Read the entire case study and answer the (3) questions that immediately follow it.

368 Part Four  Leading: Mobilizing People

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you would be willing to work two extra days per week for a
month. After you explained that you could work only your
usual three days per week due to college and other commit-
ments, your boss threatened to cut your hours indefinitely.
Given how much you need the money, you grudgingly
agreed to work the two extra days per week.

Your manager is using _____ power to persuade you
to work the two extra days per week.

Scenario #3:
Assume you were recently promoted to assistant man-
ager of the bank in your hometown. You are friends with
the employees who now report to you. You notice that they
still treat you like a buddy and do not seem to respect you
in your new role. You decide that it will be in everyone’s
best interest if you assert yourself by reminding them that
you are now their manager (and not their buddy). This is a
challenging transition, but you feel the need to have their
respect now that you are the manager.

You are using _____ power to encourage employees
to respect you in your new role as assistant manager.

Scenario #4:
Assume you are an experienced marketer of outdoor
adventure trips. You recently changed jobs. While working
for your previous employer, Outdoor Adventures, you cre-
ated several successful marketing programs that resulted

in a 30 percent increase in sales over a three-year period.
Now that you recently joined Eco Tours & Adventures, none
of your co-workers knows the extent of your marketing
knowledge. Your goal is to increase your power within the
company. You decide to develop a really impactful and cre-
ative marketing campaign unlike any used by Eco Tours &
Adventures in the past.

You are using _____ power to increase your influence
at Eco Tours & Adventures.

Scenario #5:
Assume you are a salesperson and just found out that your
organization’s largest client is thinking about moving its busi-
ness to one of your competitors. If this happens, you will lose
about 30 percent of your commission this year, not to men-
tion the loss of revenue to your company. You decide to rush
over to see your contact at the client company. You spend
two hours listening to why the client might leave and ask
repeatedly what your company can do to make things right.
You are nervous, but still use your charm and sense of humor
to convince your contact that you and your company deserve
one more chance. Your contact agrees to get you a meeting
with the CEO and to put in a good word for your company.
She says she is doing this because she likes you (profession-
ally) and doesn’t want to see you lose the business.

You are using _____ power to convince your contact
that you and your company deserve another chance.

Josh Breitt, Rachel Starr, and Justin Diamond started an
advertising agency to serve the needs of small businesses
selling in and around their metropolitan area. Breitt contrib-
uted clever ideas and a talent for writing scripts and woo-
ing clients. Starr brought a wealth of media contacts, and
Diamond handled the artwork. Their quirky ad campaigns
soon attracted a stream of projects from car dealers, com-
munity banks, and a carpet store. Since the agency’s first
year, these clients have kept the bills paid while the three
win contracts from other companies. Breitt, Starr & Diamond
(BS&D) prospered by helping clients keep up with the times,
and the agency grew to meet the demand, adding a book-
keeper, a graphic artist, a web designer, two salespeople, a
social media expert, and a retired human resource manager,
who works 10 hours per week.

As the firm grew, the three partners felt they were con-
stantly being pulled away from their areas of expertise to
answer questions and solve problems about how to coordi-
nate work, define jobs, and set priorities. They realized that
none of them had any management training—and none of
them had ever wanted to be a manager. They decided to

hire a manager for a position they would call general man-
ager of operations. That person would be responsible for
supervising the employees, making sure expenses didn’t go
over budget, and planning the resources (including people)
needed for further growth.

The partners interviewed several candidates and hired
Brad Howser, a longtime administrator for a four-physician
medical office. Howser spent the first few weeks quietly
studying BS&D’s financial data and observing employees
at work. Then he became more outspoken and assertive.
Although the partners had never cared to monitor what
time employees came or left, Howser began requiring
all employees to start by 9:00 each morning. The graphic
artist and one of the salespeople complained that flexible
hours were necessary for their child care arrangements, but
Howser was unyielding. He also questioned whether the
employees had been shopping carefully for supplies, indi-
cating that from then on, he would be making all purchases,
and only after the employees submitted their requests on a
form of his design. Finally, to promote what he called team
spirit, Howser began scheduling weekly Monday-morning

Concluding Case
B R E I T T, S TA R R & D I A M O N D L L C

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Leadership  Chapter 12 369

staff meetings. He would offer motivational thoughts based
on his experience at his previous job and invite the employ-
ees to share any work-related concerns or ideas they might
have. Generally, the employees chose not to share.

Initially, the partners were impressed with Howser’s vigor-
ous approach to his job. They felt more productive than they
had been in years because Howser was handling employee
concerns himself. Then the top salesperson quit, followed
by the social media expert. The bookkeeper asked if she
might meet with the partners. “Is it something you should be
discussing with Brad?” Rachel asked her. The bookkeeper
replied that, no, it was about Brad. All the employees were
unhappy with him, and more were likely to leave.

D I S C U S S I O N Q U E S T I O N S

1. Assume that hiring a general manager of operations
was a good idea. What leadership style would be most
effective in this position? Why?

2. What leader behaviors did Brad Howser exhibit? How
well did they fit the needs of the ad agency?

3. Consider your own leadership style. What are some
of your tendencies, and how might you change your
perspective?

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• PART FOUR: LEADING: MOBILIZING PEOPLE

CHAPTER 12: Leadership
Concluding Case

Runninghead: BREITT, STARR & DIAMOND CASE STUDY 1

Breitt, Starr & Diamond Case Study

Tony Archuleta-Perkins

New England College

BREITT, STARR & DIAMOND CASE STUDY

2

Abstract

Transformational leadership approach would be the best solution for Breitt, Starr & Diamond

LLC.

The three founders never wanted to be leaders, they wanted to focus on their creative

expertise. The four behaviors that define transformational leadership exemplify the culture need

at Breitt, Starr & Diamond LLC. The newly hired general manager, Brad Howser followed an

authoritarian leadership model. This approach was upsetting with the existing team, as they were

not included in paradigm shift of leadership and strategy of the company. Howser’s approach to

leadership was also transactional in nature. This approach was very efficient financially and was

the first to launch internal controls. In the beginning of my own career, I would consider myself

a Country Club Manager, as I wanted to please everyone. Over the years, I have to learned to

transform into Team Management approach.

Keywords: leadership, culture shifts, paradigms, behaviors

BREITT, STARR & DIAMOND CASE STUDY

3

Transformational leadership would be the best approach for the case study of Breitt, Starr

& Diamond LLC. The company was formed with the three of them, each bringing their

specialized creative expertise. The agency had grown so much that it required hiring of seven

new employees to help sustain the growth of the business. The foundation of the business is that

of small, creative, open, trustworthy work environment.

“Transformational leaders transform the personal values of followers to support the

vision and goals of the organization by fostering an environment where relationships can be

formed and by establishing a climate of trust in which visions can be shared” (Stone, Russell, &

Patterson, 2004). In 1991 it was established by Avolio four primary behaviors that constitute

transformational leadership (Avolio, Waldman, & Yammarino, 1991):

1. Idealized influence.

2. Inspirational motivation.

3. Intellectual stimulation.

4. Individualized consideration.

“Leaders are being driven into unfamiliar territory where change remains the only

constant” (Sarros & Santora, 2001). This was the exact predicament that Josh, Rachel & Justin

found themselves in before deciding to hire Brad Howser, their new General Manager.

Regarding the leadership grid, Howser followed the Authority Compliance (Bateman,

Snell, & Konopaske, 2019). This methodology proved to be good for the firm regarding

efficiencies, operations and potentially cost savings. Unfortunately, the negative impact upon

the firm was the lack of regard, or empathy towards the employees. Two confirmed

resignations and one more on the way is a sure tale sign of potentially not the best leadership

move.

BREITT, STARR & DIAMOND CASE STUDY

4

Transactional leadership would be another methodology that Howser followed. This was

show by his actions of keeping to strict schedules, controlling the manner in which supplies

were ordered by his custom designed form. All signs of good internal controls, but at what

costs?

H. James & Voehl describe the required essentials needed to move forward with a

cultural change management (CCM) process:

• Change should be embraced as the all employees’ culture and not only the top

management’s vision or desire.

• Change should be considered in terms of corporate culture and business needs

simultaneously.

• The core part of any CCM effort is to have a management transformation strategy.

• People will not change unless and until they are psychologically ready to

withdraw from their current daily habits (H. James & Voehl, 2015).

In the case of Breitt, Starr & Diamond, these crucial steps were not taken. Howser was being a

good leader, but perhaps was acting in a silo and was not getting the leadership team involved,

nor was he getting the team involved. Thus, created a hostile environment between the founders

and their employees.

“In becoming a leader, it is essential that you take on the role in ways and practices that

you can be comfortable with” (Canning, 2016). These words sit very personally with the author

of this case study. In my career, I have been able to mold my leadership style to one that is more

effective. In the beginning, I would certainly classify myself as the Country Club Leader

(Bateman, Snell, & Konopaske, 2019). As of now, I have been able to transform my style to that

of Team Management (Bateman, Snell, & Konopaske, 2019). Per Rego, Pereira Lopes &

BREITT, STARR & DIAMOND CASE STUDY

5

Volkmann Simpson the Leadership Grid they established would mimic of Bateman et al. The

categories I would certainly classify as under Rego et al would be Authentic and Machiavelically

Authentic, respectively (Rego, Pereira Lopes, & Volkmann Simpson, 2017). Essentially, my

style is one that I will get the global strategic picture accomplished, but able to guide the team to

get the details delegated appropriately.

BREITT, STARR & DIAMOND CASE STUDY

6

References

Avolio, B., Waldman, D., & Yammarino, F. (1991). Leading int he 1990s: the four Is of

transformational leadership. Journal of European Industrial Training, Vol. 15 No. 4, pp.

9-16.

Bateman, T. S., Snell, S. A., & Konopaske, R. (2019). Management: Leading & Collaborating in

a Competitive World. New York: McGraw Hill Education.

Canning, B. (2016). Define Your Leadership Style. MotorAge.Com, pp. 8-9.

H. James, H., & Voehl, F. (2015). Cultural Change Management. International Journal of

Innovation Science, Vol. 7 No. 1, pp. 55-74.

Rego, P., Pereira Lopes, M., & Volkmann Simpson, A. (2017). The Authentic-Machiavellian

Leadership Grid: A Typology of Leadership Styles. Journal of Leadership Styles, Vol. 11

No. 2, pp. 48-51.

Sarros, J. C., & Santora, J. C. (2001, July). The transformational-transactional leadership model

in practice. Leadership & Organization Development Journal, Vol. 22 No. 8, pp. 383-

393.

Stone, A., Russell, R. F., & Patterson, K. (2004). Transformational versus servant leadership: a

difference in leader focus. Emerald Insight, Vol. 25 No. 4, pp. 349-361.