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, organization executives informed him of the urgent situation. Sales Engineered had the highest-paid, best-educated also least-productive division in the organization. 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 consumers also join self-directed teams for product improvement. Terrill collected the engineer's reports also showed the stacks of paper to the president. He explained which the lack of productivity was a result of excessive paperwork also reporting.

Questions:

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

2. Depended 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?