1. To what extent has Margo Santelli chosen the right approach to leading the managers in her unit of the financial services firm?
The interviews conducted by Laura reveal mixed results about Margo’s leadership style and perception. Three of the four managers felt that Margo was too “macro”, leaning almost, if not completely, to a laissez-faire leadership style. As Dubrin, 2010, argues “…employees managed by a laissez-faire leader experience ambiguity.” Dubrin goes further to explain that studies have concluded that these employees who face ambiguity face difficulties when prioritizing work, due to lack of direction. (p. 114)
Margo’s style is so laissez-faire and macro, in fact, that one of the managers did not even recall who she was specifically. Furthermore, this particular manager is leaving the company and joining the workforce of a competitor, which leads us to believe that he is not happy working with Margo and/or her leadership style.
2. What advice can you offer Margo to be a more effective leader?
Margo should approach her leadership style to each manager that she supervises, on a case by case basis. Although a general leadership style can be adopted, Margo should understand that each person faces different needs of how much guidance and support they need. Leadership can be tailored to the industry and individually towards specific people. No two people are the same, and you cannot rule with the same ‘hand’ or blanket for everyone. Margo must adapt her style to the needs of each manager.
Although Margo holds weekly meetings with her team, she should also have individual meetings, or make the time to speak to her managers on a weekly basis to receive feedback and allow her team time to ask questions and to guide, encourage and motivate her team. Margo does not need to micro-manage her team, but find a balance between giving her