Case 2: Sunflower Fuels
The Sales Team

2011
Dave Garlington
BA206-W1
11/22/2011
Case 2: Sunflower Fuels
The Sales Team

2011
Dave Garlington
BA206-W1
11/22/2011

Table of Contents Part 1 Analysis 3 Alternatives 3
Situational Leadership 5 Analysis 5 Alternatives 7 Unable but Willing 7 Unable and Unwilling 7
Contingency Theories of Leadership 8 Analysis 8 Fiedler Model 8 Path-Goal Theory 9 Leader-Participation Model 10 Alternatives 11 Part 11 Alternatives 12 “Transactional Leadership 12 “Transformational Leadership 13
Charismatic Leadership 14 Analysis 14 Characteristics of Charismatic Leadership 15 Process of Charismatic Leadership 16 Alternatives 17
Part 111 Recommendations 18
Works Cited 20
Leadership 20
Situational 20
Contincency 20
Team Performance 20

Part 1 Analysis

High Performance Teams
In order for any team to have a productive outcome, the team must be able to work on the same level as everyone on the team. Finding the balance where everyone can communicate with one another on the same level can be challenging. It is up to management to find the common ground among the team and build from there.
Sunflower’s new CEO, John Clements, is concerned about how the sale’s team has been conducting the overall performance within the team. The team seems to be struggling with a sense of ownership as a whole within the company. Valuable production time and cost are being lost because each member doesn’t have ownership of what their job entails and what their responsibilities are. The employees are blaming each other for why the team isn’t performing in a productive manner.
The team is also lacking creativity, self-esteem, and the ability to want to excel in their jobs. They relied heavily on Fred, the former CEO of Willamette M&T, to provide the necessary information they needed to do their jobs.