Q. Case for Critical Analysis for DGL International

When DGL International, a manufacturer of refinery equipment, brought in John Terrill to manage its Sales Engineering division, industry executives informed him of the urgent situation. Sales Engineered had the highest-paid, best-educated and least-productive division in the industry. Terrill was to turn it around! Terrill showed concern for the personal welfare of the engineers. Terrill envisioned a future in which engineers were free to work with customers and join self-directed teams for product improvement. Terrill collected the engineer’s reports and showed the stacks of paper to the president. He explained that the lack of productivity was a result of excessive paperwork and reporting.

Questions:

1. Illustrate what leadership style did John Terrill use? Illustrate what do you think was his primary source of power?

2. Based on the Hersey-Blanchard theory, should Terrill have been less participative? Should he have initiated more task structure for the engineers? Explain.

3. Illustrate what leadership approach would you have taken in this situation?