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    Leadership When No One Is in Charge: A Case Study

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    marjorie ballesteros
    The team was tasked with planning a company picnic but no one wanted to take charge. Through shared leadership, they were able to come up with a circus theme. Initially there was tension between two members but they were able to resolve it. By agreeing on an idea, they became energized and assigned duties to move it forward. Shared leadership allowed each person to contribute ideas and build on each other until they settled on a collaborative solution.

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    Leadership When No One Is in Charge: A Case Study

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    marjorie ballesteros
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    The team was tasked with planning a company picnic but no one wanted to take charge. Through shared leadership, they were able to come up with a circus theme. Initially there was tension between two members but they were able to resolve it. By agreeing on an idea, they became energized and assigned duties to move it forward. Shared leadership allowed each person to contribute ideas and build on each other until they settled on a collaborative solution.

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    The team was tasked with planning a company picnic but no one wanted to take charge. Through shared leadership, they were able to come up with a circus theme. Initially there was tension between two members but they were able to resolve it. By agreeing on an idea, they became energized and assigned duties to move it forward. Shared leadership allowed each person to contribute ideas and build on each other until they settled on a collaborative solution.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    40 views3 pages

    Leadership When No One Is in Charge: A Case Study

    Uploaded by

    marjorie ballesteros
    The team was tasked with planning a company picnic but no one wanted to take charge. Through shared leadership, they were able to come up with a circus theme. Initially there was tension between two members but they were able to resolve it. By agreeing on an idea, they became energized and assigned duties to move it forward. Shared leadership allowed each person to contribute ideas and build on each other until they settled on a collaborative solution.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 3

    Marjorie V.

    Ballesteros
    PhD 720

    LEADERSHIP WHEN NO ONE IS IN CHARGE: A CASE STUDY

    BACKGROUND: Eddie, Cyndi, Gina, Jennifer, and Ralph, a small work team, were

    requested to meet after work to come up with a theme for the company picnic, which

    would be held on July 3rd in a park on the outskirts of town. No one was really enthusiastic

    about this project—or the thought of staying late. For the first several minutes, everyone

    was silent, probably hoping that someone else would come up with a solution to make

    this chore go away. When it became clear that no one was going to take the lead, Gina

    offered that since no one wants to be there, they just have a Fourth of July celebration

    and call it a day. "I'd want to get out of here, too," Ralph said, "but couldn't we come up

    with anything a little more innovative than that?" a couple of heads bobbed. You know,

    the boss is going to be interested in this." Cyndi laughed and said that Ralph is still after

    that raise he didn’t get last quarter. Although they could perceive an underlying tension

    between Ralph and Cyndi, other members of the group grinned. "We'd all appreciate that

    increase, wouldn't we?" Eddie came to the rescue. Why don't we give this a few more

    minutes and see what we can come up with? " Jennifer rose from her seat, took out her

    phone, and exited the room. Gina brought up the Fourth of July festivities once more.

    "How about a Fourth of July party?" Ralph suggested. " Cyndi reminded the group,

    unnecessarily, that it was Gina's idea. "How about expanding on that concept by thinking

    about a different sort of celebration—maybe something like a circus?" Eddie believed it

    was a fine idea and added, "But what about building on that idea by thinking about a

    different kind of celebration—maybe something like a circus?" " Gina agreed that it wasn't

    a bad idea and proposed that they dress up and put on a parade. Ralph stated that he
    enjoys clowns, while Cyndi stated that Ralph is a clown. "No," Ralph stated emphatically.

    "We could organize a parade with clowns and animals and everything," Eddie suggested.

    "Sure," Eddie agreed, "circus in July!" " The group became energized and began making

    serious plans, including assigning duties for pushing the idea forward.

    CASE EVALUATION: The group exercised shared leadership wherein everyone was the

    leader. When two or more team members share leadership, they are seeking to influence

    and steer fellow team members so that the team's effectiveness can be maximized. The

    acts and functions of leadership in an organization are disseminated across the

    organization, rather than being carried out solely by formal leaders. It's crucial to separate

    shared leadership from team leadership, because shared leadership relates to how team

    members influence one another and share job responsibilities, whereas team leadership

    refers to how a group is led by a single person. Shared leadership occurs when a group

    of people work together to achieve a common goal. Shared leadership is a notion that fills

    in potential leadership gaps. It can improve organizational performance by utilizing each

    individual's strengths rather than relying on one person to carry the team to victory.

    The team had an equal say during the meeting that devoted to decision-making or

    problem-solving. By practicing shared leadership, they improved their teamwork by

    encouraging each other to be more collaborative and participatory. The team learned to

    brainstorm ideas and build on one another's ideas to come up with new ones. At first,

    there was a personality conflict. When left mismanaged, these different personalities can

    lead to a lot of friction. Fortunately, the issue was promptly fixed.

    Since everyone in the group agreed on one plan for celebrating July 3, they began

    to energize and pump up the energy in the room. They grew more gregarious, outgoing,
    and upbeat. Their mouths were full with ideas. They came up with novel concepts. The

    group meeting began in a negative and ineffective manner, eventually devolving into a

    little quarrel with no one making any feedback. As a result, the group demonstrated low

    emotional intelligence. When the group was on the same page, however, a surge of ideas

    emerged, demonstrating their rational intelligence. The group was acutely aware of the

    emotional and intellectual implications of what he or she said and did.

    Often times, I have been part of shared leadership. I have noticed that individual

    participation and collaboration are increased with shared leadership; each team member

    feels more invested in the organization's decisions; everyone learns to be more

    collaborative and share information so that everyone can make better-informed decisions;

    the team learns to brainstorm ideas and build off of one another to produce innovative

    ideas; the team shares accountability for the choices they make, so if things go wrong,

    no one person is to blame.

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