1. Brian Smith is a 4-year-old who resides with his mother, father, and younger brother Luke in a four-bedroom home in a comfortable suburban neighborhood. Brian’s father is a civil engineer and his mother is a dietitian. As a newborn, Brian was described as a “fussy” baby who did not enjoy being held by others, including his parents. As he grew, Brian’s parents coped by minimizing their interactions with him, often encouraging him to play by himself. Although he is able to talk, he prefers to express his needs by grunting and mumbling. His pediatrician has recommended speech therapy to encourage him to use a greater vocabulary on a regular basis. Brian’s parents are hesitant to “label him” as a “special needs child” at this young age and have declined any intervention at this time.
Brian has had four different childcare providers since he was six months old. For the past year, he and Luke have spent weekdays with their childcare provider, Tracy, who cares for three additional children under age seven, two of whom frequently wrestle, throw food and hit each other during the day. Last year, Brian’s parents decided to enroll him in a pre-school program five days per week. Brian attended exactly two weeks before his parents were contacted over concern that he was constantly hitting others and throwing toys. Rather than work with the pre-school, Brian’s mother decided to return him to Tracy’s house, explaining that the pre-school did not understand the energy level of boys. Tracy describes Brian as exasperating but has been reluctant to discuss her concerns with the Smiths, for fear that they will remove Brian and Luke from her care, and she needs the money.
In addition to his preschool classmates, Brian has been aggressive with his now 2-year-old brother Luke since Luke was an infant. For example, he has hit Luke, smashed toys over his head, and recently ran Luke over with his tricycle. Brian’s father has become increasingly frustrated as he struggles to communicate with his son. He responds to Brian by yelling and demanding that Brian speak clearly. Interactions with his father often result in Brian screeching, biting his own arm, or throwing objects. Brian’s mother attributes much of Brian’s behavior to being a “toddler boy.” She disciplines him by attempting to explain the reasons his behavior is “not nice.” Brian’s father has begun implementing time-outs as a means of discipline.
Discuss how the key concepts in the chapter may be used to describe Brian and his family. What additional information may be helpful to have about Brian?
The CEO should focus on fostering ongoing dialogue. Conversations must be 2-way and scheduled to occur on a regular basis with members of the leadership team to allow them to follow up on feedback from their staff and give them the support they need to perform their roles effectively. Individualized consideration is where the leader provides a supportive environment to help coach followers through the personal challenges (Manns). Consideration should be given for individual differences among the leadership team in order to provide better coaching experiences and delegate responsibilities more effectively. These discussions allow for concerns to be addressed immediately and a timeline for resolution and accountability to be established. Employees feel more supported by their leaders when leaders are concerned with their personal feelings and needs (Nouri, 678).
The CEO needs to set up and follow a plan of action about what specifically needs to be changed or improved in order to create a higher degree of performance. He should also communicate clearly the timeline in which the team is expected to accomplish these changes. The CEO needs to be more specific when assigning tasks in an effort to guide the leadership team toward more specific goals. These changes would lead to a focus on inspiration, which in turn will lead to higher performance. A transformational leader should have a clear vision of the future that is simple, understandable, and energizing (Manns)
The CEO needs to begin acknowledging problems and concerns from the employees within the organization and address them as quickly as possible in order to not let these issues grow before they can solved and increase the trust that the employees have for the leadership team. Having members of the leadership team on each unit make rounds at least weekly to discuss with staff any concerns that they may have about the organization or their current role and then having the leadership team debrief each other monthly on staff and environmental needs. Transformational leadership is based on having a clear vision of the future that is simple, understandable, and energizing (Manns) This process would follow the transformational leadership theory in that it would allow leaders to have a transparent view of the issues that are important to the employees and allow for the opportunity to quickly form a resolution or a plan for follow-up.