Leadership Process Case Study: Fortuga Vs. Jeffers

Fortuga Artisans: Assessment Plan

After thirty years as Chief Executive Officer (CEO) at Fortuga Artisans, Peter Fortuga is retiring from the company he started to manufacture home decor. As a result, the company conducted an extensive search and found an ideal candidate Doug Jeffers. However, two years into his tenure as CEO Jeffers and Fortuga experienced a high turnover rate with numerous key resignations. During a resignation of his executive assistant, the employees and managers at Fortuga determined Jeffers is the cause of the organizational concerns. Consequently, Jeffers became introspective, and he questioned his ability to lead. In fact, Jeffers would be astute to conduct a personal assessment of his leadership style, capabilities,

and expanses of apprehension. In this case, Fortuga would be prudent to establish an evaluation plan and implement changes within the company. A healthy plan commences with the organization conducting a self-assessment, exploring their mission statement, considering the competencies of leaders, establishing leadership role models and mentors, conducting training, and soliciting feedback (Leadership Development Action Plan Template, n.d.). Ultimately, the assessment should be meaningful, manageable, measurable, and sustainable while providing action steps of what needs to be accomplished to mitigate the impact of incompetent leadership.
Employee Feedback and Performance Metrics Data
Although beloved in his community for his philanthropic endeavors, the staff, and artists at Fortuga disapproved of Jeffers leadership.

In the past, Jeffers leadership style utilized castigation when the staff or artists expressed their concerns and instigated action in a negative manner. As a result of his approach, organizational vice presidents resigned, and artists declined to renew their contracts. After all, leaders culpable to aid their staff reach beyond today and enable them to envision a better future (Leider, 2004). In effect, a paradigm shift needs to occur at Fortuga and Jeffers must strive to be approachable, treat his employees as customers, consider themselves part of the team, and encourage feedback. In other words, engaged employee will endeavor to achieve organizational goals (Box & Byus, 2009). Overall, these tactics can unite a team of individuals committed to the visions and goals of Fortuga Artisans. In this case, Jeffers is a narcissistic leader with a meager capacity for introspection. Due to the fact he lacks the aptitude for reflecting on his behavior, the team at Fortuga must adhere to a strict code of accountability. The accountability theory states the employees and peer are culpable for creating a culture of responsibility and evaluation within a community (Nelson & Hogan, 2009). As a result of the criteria setup, an organization such as Fortuga can established measurements and

metrics.
In order to determine how a leader is performing, it is common to utilize an assessment as a measure of how one is performing compared to others. In essence, the evaluations contain a matrix of questions and information gathered gets weighed against objective criteria. It can be useful in determining changes or modifications Jeffers needs to make as a leader (Solansky, 2010). However, performance standards should be concisely defined utilizing a wide array of criteria and avoiding the possibility of bias. These standards can be a variety of formal and informal measurements, including performance evaluations and monitoring, incentive systems, corporate culture norms, and employee handbooks (Ouimet, 2010). In general, the goal is to achieve a degree of accountability along with transparency and respect. Ultimately, the organization must present contrivances to encourage proper behavior by being accountable to themselves and those they lead.
Measurements
As an organization, Fortuga needs to establish objective criteria to measure themselves both externally and internally. A firm should employ multiple data points to eradicate assessment biases and minimize the impact of outlier information (Solansky, 2010). The key to using the data correctly is knowing when it is prudent to proceed and when it is appropriate to solicit additional information. According to Karinch (2014), there are numerous ways to measure, but there are fundamental criteria to measure, including employee engagement, delegation, company growth and enhancement, employee empowerment, and team recognition. Conversely, a manager must halt collecting data and avoid analysis paralysis. As an illustration, Lockheed Martin exemplifies the best practices a company should strive to attain. They emphasize their vision, path, and leadership; interface with their stakeholder not just listening but implementing their recommendations, and cultivating a staff that mimics their communication and management philosophies (Burton, Grates & Learch, 2013). These are important considerations when a leader is contemplating the best way to communicate and lead change within an organization. With this in mind, Fortuga should consider utilizing a leadership team composition comprised of one-third leaders, one-third managers, and the final one-third representing employees.
Validity, Reliability, and Interpretation
In order to understand the influence of measurements and to avoid misuse, it is vital leaders comprehend meaningful data and how it can impact an organization. Jeffers embodies the undesirable attributes of a narcissistic leader and fails to inspire his employees and build a culture of cohesiveness (Howell & Shamir, 2005). If Fortuga wants to continue with Jeffers as the CEO, the team needs to comprehend the positive and negative traits of his leadership style. A challenge ensues to channel the beneficial aspects of Jeffers so they can affect firm performance. In effect, there are numerous ways to validate and mitigate the impact of Jeffers approach. Typically, the Human Resource within an organization endeavor to diminish the consequences of these behaviors (Capretta, Clark, & Dal, 2008). However, the team was not cognizant of these faults within Jeffers and must reactively intervene or prevent them from perpetuating at Fortuga. Burke (2006) advocates the efficient manner in which to address these issues is by increasing awareness and ensuring team members comprehend the possible pitfalls.
To attain engagement from those employed at Fortuga, Jeffers should alter his leadership style.

Overall, a leader’s style influences employees’ perceptions, levels of trust, and behaviors, and sustains a particular culture, which reinforces a distinct style of leadership (Carter, Ulrich & Goldsmith, 2005). In this case, Jeffers would benefit from becoming a more authentic leader. Authentic leaders align their values, convictions, and mission to be similar to those of their fellow managers and followers (Shamir & Eilam, 2005). In the long run, Jeffers should lead from a belief that Fortuga produces superior merchandise, and his employees and artisans are a critical component to achieving their mission.

In an evolving culture of dedication and communication, employees know desire up-to-date and precise information. Efficient communication enables employees to adapt because they have the needed information available (Smith & Milligan, 2015). This strategy will be more effectual because companies that can align individual and corporate goals will experience more prosperity. To achieve this aim, Jeffers needs to commit to becoming an exceptional communicator, otherwise leading effectively is unfeasible and he will continue to experience organizational culture

conundrums