50 Case Studies for Management and Supervisory Training

50 Case Studies for Management and Supervisory Training

18

Case 4 (continued)

Approaching the Job of Supervisory Leadership

Peter Gilmore was a capable, energetic manager with the Republic Insurance Company. He began

his career with Republic some 15 years ago, after graduating with an accounting degree from the

night-school program at City University. He was personable, well-liked, and bright.

Peter worked hard and diligently, regularly putting in 10-hour days and work on the weekends.

Because of his dedication, Peter had been rewarded with ever-increasing responsibilities and pro-

motions. He was now serving effectively as the second in command in the Strategic Management

Division.

Peter once summarized his supervisory philosophy and practice in this way: “You know,

every time my boss gave me an assignment, I always worked as hard and as fast as I could to

complete it perfectly and on time. I expect the same from my subordinates: If I give them some-

thing to do, I expect the same from them—it should be done correctly and on time. I can’t take

time to check up on them or see if they are doing it.”

Peter’s management practices were good to his word: He delegated projects easily and would

expect them to get done. When he handed out an assignment, he didn’t expect to have to deal

with it again until the employee brought back the completed task within a reasonable time.

CASE QUESTIONS

1. For this type of supervisory leadership to work successfully, what kind of

relationship must Peter Gilmore have with his subordinates? What

characteristics must the employees possess?

2. What kind of problems, if any, might you expect from this kind of

supervision?

3. What general kinds of supervisory actions should Peter be taking?