Review the case of the Greenhill Community Center. Drawing on the Organization Theory materials covered in this class, identify and discuss the issues during the leadership change at the organization. Could the new Executive Director have done anything differently? Provide your recommendations on what the new Executive Direction needs to do now to move the organization forward.
You may organize your analysis of the case study according to the following questions.
A. Leadership. The new Executive Director (ED), Leslie, is confronted with some challenges early on.
To what extent does the legacy of the former ED limit Leslie's ability to establish her leadership at the community center at the beginning of her tenure?
To what extent does the ED hiring process or the 6-month ED performance review negatively affect her relationship with the staff?
To what extent does the sexual abuse case demonstrate Leslie's leadership in managing a crisis situation?
Generating revenue is the new ED's early priority. Does she have much success in this area? What are some negative consequences of making finances the top priority on programs and cultivating ED-staff relationship?
The new ED envisions a planning process to move the organization forward. What are the benefits and drawbacks in conducting a strategic planning process in the near future? Is the board and the staff ready for it? If not, how may the ED prepare the board and the staff for it to take place at a later time?
B. Structure, Professionalization, Leadership. The new ED attempts to professionalize the organization.
What are the personnel issues she is concerned about?
How does she approach formalizing the personnel policies? Is it a tops-down or participatory approach?
What are the results her approach?
Could she have done anything differently to have a better outcome? Is her pace of formalizing personnel policies appropriate for the community center?
What would you recommend the new ED do next to address the part time vs. full time issue in the personnel policy?
C. Structure, Communication, Working Relationship, Leadership. The organizational structure (Exhibit 3 in A) defines the formal Board-Staff relationship via the Executive Director. Examine the Board-staff communication and working relationship throughout case A & B.
What is the dominant Board (and personnel committee) view on board trustee-staff relationship?
Is this view in 1. shared by the Program Directors and Staff? How do they see their relationship with the board (and personnel committee members)?
What is Leslie's view on her staff's working and communicating with the board?
Identify the situations where the board and staff communicate or work together. To what extent is Leslie able to exert her influence in each of the situations of these Board-staff interactions? What impact do these interactions have on her leadership position (e.g. strengthened, weakened, ... neutral)?