Related questions
Laura is the associate director of a nonprofit agency that provides assistance to children and
families. She is the head of a department that focuses on evaluating the skill-building programs
the agency provides to families. She reports directly to the agency leadership. As a whole, the
agency has been cautious in hiring this year because of increased competition for funding.
However, they have also suffered high staff turnover. Two directors, three key research staff, and
one staff person from the finance department have left.
Laura has a demanding schedule that requires frequent travel; however, she supervises two
managers who in turn are responsible for five staff members each, Kelly and Linda. Both managers
have been appointed within the last six months.
Kelly has a specific background in research. She manages staff who provide research support to
another department that delivers behavioral health services to youth. Kelly supports her staff and
is very organized; however, she often takes a very black and white view of issues. Upper level
leadership values Kelly’s latest research on the therapeutic division’s services. Kelly is very
motivated and driven and expects the same from her staff.
Linda has a strong background in social science research and evaluation. She manages staff that
work on different projects within the agency. She is known as a problem solver and is extremely
supportive of her staff. She is very organized and has a wealth of experience in evaluation of family
services. Linda is very capable and can sometimes take on too much.
The managers are sensing that staff are becoming overworked as everyone takes on increased
responsibilities due to high staff turnover. Staff have also mentioned that Laura’s "glass halfempty" conversation style leaves them feeling dejected. In addition, Laura has not shared budgets
with her managers, so they are having difficulty appropriately allocating work to staff. Laura said
3
she has not received sufficient information from the finance department to complete the budgets.
The finance department said they have sent her all the information they have available.
As staff become distressed, the managers are becoming frustrated. They feel like they are unable
to advocate for their staff or solve problems without key information like the departmental budget.
Questions:
i. How can Laura most effectively use both management and leadership skills in her role as
associate director?
ii. Explain in detail five (5) steps that could be taken to build staff confidence?
iii. What advice would you give Laura on improving her leadership skills and to the managers
on improving their management skills?
iv. Mention and explain three (3) leadership styles a leader would need to be effective in this
situation?
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