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(2022) MHM3781 Assignment

Max is the new regional CEO of a recently acquired banking institution known for its friendly culture and excellent customer service. At his first meeting, Max emphasizes shareholder value and commitment to new strategies. He is perplexed that only half the seats are filled and closes the doors late arrivals. Later, Max outlines aggressive goals and deadlines to executives. While target numbers are met, turnover and complaints increased under Max's leadership. When asked for input, staff remain silent, sensing an uneasy feeling. Max lacks skills in self-awareness, relationship management, and social awareness as outlined in emotional intelligence models, which may explain the decline in key metrics under his leadership.

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Philip Shifonono
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70 views3 pages

(2022) MHM3781 Assignment

Max is the new regional CEO of a recently acquired banking institution known for its friendly culture and excellent customer service. At his first meeting, Max emphasizes shareholder value and commitment to new strategies. He is perplexed that only half the seats are filled and closes the doors late arrivals. Later, Max outlines aggressive goals and deadlines to executives. While target numbers are met, turnover and complaints increased under Max's leadership. When asked for input, staff remain silent, sensing an uneasy feeling. Max lacks skills in self-awareness, relationship management, and social awareness as outlined in emotional intelligence models, which may explain the decline in key metrics under his leadership.

Uploaded by

Philip Shifonono
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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FULLTIME

HUMAN RESOURCES MANAGEMENT – MHM 3781

Year 2022

Assignment

A Case Study: Connecting Emotional Intelligence to Management Styles

Max is a successful financial officer at a New York-based company that recently


acquired a banking institution in two southern states. Max will take over the
recently acquired southern footprint as the new regional CEO.

The newly acquired banking institution has a long-standing reputation as a friendly


institution with traditional values, and it prides itself on its exemplary customer
service. The current staff has prepared a comprehensive package outlining the
bank's vision and key customer success stories that demonstrate their commitment
to exemplary service and low customer and employee turnover.

It is Monday morning and Max has called a meeting at 8 a.m. Max arrives at 7 a.m.
and is surprised to find only a couple of employees in the building. Max begins the
meeting at 8 a.m. sharp, and the auditorium seats are half-filled. Max is perplexed
at the turnout but begins the meeting. "Shareholder value is what it's all about. We
are the stewards of this organization, and we have a responsibility to the
shareholders."

Silence echoes in Max's ears. He continues by stating, "I expect total dedication. If
you cannot commit to our new vision and strategies then this is not the right place
for you. Commitment starts by being on time." Max motioned to the staff standing
next to the auditorium doors to close the doors. "If you can't be here on time, then
you can't play in our sandbox."

Later that afternoon, Max met with the executive team and outlined the strategies,
goals, numbers, and deadlines. A meeting was held with senior staff members
responsible for reporting progress. Market growth numbers were up, and new
business numbers were increasing.

A quarter later Max had the quarterly report results. The region was on target.
However, turnover increased 25 percent. Involuntary turnover was up 10 percent.
Previous customer numbers were decreasing, and customer complaints were
increasing. He reviewed the report with his staff. When he asked for input, his
request was greeted with silence. He sensed an uneasy feeling in the room.

Emotional intelligence

Emotional intelligence is an ability to perceive, assess, and manage the emotions of


yourself and others. Daniel Goleman's groundbreaking work on emotional
intelligence groups leadership competencies into four buckets: self-awareness, self-
management, social awareness, and relationship management.

Highly effective leaders incorporate all four competencies. Remember the


following guidelines when working on leadership and organizational effectiveness
projects:

• Stop and find out the purpose. Is it feasible to link this initiative to business goals
and help drive results?
• Find executive champions and internal stakeholders who can open the doors to link
the initiative to business goals and drive results.
• Determine existing structures and systems that will support the initiative with
transparency.
• Use assessment tools.
• Incorporate emotional intelligence behaviors to existing learning initiatives.
• Establish a leadership program to help drive results.
• Incorporate a coaching and action-planning process.
• Assess your reward and recognition systems.
Questions

1. Is Max building positive attitude and emotional competence in


employees and if not discuss the nature of attitudes that you foresee
and consequences of these attitudes under his leadership. (10 marks)

2. Discuss some of Max’ attitudes that are important for the workplace
and the same time having bearing on his performance as an incoming
CEO. (8 marks)

3. How would you rate Max's emotional intelligence? By remembering


the four competencies of emotional intelligence, his quarterly results
numbers may have been different. (8 marks)

4. How do you describe the attitudes of the meeting attendees in relation


to emotional intelligence and emotional competence? (8 marks)

5. Discuss the leadership characteristics of Max in relation to the


branches of emotional intelligence. (16 marks)

Total: 50 marks

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