Case Study- Managing Different Types of Subordinate

Managing a Star Performer

Alvin is a hardworking and committed employee (HSA). He likes challenging jobs (HE) and is willing to work late to get his job done (HSA). He keeps a distance in his social interactions (LSO). He dislikes people telling him how to do his job (HE+LSO) – “Tell me what to do and I will do it well for you” is his policy (HSA). He is proud of his achievements (HE) and often likes to project himself on his contributions to the company (HE). He is a person who wants to take credit that is due to him (HE). However, once in a while he comes late for work (LSE). He does not seem to be bothered about what others say about him for not being punctual (LSO+LSE). He commented to his colleagues, “Let them say what they like, it is their mouths. I don’t feel guilty about what they say. What is important to me is I get the job done on time.” (LM+HSA+LSO).

Identify Alvin’s KYKO personality profile formula.

LM+HSA+HE+LSO+LSE

According to the Performance Quadrant Analysis (PQA), what type of performer is Alvin?

Star performer. He knows how to get the job done and he cares about getting the job done. He achieves his targets.

What style or styles would you use to lead and manage Alvin and why?

Lassiez Faire. He is competent and committed. Empower him to do the job.

Identify the possible consequences if you mislead or mismanage Alvin?

He may get upset and degenerate into a maintainer.

How would you motivate Alvin to greater heights of performance?

HE – Praise him. Fan his ego appropriately, recognize his contributions, and reward him appropriately.
HSA – Develop and grow his potentials, job enrichment.
LSE – Empower him.

Managing a Learner

Johnny is a serious and meticulous person (HSE – High Security). He comes to work punctually and obeys instructions strictly (HSE – High Security). Johnny is responsible and hardworking (High Self-Actualizing). No matter how hard he toils, his boss could find errors in his work.

Johnny feels uncomfortable when things are done informally (HSE – High Security). He prefers to work alone and dislikes distractions (LSO – Low Socio-centric). He would bluntly tell off his peers to “get lost” while he is working. (LM – Low Manipulative).

Johnny takes pride in his achievements (HE – High Egocentric). However, Johnny could not take criticisms from others (HE – Egocentric). He believes he is always right and would not give in to certain issues that violate his principles (HE – High Egocentric).

Identify Johnny’s KYKO personality profile.

Static – Normal – Assertive – Asocial – Pragmatic personality type (LM+HSA+HE+LSO+HSE)

According to the Performance Quadrant Analysis (PQA) what type of performer is Johnny?

Johnny is a learner. He wants to perform but lacks the competencies to carry out his duties.

What style or styles would you use to lead and manage Johnny and why?

Autocratic Style – Do the job my way followed by coaching.

Identify the possible consequences if you mislead or mismanage Johnny.

The consequence of using laissez faire style will be costly in the form of mistakes, accidents and rejection rates. If authoritative style is used he may degenerate into a laggard.

How would you motivate Johnny to greater heights of performance?

Make him feel safe. Set realistic targets, give clear instructions, and follow rules, procedures and formal channels. In short manage him by the book.

What power bases would you apply to get things done through Johnny?

Expert Power, Reward Power if he produces results.

What managerial skills do you need to equip yourself to assist, guide and develop Johnny’s potentials to become a star performer and maintain it?

People Management Skills, Leadership Skills, Coaching Skills, Motivation skills, Communication Skills and Placement Skills.

Managing a Maintainer

Linda, a LCCI diploma holder has been working in M4A for 3 years as an Accounts Assistant. She has the job competency but lacks commitment in her work. She would do her work at her own pace (LSA – Low Self-Actualizing). She likes to argue and blames others (HE – High Egocentric). Oftentimes, she would delay her work with all sorts of reasons and she likes to push her responsibilities to another colleague (HM – High Manipulative).

Linda is uncooperative and could connect with others (LSO – Low Socio-centric). She avoids others and likes to do work on her own (LSO – Low Socio-centric). She is unpopular and is known to others as being calculative (LSO+HM). However she claims she is the best among her peers, as others do not have the accounting certificate. (HE – High Egocentric).

Linda resents being controlled by others. She wants to be empowered to get a job done (LSE – Low Security).

Currently, an executive is retiring soon creating a vacancy for her post. Linda feels that she is the best person to be promoted to that position (HE – High Egocentric). She told her peers that she would resign from the company if she did not get her promotion (HM – High Manipulative).

Identify Linda’s KYKO personality formula.

Dynamic – Neurotic – Assertive – Asocial – Adventurous type of personality (HM+LSA+HE+LSO+LSE)

What types of performer is Linda?

Linda is a maintainer. She knows her job well but she doesn’t care to do well. She is reluctant to perform unless the management gives in to her demands.

What is the most appropriate leadership style/s to influence Linda to become more committed to her work?

Use participative style to build relationship and trust besides monitoring her work. Once the trust is gain, counsel and guide her to self-actualize. If she changes and performs, change to laissez faire style. If she persists not to change, use authoritative style, failing which manage her out of the organization.

What would be the adverse effects if you use the inappropriate style?

She would choose to put in a little effort in carrying out her responsibilities. She would get away getting paid for using others to do her work.

How would you motivate Linda to greater heights of achievement?

Start off with counseling. If she changes and produces results reward her and fan her ego. If counseling fails, use negative motivation to diminish and stop her behavior. If negative motivation failed, take progressive disciplinary measures.

What types of task characteristics would you assign to Linda?

Important but not urgent tasks. Should she delay her work there is time for you to repair the damage.

What managerial skills would you need to develop Linda to become a star performer?

Placement skills, communication skills, leadership skills, people skills and counseling and guidance skills.

Managing a Laggard

Alan gets along very well with his peers (HSO – High Sociocentric). He is friendly and warm and spends most of his time talking, cracking jokes and fooling around with his colleagues (HSO – High Socio-centric). Alan is good at LLB (Look like Busy) technique when his boss is around (HM – High Manipulative). Given a job, he works slowly and grudgingly (LSA – Low Self-Actualizing). His performance at work is below standards and often makes a lot of errors. Alan has been counseled by his boss many times to put more effort into his work. The counseling sessions have no effect on Alan’s behavior (LSA – Low Self-Actualizing). Despite repeated warnings from his boss to buck up his work, Alan remains stubborn (HE – High Egocentric) and persists with his careless attitude in his work (LSA+LSE – Low Self Actualizing and Low Security).

Identify Alan’s KYKO personality formula.

Dynamic – Neurotic – Assertive – Sociable – Adventurous type of personality (HM+LSA+HE+HSO+LSE).

According to the Performance Quadrant Analysis (PQA) what type of performer is Alan?

Alan is a laggard. He is incompetent and not committed to do his job.

What style or styles would you use to lead and manage Alan and why?

Authoritative style – Do the job the hard way. Use fear management and close monitoring.

Identify the possible consequences if you were to mislead or mismanage Alan?

Others will follow in his footsteps if you reward and recommend him for higher responsibilities or give him a good appraisal.

How would you motivate Alan to greater heights of performance?

Negative motivation – Tell him off to diminish and stop his negative behavior.

What power bases would you apply to get things done through Alan?

Referent power – Counsel and guide him. If he changes, use your expert power to coach him. If he produces results use your reward power to motivate him further. If he does not change use coercive power to force him to perform failing which use your legitimate power to manage him out of the organization.

What managerial skills do you need to equip yourself to assist, guide and develop Alan’s potentials to become a star performer and maintain it?

People skills, coaching and counseling skills, motivation skills, disciplinary skills, communication skills, leadership skills and supervisory skills.

Managing a Laggard