Analyzing InnovateX's Organizational Behavior Issues | Môn Organizational behavior - Đại học Kinh Tế Quốc Dân

lOMoAR cPSD| 58675420 Cases: LSIC 65
1. What do you think are the problems?
Based on the case, InnovateX is experiencing critical organizational behavior issues that are
affecting employee performance and satisfaction. These problems can be analyzed as follows:
a. Work Overload and Job Stress
As the company grows, employees face increasing workloads and tighter deadlines. This
creates high job demands without necessarily increasing employees’ autonomy or control over their work.
According to Karasek’s Job Demand-Control Model, stress levels are highest when employees
face high demands but have low decision-making authority. This leads to burnout, fatigue, and
absenteeism. Over time, it causes disengagement and turnover because employees feel overworked and powerless.
Why this matters: Overworked employees lose the energy and cognitive resources needed for
high performance and creativity. This directly impacts productivity and increases the likelihood of absenteeism and quitting.
b. Decline in Intrinsic Motivation
InnovateX was initially known for its dynamic and empowering environment. This suggests
employees were driven by intrinsic motivation—working because they found meaning,
enjoyment, or personal growth in the job.
However, with rapid growth and rising performance pressures, the focus may have shifted from
innovation and autonomy to output and deadlines. This shift undermines intrinsic motivation,
as explained by Self-Determination Theory (Deci & Ryan). The theory emphasizes three
psychological needs: autonomy, competence, and relatedness. When these are not met,
employees feel less motivated and emotionally detached from their work.
Why this matters: Without intrinsic motivation, employees do only what is required, not what
is possible. Engagement and innovation decline, affecting the company’s competitive edge.
c. Organizational Culture Shift
Organizational culture at InnovateX once supported creativity, collaboration, and
empowerment. With growth, the culture appears to have changed—possibly becoming more
rigid or hierarchical to cope with operational demands.
Using Schein’s Model of Organizational Culture, we know that culture consists of underlying
assumptions, espoused values, and observable artifacts. If employees perceive that core values
like trust, innovation, or openness are no longer honored, they feel disoriented and disconnected.
Why this matters: Culture acts as a guiding system for behavior. When it shifts negatively,
employees lose trust in leadership, hesitate to take risks, and become disengaged. d. Poor Change Management
The transition from a startup to a larger, more structured organization was likely not managed
strategically. According to Lewin’s Change Model (Unfreeze – Change – Refreeze), successful
change must begin with preparing people, followed by active implementation, and finally
institutionalizing the new state. lOMoAR cPSD| 58675420
InnovateX appears to have skipped the “unfreeze” phase—failing to align employee
expectations with the new organizational demands—resulting in confusion, resistance, and disengagement.
Why this matters: Rapid change without employee buy-in often leads to reduced morale and a
breakdown of commitment to organizational goals.
e. Ineffective Onboarding and Integration of New Employees
Despite hiring new staff, problems persist. This suggests that the onboarding process may be
weak. Organizational Socialization Theory indicates that successful integration requires new
employees to learn cultural norms, expectations, and interpersonal dynamics.
If this process is rushed or neglected, new hires remain disconnected, leading to poor person-
organization fit, limited collaboration, and early exits.
Why this matters: A growing company must maintain cohesion and alignment. Poor onboarding
leads to confusion, low morale, and turnover.
2. Propose solutions to the identified problems
To address these multi-level issues, InnovateX should implement strategic solutions grounded
in OB theory and supported by practical evidence.
a. Redesign Jobs Using the Job Characteristics Model
InnovateX should conduct a job redesign process using Hackman & Oldham’s Job
Characteristics Model, which identifies five core elements: skill variety, task identity, task
significance, autonomy, and feedback.
By creating jobs that are meaningful and empowering, employees will regain control and
purpose in their work. For example, dividing tasks across teams, enabling flexible work hours,
or allowing more autonomy in project execution can reduce stress and enhance motivation.
Why it fits: When jobs are designed to be intrinsically motivating, employees are more likely
to be productive and engaged even during periods of high demand.
b. Rebuild and Reinforce Organizational Culture
Leaders should intentionally re-align the company’s culture with its founding values:
innovation, collaboration, and empowerment. This could include regular town hall meetings,
employee-led innovation workshops, or internal communications that reinforce cultural values.
Drawing from Schein’s Model, leaders should assess current cultural assumptions and take
visible actions that re-establish trust and psychological safety.
Why it fits: A positive, consistent culture fosters loyalty and engagement, helping employees
feel safe, valued, and motivated.
c. Provide Transformational Leadership Training
Managers need to adopt a transformational leadership style, which focuses on inspiring and
developing employees rather than controlling or pressuring them. According to OB research,
transformational leaders enhance intrinsic motivation and promote trust and team cohesion. lOMoAR cPSD| 58675420
Training should emphasize emotional intelligence, active listening, feedback delivery, and vision communication.
Why it fits: Effective leaders can buffer employees from stress, support development, and drive
engagement—even in challenging periods.
d. Introduce a Structured Change Management Approach
Apply Kotter’s 8-Step Change Model or Lewin’s model to manage growth systematically. This
includes establishing urgency, forming a guiding coalition, creating a vision for change, and empowering action.
For example, before implementing tighter deadlines, leadership should explain the business
rationale and involve employees in co-creating solutions.
Why it fits: Change initiatives with employee involvement are more likely to succeed and
generate long-term commitment.
e. Enhance Employee Engagement Strategies
Launch formal engagement initiatives such as pulse surveys, recognition platforms, career
development programs, and social connection opportunities. Implement both hygiene factors
and motivators from Herzberg’s Two-Factor Theory—ensuring fair pay and work conditions,
while also investing in growth, recognition, and responsibility.
Why it fits: Engagement leads to retention, innovation, and sustained performance, especially
in knowledge-intensive sectors like tech.
f. Strengthen Onboarding and Integration Programs
Develop a structured onboarding process that goes beyond paperwork. Include cultural
immersion, mentorship programs, and cross-functional shadowing. This ensures new hires feel
included and quickly aligned with company values.
Why it fits: Strong onboarding builds a sense of belonging and reduces early turnover by
improving person-organization fit.
g. Promote Employee Well-being and Work-Life Balance
InnovateX should invest in mental health support, flexible scheduling, and wellness programs.
These practices align with Human Relations Theory, which stresses that employee well-being is crucial to performance.
Why it fits: Well-being is not just a “perk”; it’s a performance enabler. Healthy employees are
more resilient, focused, and loyal.
h. Use Data-Driven HR Practices
Monitor metrics like turnover rate, absenteeism, and engagement using HR analytics. Identify
trends and take proactive measures to address emerging issues before they escalate.
Why it fits: Evidence-based decision-making reduces bias and increases the effectiveness of HR strategies. lOMoAR cPSD| 58675420 Conclusion
InnovateX’s challenges are typical of startups undergoing rapid scaling. By applying
Organizational Behavior theories—such as Job Characteristics, Motivation, Leadership,
Culture, and Change Management—the company can systematically address its problems. A
balanced focus on structure, culture, and employee experience will not only resolve the current
crisis but also position InnovateX for sustainable growth and innovation in the future.
Based on the given case of InnovateX and using theories and concepts from Organizational
Behavior, below is a detailed, logical, and theory-backed analysis and response to the two questions:
1. What do you think are the problems?
The case of InnovateX highlights several core organizational behavior issues rooted in
structural, motivational, and cultural misalignments due to rapid organizational growth. From
the symptoms presented—decreased productivity, increased absenteeism, higher turnover, and
lack of engagement—we can identify the following problems:
a. Work Overload and Job Stress
As InnovateX grew, the organization imposed tighter deadlines and heavier workloads on
employees. This change has likely led to role overload and role ambiguity, key concepts in
OB that negatively affect job satisfaction and performance. When employees are overburdened
without clear expectations, they experience psychological strain and burnout, which directly
causes absenteeism and disengagement (Maslach’s Burnout Theory).
b. Decline in Intrinsic Motivation
Previously, InnovateX was described as a place with creativity, collaboration, and
empowerment—factors that drive intrinsic motivation, as emphasized in Deci and Ryan's
Self-Determination Theory. However, as pressure to meet deadlines increased, employees
likely lost their sense of autonomy, competence, and relatedness. This decline reduces intrinsic
motivation, replacing a once inspiring work environment with a transactional, output-focused culture.
c. Cultural Shift and Loss of Psychological Safety
Organizational culture is a key determinant of employee behavior and commitment (Schein’s
Model of Organizational Culture). Initially, the company culture promoted innovation and
collaboration, which created psychological safety. With rapid growth, this culture appears to
have shifted toward one of high performance pressure. The lack of psychological safety reduces
employees’ willingness to take initiative or share ideas, contributing to disengagement. d. Poor Change Management
The company seems to have experienced fast-paced change without a structured change
management approach. According to Lewin’s Change Management Model (Unfreeze – Change
– Refreeze), successful change requires preparation and communication. InnovateX’s failure
to unfreeze existing structures and realign employee expectations before implementing
operational changes may have caused resistance and dissatisfaction.
e. Inadequate Onboarding and Integration of New Employees
Although new employees were hired, the ongoing issues suggest a lack of effective onboarding
and team integration processes. Without adequate socialization, new hires struggle to lOMoAR cPSD| 58675420
understand and adapt to the organizational culture, leading to high turnover and limited
engagement (as supported by the Socialization Model and Person-Organization Fit theory).
2. Propose solutions to the identified problems.
To address these interlinked issues, InnovateX needs to take a multi-level, strategic approach
that targets individual, team, and organizational levels. Below are the proposed solutions,
grounded in OB theories and practical interventions:
a. Redesign Jobs and Manage Workload
Apply the Job Characteristics Model (Hackman and Oldham) to redesign work in a way
that enhances skill variety, task identity, task significance, autonomy, and feedback. This can
be done by redistributing tasks, offering flexible working hours, and implementing realistic
deadlines. Reducing job overload will prevent burnout and promote employee satisfaction.
b. Restore and Reinforce Organizational Culture
The leadership must consciously rebuild a strong, empowering culture by revisiting core
values such as innovation, collaboration, and creativity. Leaders should engage in transparent
communication, celebrate team successes, and create forums for employees to contribute ideas
and feedback. This will help reestablish psychological safety and trust.
c. Invest in Leadership Development
Managers and team leaders should be trained in transformational leadership, which
emphasizes inspiring and developing employees rather than merely managing for performance.
Leaders must also be sensitive to employees’ emotional well-being and act as facilitators of growth and motivation.
d. Implement a Structured Change Management Framework
Use Kotter’s 8-Step Change Model or Lewin’s Model to manage organizational transitions.
Clearly communicate the vision behind the changes, empower employees to act on the vision,
and institutionalize new practices by aligning them with performance rewards and recognition.
e. Enhance Employee Engagement Programs
Introduce regular engagement surveys, feedback mechanisms, and action plans to respond to
employee concerns. Provide career development opportunities, mentoring, and job enrichment
to maintain motivation. Based on Herzberg’s Two-Factor Theory, addressing hygiene factors
(e.g., workload, compensation) and enhancing motivators (e.g., recognition, achievement) can boost satisfaction.
f. Strengthen Onboarding and Integration Practices
Design comprehensive onboarding programs that include cultural orientation, mentorship, and
cross-functional team-building activities. Ensure new employees understand the company’s
mission, values, and expectations to foster a strong sense of belonging and purpose.
g. Promote Work-Life Balance and Well-Being Initiatives
Provide support mechanisms such as Employee Assistance Programs (EAPs), wellness
initiatives, and mental health resources. Encouraging work-life balance aligns with the Human
Relations Movement’s emphasis on employee well-being as a driver of performance. lOMoAR cPSD| 58675420
h. Use Data-Driven HR Practices
Leverage HR analytics to monitor turnover trends, absenteeism rates, and engagement scores.
This enables proactive identification of issues and supports evidence-based decision-making. Conclusion
InnovateX’s current challenges stem from the mismanagement of growth and the erosion of a
once vibrant organizational culture. Applying OB theories helps us understand the underlying
behavioral and psychological mechanisms at play. By strategically addressing these problems
with a focus on motivation, culture, leadership, and structural redesign, InnovateX can restore
employee engagement, reduce turnover, and regain its innovative edge. Intake:CLC-65 What is perception?
Perception in Organizational Behavior refers to the process by which individuals interpret and
organize sensory information to produce a meaningful experience of the world. It involves how
people select, interpret, and respond to stimuli based on their own experiences, values,
emotions, personality, and expectations. Perception is subjective, meaning that the same
message or situation can be interpreted very differently by different people.
According to the Perceptual Process Model, perception consists of three main stages: selection,
organization, and interpretation. In an organizational context, this explains why employees may
react differently to the same event or feedback, as their interpretation is filtered through
personal factors such as self-concept, prior experiences, attitudes, and emotional state.
How could understanding perception help the manager provide more effective feedback in this situation?
Understanding perception is essential in managing people effectively, especially when
delivering feedback. In this case, Mr. Minh and Ms. Hoa received identical feedback on their
project management skills. However, their reactions diverged significantly. Mr. Minh
interpreted the feedback as constructive and was motivated to improve, while Ms. Hoa
perceived the same feedback as overly critical and became defensive and demotivated. This
divergence can be explained using several OB concepts.
Firstly, the manager should recognize the role of individual differences in perception. Traits
such as personality, self-esteem, and emotional intelligence heavily influence how feedback is
received. Mr. Minh may possess higher levels of emotional intelligence or a growth mindset
(as described by Carol Dweck), which makes him more receptive to developmental feedback.
In contrast, Ms. Hoa may interpret critical feedback as a threat to her self-worth, especially if
she has low self-efficacy or has previously experienced negative evaluations. This aligns with
Attribution Theory, which explains how individuals attribute causes to behavior. Ms. Hoa may
attribute the feedback to personal failure (internal attribution), whereas Mr. Minh may attribute
it to an opportunity for learning (external or constructive attribution).
Secondly, the manager should apply the principles of perceptual bias and selective perception.
Ms. Hoa may be selectively focusing on the negative aspects of the feedback, filtering out any
positive or supportive comments due to previous experiences or her current emotional state.
The Pygmalion Effect (self-fulfilling prophecy) also suggests that if employees expect negative lOMoAR cPSD| 58675420
outcomes, they may behave in ways that confirm those expectations, leading to decreased performance.
To improve the effectiveness of feedback, the manager must adopt a perception-sensitive approach:
The manager should tailor the delivery of feedback to the individual’s perception and
communication style. This includes using empathic communication, where the manager
acknowledges the employee’s emotions and ensures psychological safety. For Ms. Hoa, the
manager could begin by highlighting her strengths, expressing appreciation for her efforts, and
framing areas of improvement as opportunities for growth rather than failures. This approach
is supported by the Equity Theory, which suggests that employees evaluate fairness not only in
the outcome but also in the treatment they receive during processes such as performance reviews.
Using the Feedback Sandwich Technique—positive, improvement, then positive again—can
also help reduce the perceived harshness of feedback for more sensitive employees. Moreover,
the manager can apply Goal-Setting Theory by involving the employee in setting specific,
attainable improvement goals. This creates a sense of ownership and increases motivation.
The use of active listening and follow-up questions can also help the manager gauge how
feedback is being perceived in real time. For instance, asking Ms. Hoa how she feels about the
feedback, or what support she might need to develop her skills, allows the manager to address
misperceptions immediately and adjust communication accordingly.
Finally, fostering a culture where feedback is regular, developmental, and normalized—rather
than seen as punitive or rare—can gradually change how employees perceive performance
evaluations. This long-term strategy aligns with Organizational Learning Theory, where the
focus is on continuous improvement and learning. Conclusion
Perception plays a critical role in how feedback is received and acted upon. By understanding
the perceptual differences between employees, the manager can tailor communication to ensure
that feedback is both effective and empowering. Recognizing individual differences,
minimizing perceptual biases, using empathetic and constructive communication strategies,
and promoting a culture of learning are all essential in turning feedback into a positive and
productive experience for all employees.
I. Understanding Group Norms and Their Influence on Team Behavior
1. Definition of Group Norms
Group norms are the informal, shared rules and expectations that guide how team members
think, behave, and interact. These norms are not officially written down but develop naturally
over time through repeated team interactions. They help members understand what is
acceptable and what is not, shaping the team culture and creating a sense of belonging and psychological safety. lOMoAR cPSD| 58675420
2. Influence on This Team's Behavior
In this case, the team that Ms. Lan is managing has worked together for many years. Over time,
they have developed strong group norms, such as:
● Slowing down during the last hour of the shift to avoid mistakes
● Avoiding direct feedback in group meetings
● Preferring informal communication with close colleagues
These norms influence their behavior by making the team feel secure and in control. However,
while these norms may support harmony and comfort, they can also reduce productivity and
communication effectiveness. When Ms. Lan introduces changes that go against these norms—
such as speeding up work or encouraging open discussions—the team resists because they feel
their stable way of working is being threatened.
This resistance is a common reaction in teams with strong existing norms. In Organizational
Behaviour, this is explained by social identity theory: the team identifies with their established
way of working, and any challenge to it feels like a threat to their group identity.
II. Strategies to Align Group Norms with Organizational Goals Without Creating Tension
To successfully align the team's group norms with the organization’s goals, Ms. Lan must
approach the situation with sensitivity and strategy. Sudden or forceful change may damage
relationships and increase resistance. Therefore, a gradual, respectful approach that combines
theory and practical leadership skills is essential. The following detailed strategies, based on
Organizational Behaviour theories, can help Ms. Lan guide the team through the process of change effectively.
1. Apply Lewin’s Three-Step Change Model
Kurt Lewin’s model is a widely used framework for managing organizational change. It
includes three stages: unfreeze, change, and refreeze.
Unfreeze: This step involves preparing the team to accept that change is needed. Ms. Lan
should start by building awareness of the gap between current performance and the desired
standard. She can do this in a non-confrontational way by sharing data, giving real examples,
or asking reflective questions like, “What challenges have you noticed at the end of each shift?”
This helps the team see that change is not about blame but about improving results. Creating
urgency, without creating fear, is key.
Change: Once the team understands the need for change, Ms. Lan should work with them to
explore new behaviors and working styles. Instead of giving top-down instructions, she should
facilitate open discussions where the team can suggest small improvements. For example, the
team could decide together to try finishing one extra task in the last hour, or to dedicate five
minutes at the end of each day to peer feedback. This collaborative approach increases ownership and motivation.
Refreeze: After the team starts to adopt new behaviors, Ms. Lan must reinforce them so they
become stable and lasting norms. This can be done through recognition, celebrating small wins, lOMoAR cPSD| 58675420
and embedding the changes into daily routines. Over time, the new habits will replace the old
ones, and the team will start to view them as “the way we work.”
2. Use Participative and Transformational Leadership
Participative leadership involves sharing decision-making power with team members. Instead
of directing every action, Ms. Lan should act as a facilitator, creating space for dialogue. For
example, rather than saying, “We need to stop slowing down in the last hour,” she might say,
“How can we use the last hour more effectively while still maintaining quality?” This approach
shows respect for the team’s experience and encourages them to take initiative.
In addition, Ms. Lan should apply aspects of transformational leadership, which focuses on
inspiring and motivating employees through a shared vision. By communicating the long-term
benefits of higher performance—such as recognition, team pride, or opportunities for growth—
she can help the team connect emotionally with the change, not just logically.
3. Introduce Incremental, Low-Pressure Changes
Trying to change everything at once often causes stress and resistance. Ms. Lan should instead
implement small, manageable changes that allow the team to adjust gradually. Some examples might include:
● Adjusting the last hour of work: Rather than enforcing a faster pace, Ms. Lan could
suggest using that time for light but valuable tasks such as planning, checking quality,
or helping others. This maintains productivity without increasing pressure.
● Encouraging small acts of open communication: She could begin meetings by
inviting short updates or compliments from team members. Over time, this helps build
comfort with speaking in a group setting.
● Setting short-term experiments: For example, trying a new feedback method for one
week, and then reviewing how the team feels about it. If the trial goes well, it can be extended.
By framing changes as “experiments” or “improvements” rather than “rules,” Ms. Lan reduces
fear and increases engagement.
4. Build Individual Relationships and Psychological Safety
According to Leader-Member Exchange (LMX) theory, a leader’s relationship with each
individual team member influences overall group dynamics. Ms. Lan should invest time in
getting to know her team members personally. This means:
● Having one-on-one conversations
● Asking about their work preferences and concerns lOMoAR cPSD| 58675420
● Acknowledging their past contributions
When employees feel heard and valued, they are more likely to trust the leader and accept
changes. At the same time, Ms. Lan should work to create psychological safety—a team
environment where people feel safe to speak up, ask questions, and admit mistakes without fear
of embarrassment or punishment. This will make it easier for the team to shift toward open
communication, which is one of Ms. Lan’s goals.
5. Align Rewards and Recognition with New Norms
People are more likely to repeat behaviors that are rewarded. Ms. Lan can encourage new norms
by linking them to positive outcomes. For example:
● Publicly recognizing individuals who share constructive feedback in meetings
● Thanking the team when they maintain a good work pace at the end of the shift
● Offering small team-based rewards for continuous improvement
Recognition doesn’t need to be formal or expensive. A verbal thank-you or a written note can
have a strong impact. Over time, these positive reinforcements help shift team norms in the desired direction.
6. Co-Create New Team Norms and Document Them
Once the team starts to accept new behaviors, Ms. Lan can invite them to help create a simple
team agreement that reflects both their traditional values and new expectations. This could be
a one-page document that includes:
● How the team wants to communicate
● How they will handle feedback
● How they want to manage time, especially near shift-end
This process helps make the new norms visible, shared, and agreed upon by everyone, which
increases commitment and clarity.
In summary, to help the team adapt without increasing tension, Ms. Lan should combine
practical leadership strategies with a deep understanding of human behavior. By using Lewin’s
change model, encouraging participation, introducing small changes, building trust, and
reinforcing positive behavior, she can gradually shift the team’s norms while maintaining
harmony and respect. These actions will not only improve performance but also strengthen the
team’s sense of belonging and confidence in their new leader. lOMoAR cPSD| 58675420
3. Propose Long-Term Strategies to Sustain Norm Change
In addition to short-term steps like modeling and rewarding behavior, consider adding a long- term view:
● Team Chartering: Ms. Lan could guide the team to co-create a team charter or set of
shared agreements that reflect both old values and new desired behaviors. This helps
institutionalize norm change in a respectful way.
● Ongoing Reflection & Feedback Culture: Suggest implementing regular
retrospectives (similar to Agile teams) where the group reflects not just on tasks but
also on how they work together. This makes norms more visible and consciously shaped over time.
4. Address Ms. Lan’s Role as a Newcomer Leader
This angle was not deeply explored. You could add a reflection on how her position as a new
manager adds complexity, including:
● Leader-Member Exchange Theory (LMX): Ms. Lan needs to build high-quality
individual relationships to gain credibility and trust, which will give her more
influence in reshaping group behavior.
● Trust-Building Phase: As a newcomer, she should spend time observing and learning
the team's dynamics before attempting major changes. Showing respect for the team's
history and listening actively will help reduce tension and position her as an ally rather
than an outsider disrupting the norm.
Suggestion for Additional Paragraph (as an add-on):
Additionally, as a newly appointed manager, Ms. Lan must recognize the
importance of first building relational trust with her team before driving behavioral
change. According to Leader-Member Exchange Theory (LMX), the quality of the
relationship between leader and team members significantly influences employee
commitment and openness to change. By initially focusing on one-on-one
conversations, active listening, and showing genuine interest in the team’s work
culture, Ms. Lan can establish credibility and psychological safety. Once trust is
built, she will be in a stronger position to collaboratively influence group norms
in a direction that aligns with organizational goals. Maria - Leadership
Maria, a newly promoted team leader in a manufacturing company, is facing difficulties
managing a team of experienced employees. In her eagerness to make a positive impact, she
adopts a directive leadership style, emphasizing control, strict guidelines, and close supervision. However,
this approach, while initially well-intentioned, leads to
low morale, frustration, and disengagement among her team members. The situation raises lOMoAR cPSD| 58675420
critical questions regarding leadership style suitability, challenges for new leaders, and how
leadership can be better aligned with team needs
Maria, a newly promoted team leader in a manufacturing company, has encountered
significant challenges while managing a team of experienced employees. By adopting a
directive leadership style — characterized by high control, strict supervision, and clear
guidelines — she unintentionally created a mismatch between her leadership approach and the needs of her team.
I. Advantages and Disadvantages of Directive Leadership in This Scenario
1. Advantages: Structure, Clarity, and Control
Directive leadership, according to House’s Path-Goal Theory, is most effective in situations
where subordinates lack experience or when tasks are ambiguous. It provides:
● Clear expectations: Maria’s use of specific guidelines may help minimize confusion in task execution.
● Strong direction during transitions: As a new leader, having firm control may help
Maria establish authority and signal accountability.
● Short-term productivity alignment: A directive style can ensure that team goals and
outputs meet management’s expectations, especially in the early days of a new leadership tenure.
2. Disadvantages: Low Autonomy and Reduced Motivation
Despite these benefits, the directive style is ill-suited for experienced, autonomous teams.
According to Self-Determination Theory (Deci & Ryan), employees have three core
psychological needs: autonomy, competence, and relatedness. When Maria micromanages, she
inadvertently undermines autonomy, leading to:
● Decreased intrinsic motivation: The team feels distrusted and underappreciated.
● Lower morale and engagement: Employees feel disengaged due to lack of ownership over their work.
● Frustration and resistance: Experienced workers often value self-direction; when
deprived of it, they may mentally withdraw or resist leadership.
● Erosion of trust and team cohesion: Over time, persistent micromanagement can
damage psychological safety, which is vital for collaboration and innovation.
Thus, while Maria's intentions were positive, her leadership style is not aligned with the task
maturity and motivational profile of her team. lOMoAR cPSD| 58675420
II. Challenges Newly Promoted Leaders Face with Experienced Teams
New leaders often face unique tensions, particularly when managing former peers or senior
team members. Maria’s situation reflects several classic challenges discussed in OB literature:
1. Establishing Authority Without Alienation
Maria may feel pressure to “prove herself,” leading to over-control. This is common in
transitions where the leader has moved up from within the team. Role Theory suggests that
Maria is undergoing a shift in role expectations, and this uncertainty can cause her to rely
heavily on formal authority rather than interpersonal influence. To overcome this, she must:
● Build credibility through actions, not titles.
● Use influence tactics such as consultation, rational persuasion, and inspirational appeals
(Yukl’s influence taxonomy).
● Show humility while maintaining clarity about her expectations.
2. Balancing Respect with Assertiveness
Experienced employees often expect mutual respect and decision-making input. A new leader
like Maria may struggle to balance this with her need to assert authority. This creates tension
between task orientation and relationship orientation, as defined in the Leadership Grid by Blake and Mouton. Maria can resolve this by:
● Recognizing the value of expertise within the team.
● Facilitating open discussions rather than issuing directives.
● Delegating responsibility in a way that reinforces trust rather than abdicating control.
3. Managing Role Identity and Emotional Burden
Maria’s internal conflict — wanting to lead well but unsure of how — can cause emotional
strain. According to Emotional Intelligence Theory (Daniel Goleman), a leader must develop
self-awareness and empathy to successfully transition. Without this, she risks misreading the
team’s emotional cues and reacting defensively. To mitigate this:
● Maria can seek mentorship or coaching.
● She can engage in reflective practices to understand the emotional dynamics of the team. lOMoAR cPSD| 58675420
● She should view leadership not just as control, but as guidance, support, and development of others.
III. Adjusting Leadership Style to Better Align with Team Needs
Maria's next steps should involve recalibrating her leadership style to match the team’s
developmental level and motivational drivers. This adjustment can be approached using multiple OB frameworks:
1. Adopt a Participative and Supportive Leadership Style
Based on Path-Goal Theory, Maria should shift toward a combination of:
● Participative leadership, which involves including the team in decision-making,
brainstorming solutions collaboratively, and leveraging team expertise.
● Supportive leadership, where Maria shows genuine concern for her team’s well-being,
is approachable, and creates an emotionally safe environment. These styles will:
● Reinforce a sense of autonomy.
● Encourage creativity and ownership.
● Rebuild morale and re-engage team members.
2. Apply Situational Leadership (Hersey and Blanchard)
This model advises leaders to adapt their style based on the competence and commitment levels
of team members. Given that Maria’s team is highly competent and prefers independence, she should move toward a:
● Delegating approach: high autonomy, low direction.
● Supporting approach: high relational support, low task instruction.
Maria’s role should evolve from "controller" to "facilitator," empowering the team to make
decisions while being available for support when needed.
3. Build Emotional Intelligence and Communication Routines
Maria should focus on improving her emotional intelligence:
● Self-awareness: Recognizing how her leadership style impacts others.
● Empathy: Understanding the frustrations her team is experiencing. lOMoAR cPSD| 58675420
● Social skills: Using feedback sessions, open forums, and one-on-one check-ins to build trust.
Additionally, implementing transparent communication processes such as team
retrospectives, feedback loops, and shared goal-setting sessions can help reset expectations and foster team alignment.
4. Leverage Strengths-Based Leadership
According to the Strengths-Based Leadership model (Rath & Conchie), effective leaders
identify and amplify the strengths of their team members. Maria should:
● Conduct a skills audit to understand individual talents.
● Assign tasks that align with personal strengths.
● Publicly recognize contributions to increase engagement and motivation. Conclusion
Maria’s initial approach of directive leadership, though well-intentioned, misaligned with the
expectations and competencies of her experienced team. Drawing from key OB theories such
as Path-Goal Theory, Self-Determination Theory, Role Theory, Situational Leadership, and
Emotional Intelligence, we conclude that Maria must evolve into a more adaptive and
participative leader. By doing so, she will not only restore team morale and motivation but also
enhance overall team performance and her own leadership credibility. Effective leadership,
particularly in knowledge-intensive or experienced teams, is not about controlling tasks — it
is about unleashing people’s potential. 1. Job Rotation Definition:
Job rotation involves moving employees between different jobs or tasks at regular intervals.
This helps reduce monotony, broadens employee skills, and provides variety. When to Use:
● When employees are becoming bored or disengaged from repetitive tasks.
● To develop a more flexible and cross-trained workforce.
● In training or succession planning, where broader experience is needed. Example:
In a manufacturing plant, workers rotate between assembly, packaging, and quality control
roles every two weeks to keep them engaged and improve their understanding of the entire production process. lOMoAR cPSD| 58675420 2. Job Enlargement Definition:
Job enlargement involves adding more tasks or responsibilities of a similar level to an
employee's current job. This increases the scope of the job but not its complexity. When to Use:
● When employees feel underutilized or bored with limited tasks.
● To make jobs more satisfying without increasing the skill level required.
● When managers want to improve efficiency and reduce downtime. Example:
A data entry clerk who previously only inputted invoices is now also tasked with updating
client records and scanning documents. This makes the job less monotonous while staying within the same skill level. 3. Job Enrichment Definition:
Job enrichment adds more challenging tasks, decision-making authority, and responsibilities
to a job to make it more rewarding and meaningful. It’s based on Herzberg’s Motivation-
Hygiene Theory, which emphasizes enhancing intrinsic motivation. When to Use:
● When employees are ready for greater autonomy and responsibility.
● To motivate high-performing employees.
● When aiming to improve engagement, innovation, or leadership potential. Example:
A customer service representative is given the authority to resolve certain complaints without
managerial approval and is assigned to lead a small project to improve response times. This
increases their sense of ownership and purpose. lOMoAR cPSD| 58675420