Reference no: EM132876154

The Peoples Project is a nonprofit organisation with the mission of saving displaced families within their local communities. The Organisation moves homeless families that qualify for help into local People's Project housing. In addition, each family receives job counselling, skills training, child care, and assistance in looking for a permanent home. For 20 years, the People's Project was directed by one of its founders, Bill Blessing, When Blessing announced his retirement, the board of trustees hired an energetic and experienced, nonprofit director named Will Dupree. From his first day at work, Dupree jumped right into the job. He met with residents of People's Project housing to listen to their needs and complaints. He scheduled meetings with community leaders and politicians to solidify their support. He delivered an eloquent speech at a local church that supported the People's Project. And when a fire left three families without shelter, he rolled up his sleeves and spent two days helping then move into People's Project housing. The board was thrilled, and the community was delighted with new charismatic leader. Back at the People's Project headquarters, the mood was very different. During his first week on the job, Dupree called a meeting of the senior staff, most of whom had been working the People's Project for many years. He told them that, to the outside community, he would always be responsive, caring and empowering. However, behind closed doors at the People's Project he would be a tough uncompromising director. "I do not want to be your friend", he said. "You will meet all deadlines and give 110 percent without complaining". Within a few days, they learned that Dupree was a man of his word. One afternoon, at 4:30 pm he marched into a senior staff member's office and said, "I need a report by noon tomorrow on how the proposed zoning legislation will affect our buildings and those we're trying to acquire". The staff member worked past midnight to write the report, and came in early the next morning to make revisions. As requested, the report was sitting on Dupree's desk by noon. A day later, the staff member asked the director what he thought of the report. He response was "oh, I've been busy - haven't read it yet". As similar incidents continued to occur, senior staff members became increasingly frustrated by the way of their new director. His popularity outside the headquarters was so high that their hands were tied. But when Dupree started to have favourites among the staff members, several veteran employees decided that retirement or work elsewhere might be better and healthier options. Although People's Project had never been more successful, staff members faced a dilemma: They were strongly committed and loyal to the organization and its mission, but had serious misgivings about Dupree's character and leadership.

Questions:

1. As a designated leader, what challenges did Dupree faced due to leadership style?

2. According to Situational Lairdship theories, is Dupree a task-motivated leader or a relationship - motivated leader?

3. How well does his leadership style match the group's situational dimensions?

4. Given that many staff members are unhappy working for Dupree, what strategies could help improve the group situation?

5. What should Dupree do to improve his Leadership effectiveness?