1 answer case below in word doc.
2. Present or Overbearing?”
It is 6:40 a.m. on a Tuesday when Morgan pulls into the parking lot behind Milford Green Grocers. The store is not open yet, but the backroom lights are already on. A delivery arrived early, and the receiving team is behind schedule.
Morgan has been the department manager for just over eight months. Before that, Morgan was the strongest supervisor on the floor: reliable, organized, and fast. Senior management promoted Morgan because the store needed someone who could raise standards and keep operations tight, especially during peak hours.
The store’s operating environment has changed. Customer volume has increased since a nearby competitor closed, and the store has had to hire quickly to keep up. At the same time, corporate leaders have been vocal about maintaining speed, minimizing errors, and avoiding waste. Weekly store reports highlight service metrics and customer complaints. Managers can see their department's performance compared with other stores in the region.
Morgan takes these expectations seriously. “I would rather be a little strict than let us fall apart,” Morgan told a coworker recently.
The Team
Morgan leads a team with very different working styles.
- Danielle has worked at the store for eight years. She knows the routines and can handle busy periods without direction. She is proud of being dependable and often helps others quietly. She is also the type who notices problems early and offers suggestions when she thinks management will listen.
- Chris is a newer full-time employee. Chris wants to do well, but sometimes freezes under pressure. When tasks pile up, Chris becomes unsure what to prioritize.
- Olivia is a part-time student employee. Olivia works evenings and weekends. She is capable and learns quickly, but she values flexibility and hates last-minute changes.
- Ben is a recent hire. Ben is still learning the systems and has made a few mistakes, especially during rush periods.
Morgan believes the department needs two things: clarity and consistency.
Morgan’s approach is to be visible on the floor, check in often, correct problems immediately, and keep people focused on priorities.
Morgan calls it “leading from the front.”
Week One: When It Works
On Tuesday morning, Morgan starts with a quick team huddle.
“Here is what matters today,” Morgan says. “We keep the department stocked, we handle the early rush cleanly, and we stay ahead of the delivery.”
Morgan assigns tasks clearly, checks understanding, and asks Chris to repeat back the priorities.
Morgan pairs Ben with Danielle for the first two hours so Ben can learn routines.
Morgan also walks the floor every twenty minutes.
At 9:30 a.m., Morgan notices Ben stocking the wrong section.
Morgan steps in immediately.
“Stop. This is not correct,” Morgan says. “This goes in Aisle 5. Fix it now.”
Ben looks embarrassed but corrects the mistake quickly. Later, Morgan tells Ben, “I am not trying to be harsh. I am protecting you and the store.”
That afternoon, Chris tells Morgan quietly, “I appreciate the check ins. It helps me stay on track.”
Service is strong. The department hits its metrics. Morgan leaves feeling confirmed: the approach works!
Week Two: When It Backfires
Friday afternoon is different. The store fills with customers. A register closes unexpectedly. The front end calls for help, and two employees from Morgan’s department are asked to step in briefly.
Meanwhile, a customer complains loudly that an item is out of stock. A shipment is late. Danielle is moving fast to cover gaps, and Ben looks overwhelmed.
Morgan tightens oversight.
Morgan starts giving short, rapid instructions.
- “Danielle, stay on stocking. Do not move off task.”
- “Chris, do not guess. Ask me before you do anything outside your routine.”
- “Olivia, you are on customer support, not restocking. Stay where I put you.”
Morgan’s voice is not raised, but the tone is firm and urgent. Morgan checks tasks more frequently and corrects small errors immediately.
At 6:15 p.m., Danielle starts to walk toward the front end to help with a growing line, something she has done many times in the past.
- Morgan notices and says, “Danielle, stop. You are not leaving your area. I need you here.”Danielle pauses. She returns to her station, but her face changes. She stops making eye contact.Later, during a quick break, Danielle says to a coworker, loud enough for others to hear, “I do not know when we decided we cannot think for ourselves.”
- Olivia is frustrated too. Morgan asked Olivia to stay late due to the staffing shift, but Olivia has a class presentation the next morning.“I told you I cannot stay,” Olivia says quietly. “I am not being difficult. I am being honest.”Morgan responds, “I understand, but the store needs you. This is what being part of a team means.”Olivia stays, but her engagement changes. She becomes quiet and does exactly what is asked, nothing more.
- Chris, on the other hand, seems calmer when Morgan takes control. Chris stops asking as many questions and simply follows directions.
After the shift, a customer compliments the department’s speed. But two employees leave visibly irritated. Morgan senses it.
The Conflicting Feedback
The next morning, Morgan receives two pieces of feedback.
First, the assistant store manager says, “Last night was messy across the store. I noticed you kept your department from spiraling. That matters.”
Later that day, Danielle asks to speak privately.
“I have been here eight years,” Danielle says. “I care about this place. But lately it feels like you do not trust me. You are treating me like a new hire. When you shut me down in front of everyone, it made me not want to speak up again.”
Morgan replies, “I was trying to keep control. You cannot just improvise when things are falling apart.”
Danielle responds, “The problem is, it is always falling apart. If you do not let people take initiative, you will be the only person thinking, and that will not scale.”
That evening, Morgan overhears another conversation near the lockers.
“Honestly, I like when Morgan is out there,” Chris says. “At least I know exactly what to do.”
Olivia says, “I do not mind structure. I mind being treated like I have no life outside this place.”
Ben says nothing, but Morgan notices that Ben has been quieter since being corrected in front of others earlier in the week.
The Decision Point
Morgan is now facing a leadership dilemma.
If Morgan stays highly hands on, performance may remain consistent, especially with newer staff. But Morgan may lose experienced employees’ discretionary effort, and the department may become dependent on Morgan’s constant direction.
If Morgan backs off and gives employees more autonomy, experienced staff may re engage and initiative may return. But Morgan worries about mistakes, inconsistency, and losing control during rush periods.
Senior management expects results, and Morgan is still trying to prove the promotion was deserved.
Morgan must decide how to lead next week. Should Morgan stay consistent and “tighten the system,” or should Morgan adapt the leadership approach across employees and situations, even if that feels less controlled?
Case Analysis Questions
Please respond to the questions below. There is no single correct answer. Focus on explaining how you are thinking, not just what you would do.
- How would you describe Morgan’s leadership behaviors in this case, and how do those behaviors shape employees’ day to day experiences? Please use specific examples from the case.
- Why do the same leadership behaviors appear to be effective for some employees but discouraging for others? Please consider experience level, expectations, and situational factors.
- If you were Morgan, what would you change about how you lead the team next week, and why? Please be specific about which behaviors you would adjust and with whom.