Path Goal Theory: Jeanne Lewis Case

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Register to read the introduction… The management culture of Staples influenced Jean to choose an Achievement Oriented leadership style because this was an appropriate style for that job. She took very aggressive steps including shifting 25 store associates, setting vigorous store targets, and renovating training programs in less than 12 months period. This leadership style not only consisted of setting challenging goals f or both work and self development with high standards and expectations but also had one-way communication and central hierarchy. The leader also showed confidence in the capabilities of the follower to succeed and attain desired …show more content…
She kept moving up in management hierarchy because of her intelligence, mindfulness, tenacious, her vast business acumen and her ability to work in competitive environments. Lewis found her in a critical situation after being appointed as the Director of Operations of New England not only handling $ 250 million dollar budget for 50 stores but also was asked to boost the flat sales of the department. It was hard job especially for Jean apparently because of only one year experienced to manage a group of people who already possessed skill in their work and knew better about the productivity of the subdivision. Utilizing her capabilities Jean chose Directive leadership style and led her team to attain desired goals. To triple the return on investment was exigent goal which she set for her subordinates and turned around the fiscal situation of Staples.
Therefore whetting the Staples culture, a demanding objective was set by Jean to be achieved. She utilized the path-goal theory; motivating the employees by preaching and facilitating what she practiced. Thus she portrayed vivid objective and at the same time expected better performance from her recruits. In order to boost efficiency and task performance, she set aggressive store standards, launched training programs and rejuvenated
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When Jean Lewis conducted formal and informal interviews with many staff members working under Sarah Robins, who was then the Vice President of Direct Marketing and Small Business, she realized that two of her colleagues weren’t at appropriate positions and that their talents would be suited best for each others at respective positions. Since their abilities failed to match their respective job description, they compelled the need of directive

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