The ever-changing environment which surrounds today’s organizations requires leadership positions to possess a full comprehension of the problem-solving process. The vast array of issues existing in the environment creates the need for first defining the essence of leadership. Leadership is in part defined by the process of identifying opportunities and solving problems (University of Phoenix, 2006). However, McShane and Von-Glinow (2005) provide a more intensive definition by stating, “leadership is the ability to influence, motivate, and enable others to contribute to the effectiveness and success of the organizations of which they are members” (Chap. 14, p. 416). Furthermore, Fred Fiedler and associates created a contingency model that rates leadership effectiveness by matching the competencies of leadership to a specific issue or opportunity (McShane & Von-Glinow, 2005) In summation, the Fiedler contingency model focuses on “managing” people and tasks but fails to clearly address the changes in organizational culture required for leading problem-solving efforts in today’s organizations. Clearly, a substitute method of leadership is required that will address the issues of today but also capitalize on the opportunities of tomorrow.
Intersect Investment Corporation (IIC) is an organization in need of alternative leadership processes. Frank Jeffers has been the Chief Executive Officer of Intersect Investment Corporation for the last twenty five years. Frank has lead change successfully in the past and is well respected by his peers. Recently, Frank has named a new Executive Vic President of Sales and Marketing, Janet Angelo. One of Janet’s most recent accomplishments includes implementing a “customer intimacy” model at two other companies. Although Janet has a proven track record as the newest member of the leadership team, most of the senior leaders have been with IIC for a loyal fifteen years.
Until recently, IIC has rated in the top three of the...