LEADERSHIP QUALITIES Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Leadership Qualities

Question 1

Evaluate the extent to which Michelle Rhee functioned effectively as a leader from the perspective of the Katz and Kahn model.

Answer no 1

The Katz and Kahn model is based on three levels of leadership roles. The model depends on the level in which the leader is holding in the organization. The leader does not have the same qualities; all the leaders may have different qualities with which they make their subordinates work in the organizations effectively. The effectiveness of the leader depends on the qualities, which he possesses.

The leader’s effectiveness depends on the qualities of the leader and on the level in which the leader operates. According to Katz and Kahn, each of this level needs different types of expert power and reference power to be successful. The basic leadership roles that have been identified by Katz and Kahn model are as follows:

• Origination
• Interpolation
• Administration

According to Katz and Kahn model and the levels of leadership roles, Michelle Rhee functioned as origination. Rhee performed her duties as a Chancellor running the District of Columbia public school. The attitude of Rhee was not as a leader should have as the leader should be polite to the people and not stubborn. Rhee used to hear what others say but she did not listen to them as she used to do other things while others were talking to her.

The effectiveness of Rhee according to Katz and Kahn model is that it is close to the origination. The effective steps taken by Rhee started from when she herself started to evaluate the teachers by visiting the schools. She used to take a few minutes and considered the teacher as per her scales and if the teacher was not up to her scales, then the teacher was no longer associated with his job any longer.

After making the evaluation, about more than 30 principals were laid off their jobs for not being able to increase the level of results. The teachers were provided with tenure agreements that they had job security at work and they would not be laid off.
After Rhee became the Chancellor, she decided to eliminate this privilege provided to the teachers and as compensation they were provided with an alternative that their performances would be evaluated and if they did not perform well then they would be laid off. Some of the teachers and the principals were not happy with the work of Rhee however; she did not care about it. Rhee faced criticism for being rude and rigid in her behavior.

She did not believe in training the teachers and she wanted that the staff had the quality of a teacher. She wanted the best staff possible for the students, which could produce results in the guidance of good teachers. On the other hand, she did not focus much on the supplies and other things needed to the schools. Her concern was to provide the pupil with the best teachers possible.
Her style of leadership was close to the originator as her focus was to make strategic decisions to implement the policies that were required to increase the level of education in the district. She made herself responsible for the achievement of goals and objectives of the organization. She used force to make the things right and the level of authority was immense to make the decisions on her own. (DECOTIIS, 1983).....................................

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