Reference no: EM133902441
Assignment: Application of Leadership Theories & Models to Case Studies
Case I: Maersk- Driving Culture Change at a Century- Old Company to Achieve Measurable Results
A. What were the critical challenges Ulf Hashnemann faced in attempting to change the culture of a global company with more that 100 years of history?
B. What made Hahnemann unique as a leader-how did his personal leadership style affect his ability to change Maersk's culture? What were the barriers to his success?
C. What role did the CEO, Soren Skou, play in the cultural transformation?
D. Evaluate Hahnemann's culture change process, including the initiatives, communication, and how his team rolled out the iconc moves. What role did Vidula Bal play in the transformation?
E. How likely do you think the changes introduced at Maersk will lead to measurable improvements in performance?
Case II: How a Good Strategy Can Fail: Leadership Lessons from Napoleon's Rise and Fall
A. Napoleon's overall war strategy-stands out as an innovation over conventional war strategies of the time and can be seen as a blue ocean strategy in military warfare. What are its distinctive strategic elements? Explain how they fundamentally diverge from those of traditional war strategies.
B. Do you observe any significant change in Napoleon's overall war strategy over the battles from Lodi to Waterloo? If yes, describe what it is.
C. Do you observe any significant changes in the quality of Napoleon's leadership over the period of his rise and fall? If yes, what are they?
D. Do you observe any significant changes in the quality of Nepoleon's battle strategies from Lodi to Waterloo? If yes, what are they? Is there any distinctive difference in strategies between his losing and winning battles? If yes, what is it?
Case III: Blue Ocean Leadership: How to Achieve High Impact at Low Cost
A. Identify the key acts and activities that Kedge has been engaging in. Rank them on a scale of 1 to 6, from low to high, based on how much time Kedge spends on each.
B. With the help of Appendix A, draw the As-Is Leadership Canvas to show Kedge's current activities. The horizontal axis will show the acts and activities. The vertical axis will show the amount of time and energy he spends on each. List the activities in descending order of time/effort, with scores of 6, then 5, and so on.
C. From the interview results, identify the acts and activities that are not yet practiced by Kedge but could have a strong positive impact on his leadership if he starts doing them.
D. Take each activity in the As-Is Canvas and add the activities you just identified in step 1 above. Reviewing the activities, ask yourself which ones Kedge should stop doing, which he should do less of, which he should do more of, and which he should start doing. Plot them accordingly in the Leadership Grid (Appendix B)
E. Revise your time/effort ratings and the order of the acts and activities according to the results of the Leadership Grid and transfer the data to the T0-Be Leadership Canvas.