Problem-solving case study

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QUESTION
 
After weeks of self-discovery, we now move to application and exploration in a group context. The purpose of the group problem-solving case study is to demonstrate your critical thinking, problem-solving, and analytical skills by applying key concepts and learning (in the areas of leadership theories, teamwork, individual leadership styles, problem-solving, and more) to a “real-life” leadership example.
You are challenged to work in teams of four to explore how the case study (The 1996 Everest Tragedy) unfolds in terms of the context, leadership challenges, leadership theories, leader/follower behaviours (considering potential strengths, MBTI, values, EI) and arrive at insights that relate not only to the case in question but also, and more importantly, relate those insights to leadership challenges that you may have in future workplace situations.
2. Key Decisions and Actions
3. Application of Theoretical Constructs
4. Identification and Analysis of Leadership Issues
5. Group Reflection: Key Learnings and Application to Alternative Contexts
Consider the three main sub-headings when considering the deliverables:
1. Context:
Applying relevant leadership perspectives, provide a detailed description and analysis of the Mount Everest Tragedy context, including the following:
a) What organizational metaphor would you use to describe the structure of the companies? Explain.
b) Describe the situation during the climb. What happened? Mount Everest Tragedy – Pre-climb, Ascent, and Descent.
c) Discuss the Key Players – Who are they? What role(s) do they play? What do we know about them? Use relevant leadership theories to support your ideas. e.g. What were the leadership styled of both leaders? What do you know about the followers? Who are they?
2. Key Decisions and Actions:
a) Key decisions: As part of the analysis of the context, identify the key decisions and actions of each of the key players in the case. Identify how each of these decisions may have influenced the outcome for all involved. Apply relevant leadership theories that were discussed during the semester. As part of the analysis of the key decisions and action steps, apply and explore the theoretical constructs introduced in the course to date. Some of these may include; Motivation, Contingency theories, Followership, Communication, Strengths, Values, MBTI, EQ-i, 21st-century leadership to name a few. Utilize specific examples from the case to explore the theories applied and their potential impact.
b) Identification and Analysis of Leadership Issues : As a part of the key decisions and actions identify and explain the leadership issue(s) and/or problem(s) that influenced the outcome of the case. What were they, and why and how did they influence the outcome? Consider how the decisions that were made might have influenced the outcome of the climb (you can hypothesize about why these decisions were made). Apply theoretical constructs to support your ideas.
c) Outcome: Identify and explain how the leadership issue(s) and/or problem(s) influenced the outcome of the case.
3. Outcome
If you could re-imagine the case, what might have been done differently? How might these differences have made a difference? Explain.
As part of the analysis apply and explore the theoretical constructs introduced in the course to date to support your ideas/claims. Some of these may include; 21st-Century Leadership, Emerging Leadership Perspectives, Followership, Communication, Strengths, Values, MBTI, and EQ-i to name a few.
4. Group Reflection: Key Learnings and Application to Alternative Contexts
Consider your experience and learning as you explored the case study. Refer to the case and your own work and learning together as a group while solving the case. Some questions to consider are (but not limited to):
• What have you learned as it relates to teamwork, leadership, followership?
• How did you operationalize your group contract?
• What happened as you worked together?
• How might your key learnings (about the case, and your experiences as a group) be applied in the future in alternative/different leadership contexts or when you are leading a team in the future?
 

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