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Olivia Brookshire

Dr. Henry

OGL 300

November 30, 2018

WEAA Case Leadership Theory Analysis

In 2007, Corin Fiske, newly appointed director of news and public affairs at Baltimore’s

Morgan State University radio station, WEAA, had high hopes for her new position. However,

she quickly became aware that she had just stepped knee-deep into a hot, sticky, chaotic mess.

Fiske drafted a list of concerns and changes to implement at the station but unfortunately, none

of them have been put into action despite her acclaimed leadership capabilities. By adopting the

leadership styles featured in Northouse’s Theory and Practice of Leadership, she can accomplish

these long-time goals; finally putting them into action. The best leadership styles that Corin

should utilize at WEAA are transformational leadership coupled with servant leadership,

adaptive leadership, and situational leadership. Drawing from other styles such as team

leadership, leader member exchange theory, while staying mindful of gender and cultural issues,

Corin can give herself and team a complete makeover. Transformational leadership will set the

tone for her course of action as she leads by example with humility and inspires action, servant

leadership will connect Corin and her staff to their community, reminding them of a greater

purpose, adaptive leadership will help her see the bigger picture and learn how to distribute

work, and situational leadership will help her assess, diagnose, and meet the needs of each

individual volunteer so that WEAA can become the heart of Morgan State University and a

staple in the community (Foster).

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The overall outstanding problem that is plaguing the success of Corin and WEAA is the

incapability, irresponsibility and disinterest from the volunteers coupled with Corin’s inability to

adapt or support their different needs. While it is easy to point fingers at one party, this dilemma

comes from both the leader and the followers. The volunteer’s lack of skills slows down every

part of WEAA and prevents them from moving forward. Corin herself stated that many

volunteers had never been trained, and it was her job to ensure they were qualified (Foster). The

lack of skill translates to the volunteers’ consistently late arrivals and no-shows; an embarrassing

ritual for WEAA. The station is forced to air re-runs; losing credibility and preventing

connection in the community. In addition, their frequent call-outs reflect the volunteer’s

disinterest and lack of passion, a very powerful necessity especially in volunteer-based business.

However, the volunteers are not receiving anything in return and have not been provided a safe

space or proper tools, so they have no incentive to do their best. In addition, one of the show

hosts, Ed Ziegler, made his show overly opinionated and proceeded to argue with his boss when

she called him out on it, portraying the lack of respect for the station and its authority (Foster).

On the other hand, Corin should have maintained professionality and found a way to get across

to Ziegler or compromise without losing her cool. This show alone was an embarrassing glimpse

of the unprofessionalism at the station. These low-quality volunteers force Corin to take on much

more than she can handle, leaving her with “12 to 13-hour days” and “missed opportunities”

(Foster). However, Corin should be conscious of the amount of work she is taking on and

forecast its unhealthiness on herself and her team. Leaders cannot successfully lead when they

are frying themselves and taking the jobs of others. Corin needs a team of leaders who can

reverse the lack of consistency, relieving her from the many hats she has to wear in this current

state.
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Darwin Smith, CEO of “leading consumer paper products company” Kimberley Clark,

attributed his renowned success by always “trying to be qualified for the job”, no matter what

level position he held (Collins). Having this humility and goal-focused point of view is what

rocketed Smith from meek to monstrous – outperforming companies like Coca-Cola and General

Motors (Collins). In the case’s introduction, Corin boasts about her abilities and glorifies her

greatness. This egotistical attitude may be the reason Corin is experiencing a lack of human

connection and participation from her volunteers. Her self-praise and coaching style of

leadership could be a barrier for volunteers who feel inadequate themselves. Although

confidence is key, Corin should balance level 5 leadership and the humility and will model by

“demonstrating a compelling modesty while never being boastful” (Collins). Humility gives a

mystical air about leaders; it makes them seem exclusive, special, or other-worldly (Collins).

Transformational leadership is a necessary asset to set the tone for Corin’s new plan at WEAA.

Transformational leadership is primarily concerned with changing the “emotions, values, ethics,

standards and long-term goals” that will help develop followers while “assessing their motives,

needs, and treating them as full human beings” (Northouse). Corin must lead by example and

demonstrate the correct morals and values to pass on to her followers. This will give Corin the

power to welcome both technical and human changes and emphasize the connections she has

with followers; “raising motivation and morality in both leader and follower” (Northouse).

Idealized influence describes leaders “who act as strong role models for followers” who hold

very “high standards of moral and ethical conduct who can be counted on to do the right thing”

(Northouse). Idealize influence is a transformational tactic that will magnify her likability as she

will not be seen as selfish or egotistical, but selfless and powerful, as followers will look up to

her and her morals (Northouse). In addition, inspirational motivation, another transformational
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technique, “inspires followers through motivation to become committed to and a part of the

shared vision in the organization” (Northouse). Motivation is the drive that will boost skill and

deter call-outs. Corin needs to meet with her fellow leaders to reemphasize the goal of WEAA:

to bring the community together. In Simon Sinek’s Ted Talk “How Leaders Inspire Action” he

states that “people don’t buy what you do - they buy why you do it”; arguing that when a

company primarily markets itself through its “why” or purpose, they engage more strongly with

consumers because they are an inspiring company (Sinek). Strangely enough, it’s less about the

product and more about the purpose behind it. Bringing a purpose to WEAA will help staff,

volunteers, and listeners alike be more passionate about what they’re doing; allowing everyone

and everything to operate more harmoniously. By creating a small catchphrase or sound that can

be played regularly on air, listeners and volunteers alike will regularly be reminded of what

WEAA is all about, and why they are doing what they are doing. Corin can create incentive for

the reward-less volunteers reflecting on her days as a volunteer at United Way and bribe her

volunteers to engage more through transformational leadership factors like contingent reward;

“an exchange process between followers and leaders in which effort by followers is exchange for

specified rewards” (Northouse). For example, Corin can bargain with followers and hold special

appreciation dinners for followers that complete specified tasks, put in a certain number of hours,

or come up with innovative ideas. Corin can use her many connections to hold raffles in which

eligible volunteers drawn at random win a gift certificate or prize. To motivate followers

amongst their peers, staff can hold “volunteer of the quarter” nominations, where each quarter

everyone votes on a volunteer who has gone above and beyond to win a donation-based prize

and plaque of recognition. Similarly, servant leadership is a behavior that can be adopted by

leaders and followers alike, reminding them to serve first. Servant leadership in the leader’s
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sense emphasizes “putting followers first, empowering them, and helping them develop their full

personal capacities, while serving the greater good of the organization and community at large”

(Northouse). One of the servant leader characteristics Corin can use to her advantage is listening.

When Ed Ziegler confessed his admiration for Rush Limbaugh, Corin could have taken note of

that and used it to encourage him and his future work, rather than shutting him down completely

(Foster). Secondly, Corin must use awareness to be in tune and receptive to the “physical, social,

and political environments” of her followers (Northouse). Doing this will allow her to step aside

and see things in the greater context of the situation like the “get on the balcony” technique in

adaptive leadership (Northouse). Corin can use this learned behavior to remind herself to put

followers first, while followers can use this behavior to remind themselves to put the community

first. Servant leadership adds purpose to work; motivating and sustaining the organization

(Block). Having a healthy team who aims to serve one another will eliminate stresses in problem

solving and the creative process. All of these tools will help Corin and her team complete her

goal of establishing core values and standards; the roots of WEAA.

While transformational and servant leadership prepares the heart and soul for change and

work, adaptive leadership takes action. It is a more technical style of work focusing on problems

and solutions. Like the prompt hinted, WEAA is going to experience a crash and burn if

something doesn’t change. Change requires adaptive leadership so that leaders and followers

alike can bravely welcome the new circumstances, with leaders clearly guiding followers and

adapting to the new changes (Northouse). To begin, the “get on the balcony” approach will help

Corin remove her self for a moment so that she can execute decisions with a clear head; seeing

the big picture and addressing main concerns first (Northouse). She can maintain productive

levels of stress by following adaptive leadership tactics and creating a holding environment,
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providing direction, regulating personal distress, and giving the work back to the people

(Northouse). WEAA has communicated to the volunteers that they are not worthy or qualified

enough to have their own space. The volunteers have no offices or provided materials to

complete their work (Foster). They don’t even get paid anything that could potentially be

reinvested into their needed materials. Corin should use her title and experience to make the most

of her connections to provide a physical, safe environment for volunteers to enjoy. Whether it be

a space provided by the University, or a local coffee shop that provides Wi-Fi and discounts to

WEAA volunteers, “creating a holding environment allows a leader to regulate the pressure

people face when confronting adaptive challenges”. Corin noted that Razan’s apparent

ownership of a long running WEAA show “illustrated the vulnerability of the station when

policies and expectations are unclear” and that there was a “lack of consistency in programming

standards” (Foster). Clarity in the workplace reduces stress and avoids potential chaos. Corin and

her staff should draw up a code of conduct, perhaps with legal assistance, so that direction is

provided, a staple of adaptive leadership. Also, Corin must make herself available to support

others as they do the work they need to do, as she collaborates with the followers on problem

solving. To make herself available, she needs to “give the work back to the people”, since she is

too busy to even answer her phone right now (Northouse). Followers are more invested in their

work when they feel that they contribute to the problem-solving process, rather than simply a

pawn in the game (Northouse). Corin has taken the place of the diminisher; being overly

directive and robbing volunteers of participation (Rao). Corin can start by assigning one small

task to each volunteer. By taking note of who finishes quickly and thoroughly, she can invest her

trust into those golden volunteers and slowly assign more tasks to them. Through time she will

see the strengths and weaknesses of the volunteers and be able to assign them work that brings
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out their best; building trust and empowering along the way. This will create a volunteer

inclusive “in-group” as the current in-group at WEAA only consists of upper staff. In-groups and

out-groups create healthy competition in organizations as it motivates members of the in-group

to “do more than is required in their job description and look for innovative ways to advance the

group’s goals” (Northouse). In turn, “leaders give them more responsibilities and opportunities”,

their time, and support. On the other hand, “out-group members operate strictly within their

prescribed organizational roles”, doing what is required and nothing more. Leaders do not give

them special attention. This factor of leader member exchange theory highlights the “importance

of communication in leadership” which is “characterized by mutual trust, respect, and

commitment”. LMX theory will also benefit Corin as it is “a good reminder for leaders to be fair

and equal in how they approach each of their followers”. These tactics will help Corin achieve

her goals of strengthening the relationship with the University, strengthening content, and

establish ownership of programs by using the power of position (Foster).

Adaptive leadership will help Corin as she follows the situational leadership model so

that she can recognize her volunteers many different needs. Situational leadership will help Corin

diagnose her volunteers current abilities and drive, and help develop them in areas they need

(Northouse). The situational leadership model is a visual chart that depicts what types of

leadership behaviors are needed for what level development of follower, and how much of each

to enforce (Northouse). Following Blanchard’s situational leadership model, Corin can visually

determine where her volunteers are currently at and see what steps both she and they can take to

further their development, giving them a sight into the future and providing hope (Northouse).

We have seen that Corin’s leadership styles are highly directive and lowly supportive, as she

hammers the volunteers about tasks and duties but has not established a support system (Foster).
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Based on the situational approach and the evidence of lack of dedication, time management, and

skill, we can classify most volunteers as D2, low competence and low commitment (Northouse).

According to the model, her volunteers will benefit best from a highly directive and highly

supportive behavior, as she will “coach” them to learn and support them emotionally

(Northouse). Corin already has the directive part down; if she can master the supportive aspect,

she will have blossomed into the perfect leader for WEAA. Similar to the Situational Leadership

model, McGrath’s Critical Leadership Functions is another visual aid that follows team

leadership theory and helps “determine whether and how to intervene to improve team

functioning” by making decisions in regard to monitoring or taking executive action in internal

or external environments (Northouse). This four quadrant model will aid Corin as future

problems arise as it illustrates potential actions. In addition, Corin must consider the socio aspect

of leadership since “globalization has created a need to understand how cultural differences

affect leadership performance” (Northouse). As a leader, Corin must consider gender, as to

“fulfill the promise of equal opportunity by allowing everyone the possibility of taking on

leadership roles” while simultaneously denying gender stereotypes, making it “easier to find

talented people and facilitating greater levels of organizational success” (Northouse). Adler and

Bartholomew stated that leaders “need to learn to relate to people from other cultures from a

position of equality rather than cultural superiority” (Northouse). Corin must build relationships

with her followers and learn about their cultural backgrounds to better understand and serve them

(Northouse). These theories and examples will help her be able to distribute responsibilities to

capable volunteers, giving them confidence and excitement, and help the lower developed

volunteers grow, while problem solving correctly. Adaptive leadership will also help achieve her

goals of developing volunteer curriculum, career development workshops and developing a

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volunteer appreciation awards ceremony, as she will better connect and understand her followers

(Foster). This also ties in with both transformational, servant, and adaptive leadership because

she is modifying her skills to fit the needs of the volunteers, putting them first. When the

volunteers are competent in their job, feel taken care of, and are excited and motivated about the

station and it’s future, WEAA will finally begin to see success.

Though it may seem that this solution is complex, the problem itself is complex,

requiring numerous leadership behaviors to pull all the strings together. Drawing greatly from

transformational, servant, adaptive, and situational leadership skills, Corin can ground herself in

these styles so that she is structured; she must become the backbone of WEAA so she can be

rooted in her techniques as problems come and go. Leading by example will translate Corin’s

morals to her volunteers as they work to bring pride and originality to their community With help

from styles such as leader membership theory and team leadership, while simultaneously staying

conscious of gender and cultural aspects, Corin can take the reigns at WEAA and revolutionize

the station into a professional, cutting-edge organization that draws future students to Morgan

State University, remains a fond memory for alumni, and serves as the foundation of the

Baltimore community.
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Works Cited

Block, Peter. Stewardship: Choosing Service over Self-Interest. Berrett-Koehler Publishers, 2013.

Collins, Jim. “Level 5 Leadership.” Harvard Business Review, 2001

Foster, Mary k. “Radio Station WEAA: Leading Change in a Challenging Situation.” Case Research

Journal, 2010.

Northouse, Peter Guy. Leadership: Theory and Practice. SAGE Publications, Inc., 2019.

Rao, M. (2018, June 12). Multiplier instead of diminisher: How leaders can scale employee intelligence

and capabilities. Retrieved November 30, 2018, from https://yourstory.com/2018/06/diminisher-

multiplier-leaders-can-scale-intelligence-capabilities-organisations/

Sinek, S. (Director). (2009, September). How great leaders inspire action [Video file]. Retrieved

November 30, 2018, from

https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en#t-

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