MGT-460 SUNY Oswego – Mark is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hospital, he had worked as an independent contractor.
QUESTION
A Drill Sergeant at First
Mark is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hospital, he had worked as an independent contractor. At the hospital, he took a position that was newly created because the hospital believed change was needed in how painting services were provided.
Upon beginning his job, Mark did a four-month analysis of the direct and indirect costs of painting services.
His findings supported the perceptions of his administrators that painting services were inefficient and costly. As a result, Mark completely reorganized the department, designed a new scheduling procedure, and redefined the expected standards of performance
Mark says that when he started out in his new job, he was “all task,” like a drill sergeant who didn’t seek any input from his soldiers. From Mark’s point of view, the hospital environment did not leave much room for errors, so he needed to be strict about getting painters to do a good job within the constraints of the hospital environment.
As time went along, Mark relaxed his style and was less demanding. He delegated some responsibilities to two crew leaders who reported to him, but he always stayed in close touch with each of the employees. On a weekly basis, Mark was known to take small groups of workers to the local sports bar for burgers on the house. He loved to banter with the employees and could take it as well as dish it out.
Mark is very proud of his department. He says he always wanted to be a coach, and that’s how he feels about running his department. He enjoys working with people; in particular, he says he likes to see the glint in their eyes when they realize that they’ve done a good job and they have done it on their own.
Because of Mark’s leadership, the painting department has improved substantially and is now seen by workers in other departments as the most productive department in hospital maintenance. Painting services received a customer rating of 92%, which is the highest of any service in the hospital.
Questions
- From the behavioral perspective, how would you describe Mark’s leadership?
- How did his behavior change over time?
- In general, do you think he is more task oriented or more relationship oriented?
- What score do you think he would get on Blake and Mouton’s grid?
ANSWER
Mark’s leadership behavior
From the behavioral perspective, Mark’s leadership can be described as initially being task-oriented and later becoming more relationship-oriented. At the beginning of his role as the head of the painting department, Mark adopted a “drill sergeant” style of leadership. He was focused on task accomplishment and didn’t seek input from his employees. This approach was driven by the need to improve efficiency and reduce costs within the department.
However, as time went on, Mark’s behavior changed. He relaxed his style and became less demanding. He started delegating responsibilities to two crew leaders, indicating a shift towards a more participative and collaborative approach. He also fostered a sense of camaraderie by taking small groups of workers to the local sports bar, engaging in banter, and building relationships with his employees.
Overall, Mark’s leadership style evolved to become more relationship-oriented. He found joy in working with people and coaching them to achieve success. He valued the satisfaction and independence that employees experienced when they realized their own accomplishments. This indicates a focus on building strong relationships and empowering his team members.
Considering Mark’s behavior, it is evident that he is more relationship-oriented than task-oriented. While he initially emphasized task accomplishment and efficiency, his transformation into a coach-like leader who values the development and well-being of his employees reflects a greater emphasis on building relationships and fostering a positive work environment.
If we were to assess Mark’s leadership style using Blake and Mouton’s managerial grid, which assesses leadership based on concern for production and concern for people, it is likely that he would score high on both dimensions. Mark demonstrates a commitment to achieving results and improving productivity in the painting department, as evidenced by the substantial improvements and the highest customer rating in the hospital. At the same time, he also prioritizes building relationships with his employees, as seen through his interactions, delegation of responsibilities, and recognition of their achievements. This combination of task orientation and relationship orientation suggests that Mark would score high on the Blake and Mouton’s grid, possibly falling into the “Team Leader” category that emphasizes both high concern for production and high concern for people.
In conclusion, Mark’s leadership evolved from a task-oriented “drill sergeant” approach to a more relationship-oriented coaching style. His focus shifted towards building relationships, empowering employees, and achieving both high productivity and employee satisfaction. This transformation contributed to the substantial improvements in the painting department and its recognition as the most productive department in hospital maintenance.
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