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Entrep Leadership Case Study No. 1

Laura is the associate director of a nonprofit agency that evaluates skill-building programs. She supervises two managers, Kelly and Linda, who each oversee five staff members. Kelly focuses on research support and takes a black-and-white view, while Linda is a problem solver with experience in evaluation. Staff have commented that Laura has a negative conversation style that leaves them feeling dejected. Additionally, Laura has not shared budgets with the managers, hindering their ability to allocate work, though the reason for this is unclear. The managers are becoming frustrated by their inability to advocate for overworked staff without key information.

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Jullie Kaye Frias Diamante
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138 views1 page

Entrep Leadership Case Study No. 1

Laura is the associate director of a nonprofit agency that evaluates skill-building programs. She supervises two managers, Kelly and Linda, who each oversee five staff members. Kelly focuses on research support and takes a black-and-white view, while Linda is a problem solver with experience in evaluation. Staff have commented that Laura has a negative conversation style that leaves them feeling dejected. Additionally, Laura has not shared budgets with the managers, hindering their ability to allocate work, though the reason for this is unclear. The managers are becoming frustrated by their inability to advocate for overworked staff without key information.

Uploaded by

Jullie Kaye Frias Diamante
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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ENTREPRENEURIAL LEADERSHIP IN AN ORGANIZATION

CASE STUDY NO. 1


What is the Role of the Context?

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 federal grant 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. Both managers have been appointed within the last six months.

Manager 1: 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.

Manager 2: 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 half-empty" 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 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.

Discussion Questions:
How can Laura most effectively use both management and leadership skills in her role as associate
director? What combination of the two do you think would work best in this setting?

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