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Part 1: Leadership or Management? In Part 1 of your business report, you are to analyze the approaches taken by both Dan Boyd and Wesley Simpson in their interactions with the employees and then evaluate the needs of the organization. Through your analysis you should address the following: What are the differences between being a manager and being a leader? How are these differences reflected in Dan Boyd’s and Wesley Simpson’s actions/approaches? Is there a need for both management and leadership in this situation? Explain why or why not. Part 2: Leadership Approaches and Styles For Part 2 of your business report to the company owner/GM, you are to address the following: Based on your case analysis, what leadership theory or framework do Dan Boyd and Wesley Simpson each employ? Be sure to provide specific examples from the case and other academic sources to validate your position. What are the differences in leadership style for each of these individuals? Which approach do you feel is more effective for this company’s situation, and why? Include the pros and cons of each approach in your assessment. Part 3: Recommendations In Part 3 of your business report, you are to provide the owner/GM with your recommendations, including the following: Based on your evaluation of the situation and considering your assessment of which leadership approach is more effective for this company’s situation, make at least three recommendations for changes that Mr. Coglin should implement to address his concerns. As part of your recommendations, include any risks Coglin should consider that would be associated with a) making the recommended changes and b) not making any changes. DL001- Assessment Instructions Assessment Instructions DL002 DL001 Assessment Instructions Photo Credit: fizkes / Adobe Stock Review the details of your assessment including the rubric. You will have the ability to submit the assessment once you submit your required pre-assessment and engage with your Faculty Subject Matter Expert (SME) in a substantive way about the competency. Overview For this Performance Task Assessment, you will examine a case study that demonstrates the effectiveness of different leadership approaches of two individuals in a company and will provide to the business owner a report that details your observations and recommendations. This case provides an opportunity to evaluate and contrast different leadership styles and theories in a real-world context. Assessment Submission Length: 4–5 pages, not including title page and References section Instructions To complete this Assessment, do the following: · Review the How to Analyze a Business Case Study (PDF) document. · Read and review the House, Hearth and Home: Managing Leadership Change case study. · MacMillan, K., & Woodwark, M. (2012).  Case: House, Hearth and Home: Managing Leadership Change . Ivey Publishing. http://hbr.org · In the DL001_Assessment_Template file, complete your work on the Assessment, using your Pre-Assessment submission as a starting point and incorporating any feedback as appropriate. · Be sure to adhere to the indicated paper length. Before submitting your Assessment, carefully review the rubric. This is the same rubric the assessor will use to evaluate your submission and it provides detailed criteria describing how to achieve or master the Competency. Many students find that understanding the requirements of the Assessment and the rubric criteria help them direct their focus and use their time most productively. Important Information on Interpreting the Assessment Rubric (click to expand)  Rubric All submissions must follow the conventions of scholarly writing. Properly formatted APA citations and references must be provided where appropriate. Submissions that do not meet these expectations will be returned without scoring. This Assessment requires submission of a 4- to 5-page Business Report, not including title page and References section. Save this file as DL001_firstinitial_lastname (for example, DL001_J_Smith). When you are ready to upload your completed Assessment, use the Assessment tab on the top navigation menu. Important Note: As a student taking this Competency, you agree that you may be required to submit your Assessment for textual similarity review to Turnitin.com for the detection of plagiarism. All submitted Assessment materials will be included as source documents in the Turnitin.com reference database solely for the purpose of detecting plagiarism of such materials. Use of the Turnitin.com service is subject to the Usage Policy posted on the Turnitin.com site. An Evaluation of Leadership for House, Hearth and Home The owner of House, Hearth and Home, a large retail hardware, furniture, and building center, is facing a dilemma regarding the leadership effectiveness of his long-time yard manager and that of a newly hired assistant manager. The owner/general manager (GM) has hired you as a consultant and has asked you to investigate and then report your findings and recommendations on how he should address this situation. After reviewing the case, you will compile a business report, using the template provided, with the following three sections. Include specific examples from the case, as well as relevant citations from the Learning Activities, the library, and/or other appropriate academic sources to support your evaluation. Click each of the items below for more information on this Assessment. Part 1: Leadership or Management? In Part 1 of your business report, you are to analyze the approaches taken by both Dan Boyd and Wesley Simpson in their interactions with the employees and then evaluate the needs of the organization. Through your analysis you should address the following: · What are the differences between being a manager and being a leader? · How are these differences reflected in Dan Boyd’s and Wesley Simpson’s actions/approaches? · Is there a need for both management and leadership in this situation? Explain why or why not. Part 2: Leadership Approaches and Styles For Part 2 of your business report to the company owner/GM, you are to address the following: · Based on your case analysis, what leadership theory or framework do Dan Boyd and Wesley Simpson each employ? Be sure to provide specific examples from the case and other academic sources to validate your position. · What are the differences in leadership style for each of these individuals? · Which approach do you feel is more effective for this company’s situation, and why? Include the pros and cons of each approach in your assessment. Part 3: Recommendations In Part 3 of your business report, you are to provide the owner/GM with your recommendations, including the following: · Based on your evaluation of the situation and considering your assessment of which leadership approach is more effective for this company’s situation, make at least three recommendations for changes that Mr. Coglin should implement to address his concerns. · As part of your recommendations, include any risks Coglin should consider that would be associated with a) making the recommended changes and b) not making any changes. An Evaluation of Leadership for House, Hearth and Home Report prepared by: Replace this text with your name. Date: Replace this text with the submission date. Walden University DL001: Dynamic Leadership Frameworks and Theories 1 Part 1: Leadership or Management? Replace this text with introductory information. Add or remove headings as necessary. 1.1. Analysis of Management and Leadership Behaviors and Approaches Add or remove headings as necessary, or adjust the suggested heading title if you prefer. Replace this text with your response to the following: What are the differences between being a manager and being a leader? Replace this text with your response to the following: How are these differences reflected in Dan Boyd’s and Wesley Simpson’s actions/approaches? 1.2. Management and Leadership Needs for House, Hearth and Home Add or remove headings as necessary, or adjust the suggested heading title if you prefer. Replace this text with your response to the following: Is there a need for both management and leadership in this situation? Explain why or why not. Part 2: Leadership Approaches and Styles Replace this text with introductory information. Add or remove headings as necessary. 2.1. Evaluation of Leadership Theories/Frameworks and Styles Add or remove headings as necessary, or adjust the suggested heading title if you prefer. Replace this text with your response to the following: Based on your case analysis, what leadership theory or framework do Dan Boyd and Wesley Simpson each employ? Be sure to provide specific examples from the case and other academic sources to validate your position. Replace this text with your response to the following: What are the differences in leadership style for each of these individuals? 2.2. Assessment of Effective Leadership Approach for House, Hearth and Home Add or remove headings as necessary, or adjust the suggested heading title if you prefer. Replace this text with your response to the following: Which approach do you feel is more effective for this company’s situation, and why? Include the pros and cons of each approach in your assessment. Part 3: Recommendations Replace this text with introductory information. Add or remove headings as necessary. 3.1. Recommended Changes and Risk Assessment Add or remove headings as necessary, or adjust the suggested heading title if you prefer. Replace this text with your response to the following: Based on your evaluation of the situation and considering your assessment of which leadership approach is more effective for this company’s situation, make at least three recommendations for changes that Mr. Coglin should implement to address his concerns. Replace this text with your response to the following: As part of your recommendations, include any risks Coglin should consider that would be associated with a) making the recommended changes and b) not making any changes. References [Please delete this note before submitting your Assessment. For more information about formatting your reference list, please visit the following site: https://academicguides.waldenu.edu/writingcenter/apa/references .] Include appropriately formatted references to support your Assessment. Refer to the Assessment guidelines for further information on the requirements. 2 How to Analyze a Business Case Study Table of Contents • What Is a Business Case Study? • Why Use Case Studies in Business Courses? • The Three Common Types of Business Cases • Analyzing a Business Case Study 2© 2021 Walden University, LLC What Is a Business Case Study? • Business case studies present complex business issues. They are designed to turn real-world situations into teachable moments. • The business situation in each case study is presented from multiple perspectives and highlights the interdependencies and non-linear nature of the information. • Characteristics of a case study include: • Identifying a significant issue, question, or dilemma • Presenting comprehensive information to draw a conclusion • Providing no objective conclusion, allowing the reader to draw their own conclusion(s)—just like in real life • Presenting facts in a non-linear fashion, unlike a textbook that presents information in a logical or progressive method 3© 2021 Walden University, LLC Why Use Case Studies in Business Courses? • A business case study provides you with a controlled (safe) environment to discuss, practice, and apply the business skills presented to you throughout your course work. • You can draw multiple conclusions from a case study, which simulates a real-life setting and allows you to present multiple solutions. • There is typically no “right” decision, answer, or solution. 4© 2021 Walden University, LLC The Three Common Types of Business Case Studies • Decision Scenario Case • In this type of case study, a critical decision is required, typically from the main character of the case study. After analyzing the case study, you would recommend what decision to make and explain why. • Problem-Diagnosis Case • In this type of case study, you would perform a comprehensive diagnosis that identifies the root cause of the problem described in the case and recommend corrective action. • Evaluation Scenario Case • In this type of case study, you would perform an in-depth evaluation to determine the pros and cons or strengths and weaknesses of the subject of the case study and then make appropriate recommendations. 5© 2021 Walden University, LLC Analyzing a Business Case Study • A case study analysis is not merely a summary of the case. Instead, it is a systematic analysis of the evidence within the case in order to identify the dilemma and then develop recommendations to answer, mitigate, or resolve it. • When asked to analyze a case study within your course work, you will typically be provided with assignment instructions and a list of questions and/or prompts to help guide your analysis. You should begin your case study analysis by carefully reviewing these requirements, along with accompanying rubrics or other guidelines, to understand the objective(s) of your analysis. 6© 2021 Walden University, LLC Analyzing a Business Case Study • Important Disclaimer: The following slides provide some tips or guidelines for basic case study analysis. The purpose of each step described is to ensure you are equipped to analyze the information in the case in a way that will support your work on any academic case study assignments you encounter. The following guidance is not meant to replace or take precedence over any specific assignment instructions. You should always ensure that you adhere to the requirements for any assignments and use the information in this document for additional support. 7© 2021 Walden University, LLC Analyzing a Business Case Study • Case study analysis can be broken down into the following five basic steps: Step 1: Find and highlight the most important facts surrounding the case. Step 2: Find the cause and effect of the dilemma. Step 3: Consider the course(s) of action. Step 4: Evaluate the alternative action(s) to answer, mitigate, or resolve the dilemma. Step 5: Recommend the suggested course of action based on the evaluations (i.e., your best solution). 8© 2021 Walden University, LLC Analyzing a Business Case Study: Step 1 Find and highlight the most important facts surrounding the case. • Read through the case several times to become familiar with the information it contains, paying attention to the information in any exhibits, tables, or figures. You may find that the case study provides a great amount of detailed information. As in real life, some of the information is more relevant than others in identifying the dilemma. Your job in this step is to determine what is relevant and what is not. • As you read through the case, you may want to underline, highlight, and/or list the most important facts and/or figures that will help you understand and define the dilemma. You can assume all of the presented facts and figures in the case are true; however, some of the statements, judgments, and/or decisions made by individual characters may be questioned. (Remember, these are opinions and observations of individuals—just like in real life, they can be biased.) Note: It is good to compare and contrast individuals’ statements to help you determine facts. 9© 2021 Walden University, LLC Analyzing a Business Case Study: Step 2 Find the cause and effect of the dilemma. • This is the main analysis step of the process. (Note: You will be applying many of your learned business knowledge and skills to help you to determine cause and effect of the identified dilemma.) • In this step, you can use the facts you highlighted in the previous step to identify the key issue(s) of the case. As case studies may present multiple issues associated with the main dilemma, you will want to be able to identify the most relevant, always referring to the assignment instruction prompts and the business topic(s) being studied for guidance. • Next, you should be able to understand how and why the dilemma occurred and how it affects the organization in the study. You may want to jot down some facts from the case to help you substantiate your position as part of your assignment. (Items to consider: Is this the result of management or leadership issues, technology issues, systems or process issues, market or external issues, etc.?) 10© 2021 Walden University, LLC Analyzing a Business Case Study: Step 3 Consider the course(s) of action. • You may want to create a list of the actions that can be taken to answer, mitigate, or resolve the issue(s) that led to the identified dilemma. These actions should be validated, not only by the evidence within the case study but also through credible sources beyond the case study. Remember to consult your assignment instruction prompts and the business topic/skill being presented for guidance. • Some questions to determine the course(s) of action might be: • Are new technologies, business processes, organizational structures, or management behavior required? • What changes to organizational processes would be required by each alternative? • What management policy would be required to implement each alternative? 11© 2021 Walden University, LLC Analyzing a Business Case Study: Step 4 Evaluate the alternative action(s) to answer, mitigate, or resolve the dilemma. • Evaluate each of the identified actions you listed in Step 3. Ask yourself: What would be the likely outcome if this corrective action were implemented? • Identify the challenges/risks and benefits of each of the actions. Consider whether each action is feasible from a technical, operational, and financial standpoint. Be sure to note any assumptions on which you have based your decision and validate these assumptions. 12© 2021 Walden University, LLC Analyzing a Business Case Study: Step 5 Recommend the suggested course of action based on the evaluations (i.e., your best solution). • From your evaluation of your potential corrective actions, select your choice for the best action to be implemented and make some notes as to why you made this decision. • Your final recommendation should flow logically from the rest of your case analysis and should clearly specify what assumptions were used to guide and shape your conclusion. (Remember, there is typically, by design, no single “right” answer.) 13© 2021 Walden University, LLC References • Ellet, W. (2007). The case study handbook : How to read, discuss, and write persuasively about cases. Harvard Business School Press. • Wienstein, A., Brotspies, H. V., & Gironda, J. T. (2020). Do your students know how to analyze a case – Really? Harvard Business Publishing-Education. 14© 2021 Walden University, LLC An Evaluation of Leadership for House, Hearth and Home Report prepared by: Date: May 15, 2021 Walden University DL001: Dynamic Leadership Frameworks and Theories 1 Part 1: Leadership or Management? First, one can analyze the approaches taken by Dan Boyd and Wesley Simpson when interacting with their employees. Then, one can evaluate the needs of the organization. 1.1. Analysis of Management and Leadership Behaviors and Approaches Moreover, there are differences between being a manager and being a leader. According to Lush (2019), ...Leaders create a future-focused vision, managers create goals... (p. M21). Therefore, managers focus on the short-term while leaders focus on the long-term. Lush (2019) adds, ...Leaders build relationships, managers build systems and processes... (p. M21). So, managers focus on things and profits while leaders put their people first. Lush (2019) says, ...Leaders are life-learners, managers rely on existing, proven skills... (p. M21). Leaders are willing to learn new ideas and stay up-to-date while managers focus on the now and tweaking what they already know to meet the present needs and goals. Managers feel that this is the way things have always been and should continue to be. For example, Walmart provides associates the opportunity for professional development through its academies and offering college degrees, certificates, or trades for a dollar a day if they do not hold a bachelors degree or higher. According to Lush (2019), ...Leaders sell it, managers tell it... (p. M21). Managers give commands and expect their employees to do as told. On the other hand, leaders get employees to follow them and reach a common goal. Lush (2019) adds, ...Leaders drive innovation and change, [and] managers maintain the status quo... (p. M22). Managers are trying their best to maintain position by maintaining goals while leaders are looking for new ideas and transformation for the future good of the company and everyone involved. Furthermore, Dan Boyds and Wesley Simpsons actions or approaches reflect these differences. According to MacMillan and Woodwark (2012): There was no doubt that Simpson was a good manager; for the most part, the yard ran pretty well. But while he was apt to simply trust that the 15 employees in that area would get their jobs done, Boyd had been much more involved. He had been getting everyone pumped up on the importance of their work and of keeping commitments to customers. (p.3) Simpson would manage to get the job done, but he did not lead the team to follow him and was not customer-focused. On the other hand, Boyd got the team to follow and exceed high expectations, even those of the customers. Simpson did not change his approach. He simply goes with the way things have always been and sends the same message to the team. At my store, there have been managers who were not favorable. They did not encourage real teamwork, and work was not fun. They would tell us to work as a team but not to talk to one another. However, communication is needed to work as a team. Unlike Simpson, Boyd wants the team to realize the controllable expense or tarnishing of the companys reputation that can occur. He wanted them to take pride in their work, company, and in the customer in exceeding his or her expectations. At my store, my first assistant manager wanted the team to do its best. She would make work fun, like having a contest with scans per hour for cashiers. She would give the team a metric goal, and we would try to exceed the goal individually and as a team. She would encourage collaboration amongst team members to help increase scores. She would pair a lower performer with a higher performer who would share tips. 1.2. Management and Leadership Needs for House, Hearth and Home Additionally, there is a need for both management and leadership in this situation. According to MacMillan and Woodwark (2012): Customer service had become increasingly important to Coglin as big box hardware[,] and building centres kept popping up everywhere. The sheer buying power of these goliaths made it difficult to compete with them on some aspects, but, in the opinion of some, their size led to certain weaknesses. (p. 1) To maintain a superior level of customer service, one needs management and leadership. Managers can help in sales goals and controllable expenses, while leaders can help in the companys long-term vision and mission and build relationships with the team and customers. Big-box retailers usually offer lower prices, but they do not often provide personalized service. With so many brick-and-mortar offerings and online and hybrid options, one needs to have a different level of service from the rest. So, one needs to ensure proper coverage in scheduling to ensure assistance is available if customers need it for locating items or for product information. At my store, managers may cut hours across the board from time to time; however, little to no coverage is available. So, no one is there to assist customers, and shoplifters will take this as an opportunity to steal, creating shrink. A manager may place a cashier in a department with little to no knowledge of the area. Part 2: Leadership Approaches and Styles Also, based on the case analysis, one will look at what leadership theory or framework that Dan Boyd and Wesley Simpson employ. One will look at the differences in leadership style for each of these individuals. One will also look at which approach feels more effective for the companys situation, including each approachs pros and cons in the assessment. 2.1. Evaluation of Leadership Theories/Frameworks and Styles In addition, based on the case analysis, Dan Boyd and Wesley Simpson each employ a leadership theory or framework. According to MacMillan and Woodwark (2012): Before Boyd came, there had been many times when an employee screwed up a big order but never heard a word about it; Simpson would often quietly send another employee over to the job site with the correct materials. Sometimes Coglin had seen employees directly contravene a policy, but Simpson would let it go to avoid a fight unless Coglin pushed him to do otherwise. In contrast, Boyd made a point of confronting any employee who did not follow directions. If they had a good reason for doing things differently, he would readily change the procedure or work with the employee to reach a compromise that met the needs of the employee and the organization. If the employee could not provide a fair rationale for bucking policy, Boyd let the person know to straighten up. This was sometimes easier said than done. Boyd had had several difficult conversations with the employees who did not want to pull with the rest of the team. In fact, he ended up letting two of them go. When pulled into the conversation, Simpson agreed that the terminations were a good idea and even admitted that they were probably long overdue. He told Coglin and Boyd directly that he was just really uncomfortable doing it himself. Coglin had long known that Simpson seemed to ignore employee issues until something blew up or someone complained. Even then, he did not like to rock the boat too much. Coglin had coached him through a number of sticky issues, but direct confrontation was something Simpson avoided whenever possible. The call from Graham pushed Coglin into looking carefully at all the changes he had been seeing in the yard since shortly after Boyd started. The two employees who had left had not been replaced, resulting in a significant cost savings. Even with fewer staff, the work was getting done better than before. Coglin realized he had been spending less time troubleshooting in the yard and fielding fewer complaints from testy contractors. (p. 3-4) Therefore, there are differences in leadership style for each of these individuals; one can see that Simpson employs a management approach and a laissez-faire leadership approach. When employees would make errors in tasks, he would send someone else to clean up the mistakes instead of the employees who did. At my store, one time, an assistant manager who later transferred to relocate to another state had a laissez-faire approach, and she handled managing the store well. She came across as cool, calm, and collected. She even managed other areas of the store while another manager was out for health reasons. However, the method does not work for everyone. Unless Coglin told him to enforce a policy, Simpson would ignore the broken policy and simply let it be. According to Wong and Giessner (2018): The present study suggests that followers use their empowerment expectations to interpret leader-empowering behaviors. If their expectations are over-or underfulfilled, they attribute the delegation or retention of autonomy and decision-making responsibilities to laissez-faire leadership. In such situations, followers may interpret the over-or underfulfilled empowerment expectations as the result of leaders passivity or lack of commitment to developing them. Subsequently, [the] perceived laissez-faire style would lead to lower evaluation of leader effectiveness. Given that organizations are increasingly flattened, empowering leadership is crucial to enable employees to cope with the expanding work roles. Leaders should pay more attention to followers empowerment expectations, as the excessive use or lack of empowering leadership could be detrimental. (p. 779). Simpson does not take issues head-on; he tries to avoid any confrontation. At my store, my team had a former assistant manager similar to Simpson. He was good, but he would ignore people who had multiple absences and give them numerous chances. We did not have proper coverage due to this, and doing so may have eliminated an opportunity for someone new. Their job was more difficult for those who came to work, having all the workload and hearing all the few open checkout lanes complaints. All of this does not boost team morale. However, doing so can be costly, as one can see in Boyd resolving the controllable expense issue of underperformers who were the weakest links that did not contribute to the teams goals. According to Chan (2019): In terms of managerial implications, managers should lead in a participative style when managing their employees. In a good working environment, employees are engaged and satisfied with their jobs. Managers who wish to engage employees at work may demonstrate participative leadership behaviors. (p. 327-328). In contrast, Boyd employs more of a leader approach and a democratic or participative approach. He brought coffee to his team members to help motivate them. He will listen to and work with an employee if completing a task can be done differently as long as done effectively and efficiently. Last year for Christmas, the management team at my store gave us a hand-signed card along with company pins and candy. For appreciation week, we were each given jambalaya from a restaurant called The Jambalaya Shoppe. Doing these appreciations helps retain and motivate employees by showing one cares. 2.2. Assessment of Effective Leadership Approach for House, Hearth and Home Then, the more effective approach for this companys situation is participative or democratic because the style is most effective. There are pros and cons of each in assessing. According to MacMillan and Woodwark (2012): In years past, running the yard was fairly straightforward, but the economic downturn and increased competition had changed the game. There was more pressure to respond quickly to customers and to anticipate how to meet their needs. It had become important that every employee use every interaction to help further the organizational goals. (p. 4) One has to adapt to changes in retail. Leadership style may also need to be adjusted or changed. One needs to exceed the expectations of customers; otherwise, the competition will. According to Yang (2015), Effectiveness of leadership depends on how a leaders behaviors are perceived by followers and laissez-faire leadership might be viewed as a sign of respect of subordinates boundaries rather than absence of leadership (p. 1256). So, laissez-faire leadership may be a pro or con, depending on how the leader acts or leads and how the followers view the leader. According to Chan (2019): The results indicated that participative leadership was positively related to employees work engagement and job satisfaction. Employees work engagement mediated the relationship between participative leadership and job satisfaction. This positive relationship between participative leadership and job satisfaction was stronger when employees had more fun at work (p. 319). Participative leadership is positive in having active workers engaged in their work and happy to work and help their team and customers. Job satisfaction helps reduce employee turnover, which also helps the companys bottom line as turnover can be rather costly. Customers will also appreciate a fun environment that is fast and friendly too. Part 3: Recommendations So, based on evaluating the situation and considering the assessment of which leadership approach is more effective for the companys position, one will make three recommendations for changes that Mr. Coglin should implement to address concerns. As part of the recommendations, one will include any risks Coglin should consider to make the recommended changes and not make any changes. 3.1. Recommended Changes and Risk Assessment In the final analysis, the first recommendation would be to think about what is best for the business and its needs and not worry about what others will think personally. The second recommendation would be to meet privately with Boyd and see if he would be interested in moving up into a leadership role due to his high job performance. The third recommendation would be to meet with Simpson and ask him if he would like to try another opportunity to lead a different department or be made the assistant of the same department. Another option would be to ask him to leave if he is not performing and would not want to step down or move to a different department. Equally important, Coglin should consider the risks associated with making the recommended changes and not making any changes. The risks related to making the suggested changes could be an upset employee or employees; however, the changes made should meet the needs of the business, not personal needs. The team would have to put individual differences aside if any were to occur. Newer employees may also see that opportunities to move up do exist. Demoted employees sometimes do not take such news well. So, one will want to observe their behavior as more active shooting incidents have occurred recently at businesses. Training may also be vital in the event of an active shooter, although such an event may not happen. At my store, associates do computer-based learning with videos along with drills. Although Boyd has been doing an incredible job, he may not continue the momentum or know everything Simpson knew. However, Boyd seems to be a fast leader, and there does not seem to be anything that would indicate that he would lower his expectations or performance. Of course, the risks related to not making the changes may be Boyd leaving the company. He is a top performer, and one would lose a valuable asset to the company. He may become tired of doing all the work and not getting the pay and title associated with it. A recent restructure at my store led some workers to retire while others stepped down, took a pay cut, a different schedule, and a lower role. On the front end of my store, former customer service managers now work as a self-checkout host, smokeshop cashier, or/and service desk, but they take on the teams tasks if the team leader is absent, needs a break, or needs a lunch. However, the pay of the team lead position is at least seven dollars more an hour. The substitute does not get any incentive or increase in payment although he or she does the job. Simpson may continue to allow workers to underperform and waste controllable resources. Policies may continue to go unenforced under Simpson. Customer service and issues may continue to go down under Simpson. Customers may go to a competitor that has the products they need and the customer service they appreciate. Workers may not take pride in their work and company under Simpson like they do with Boyd, who motivates them to do the best job. References Chan, S. C. H. (2019). Participative leadership and job satisfaction: The mediating role of work engagement and the moderating role of fun experienced at work. Leadership and Organization Development Journal, 40(3), 319–333. Retrieved from https://doi.org/10.1108/LODJ-06-2018-0215 Lush, M. (2019, May). The leadership versus management debate: Whats the difference? NZBusiness and Management, 33(4), M20–M23. MacMillan, K., & Woodwark, M. (2012). Case: House, Hearth and Home: Managing leadership change. Retrieved from http://hbr.org Wong, S. I., & Giessner, S. R. (2018). The thin line between empowering and laissez-faire leadership: An expectancy-match perspective. Journal of Management, 44(2), 757–783. Retrieved from https://doi.org/10.1177/0149206315574597 Yang, I. (2015). Positive effects of laissez-faire leadership: Conceptual exploration. Journal of Management Development, 34(10), 1246–1261. Retrieved from https://doi.org/10.1108/JMD-02-2015-0016 2