of Motivation and Leadership. Armonk: M.E. Sharpe.

Cite this Case Study:

APA Format

People in Organisational Leadership (2012, April 23) Retrieved May 27, 2023, from

MLA Format

"People in Organisational Leadership" 23 April 2012. Web. 27 May. 2023. <>