What other forces are at play in ColorTech’s Phoenix office that may be affecting Richardson’s ability to lead and motivate her team? What motivation or leadership could Richardson apply to help improve the performance of her team?
When a new manager fit into a spot in an unfamiliar environment, there are several conflicts with the employees in a frustrating situation that the manager has to control and change, such as Melissa Richardson, who got promoted and worked in a new company with several uncontrollable employees and problems. The negative impacts on ColorTech’s performance that Richardson has to solve with the effort put by her employees are (1) greenhouse woes, (2) the surprise customer visit, (3) sales, and (4) new customer. However, without leading and motivating Richardson’s team to get things done in appropriate ways first, she will not be able to reach the next step, solving the negative impacts. In this case, the improvements can be made through transformation leadership (Individualized Consideration, Intellectual Stimulation, Inspirational Motivation, and Idealized Influence), job rotation, Vroom’s expectancy theory and Adam’s equity theory of motivation.
To Nick Ruiz who is enthusiastic, knowledgeable and good at greenhousing from the ground up, Richardson can inform him that the possibility of promoting him to the sales position depends on the performance and effort he puts on those problems through Vroom’s expectancy theory and Individualized Consideration. For example, because Nick Ruiz desires to get the sales position as the future vision which is an outcome in the expectancy theory, Richardson can encourage him to put more effort, and then the effort becomes high performance, thus gaining desired outcome. During the process, Richardson as a coach not only needs to teach him how to overcome the challenges, but also seeks ways to build a mutual