Read the following case and respond to the questions ✓ Solved
You work on a team with a number of talented individuals from different departments in your organization. You are the team leader, and director of your department. You have a couple people on the team that you really appreciate because they do such a good job handling the issues that arise in their area, but you have noticed that one of those employees, Lindsey Tomas, has been having issues lately. While she still gets the job done, she does not have the same passion and drive that she did, nor the dedication to quality, or the willingness to speak up and offer new ideas.
Instead she does what tasks she is given, offers little input, and just comes in with a dazed look on her face. After a month you confront her on what is going on with her. Lindsey tells you that her boss has given her a number (think 5 or 6) of high profile and important tasks that she is to lead in her department in addition to the team on which you and she currently serve and her normal workload. From what she has told you, her workload exceeds that of what you give your assistant director, who regularly puts in 60 hour weeks. She also confesses that she is having issues with keeping up with her house and kids, as she regularly takes work home to get tasks done and has to forgo time with the kids or sleep (often both).
You ask if her if her director has given her a pay raise or anything to help with the extra work she is doing. Lindsey says no as her boss said that his boss says the department does not have the budget to give any incentives like that and there are no current openings for her to be promoted into. Her boss has promised that when the next position opens up in a couple years he will advance her to an assistant director. Lindsey confides in you that she is trying her best, but she is becoming apathetic from all that she has to do. Her tasks have to get done, but they don't have to all be done to the utmost standard and so she is not putting the same effort into her tasks as she would have months ago.
You feel like the organization is suffering from the loss of Lindsey's extra contributions and overall high level of performance. At the next quarterly meeting you speak with Lindsey's director about her and why he has tasked her with so many projects. He responds that she is an excellent worker that he can trust to get the job done, and as he does not currently have many of those employees in his department he feels it is better to give such important tasks to those that will do the best job. Further, he thinks she has the potential to advance to an assistant director or beyond, and sees this as good training for her.
Questions:
- What can you say about the relationship between Lindsey and her director? Do you think he is a good manager/leader?
- What is happening to Lindsey's attitude? Using the various theoretical constructs we have read, explain what Lindsey is feeling, how that is currently contributing to her performance, and to what outcomes it could possibly lead to over time. Justify your explanation.
- Now imagine that you were Lindsey's boss and someone just came up and explained to you how your actions are affecting Lindsey and what they might lead to in the future. What do you do to fix the situation?
Paper For Above Instructions
Introduction
The case study presents a complexity of workplace dynamics involving Lindsey Tomas, an employee facing overwhelming workload challenges and a subsequent decline in her work performance. As her team leader, understanding the intricacies of her relationship with her director, her changing attitude, and potential interventions is crucial. This paper will address the relationship dynamics, Lindsay’s emotional and performance trajectory, and actionable steps that can be taken to remedy her situation.
Relationship Between Lindsey and Her Director
Lindsey's relationship with her director appears to be one of reliance but also mismanagement. While her director recognizes her as a competent employee, capable of handling critical tasks, he is placing an excessive burden on her without considering her overall workload or the impact it may have on her well-being. This demonstrates a lack of foresight on his part as a manager. A good leader should not only delegate based on perceived ability but should also be aware of the emotional and physical capacities of their team members. In this regard, Lindsey’s director exhibits poor leadership as he fails to balance the workload and provide necessary support or incentives for Lindsey’s expanded responsibilities.
Lindsey's Attitude and Its Impact on Performance
Lindsey’s attitude can be understood through the lens of Maslow's Hierarchy of Needs, specifically within the context of her work and personal life. Lindsey has reached a stage where her basic needs, including work-life balance and emotional satisfaction, are not being met. This dissatisfaction leads to apathy, where her motivation declines as she feels overwhelmed by her workload. According to Herzberg’s Motivation-Hygiene Theory, the absence of motivation factors such as recognition and advancement contributes to her diminishing job satisfaction. Lindsey’s current performance reflects this erosion of her dedication and enthusiasm, indicating that she is simply going through the motions of her job without putting in the effort she once did. Over time, this could lead to further disengagement, leading to Burnout Syndrome (Maslach et al., 2001), which could result in decreased productivity, increased absenteeism, and even eventual turnover (Schaufeli et al., 2009).
Interventions to Remedy the Situation
If I were in Lindsey's supervisory position and received feedback about her diminishing performance due to overwhelming workloads, I would take several proactive steps to address the situation. First, I would initiate a candid conversation with Lindsey, creating a safe space for her to express her concerns fully. It is imperative to actively listen to her feelings of being overwhelmed and to validate her experiences.
Following this conversation, I would reassess her current workload and engage in a dialogue with her director to discuss redistributing some of her high-profile tasks among the team. Additionally, I would advocate for recognizing Lindsey's contributions through tangible rewards, including incentives or acknowledgment in team meetings. If feasible, I would propose flexible work arrangements to allow her some time management relief, helping restore her work-life balance.
Moreover, I would encourage Lindsey to take short breaks during her work hours, advocating for mental health days to prioritize her well-being. Regular check-ins could also create a culture of communication, ensuring that she knows her concerns are acknowledged and that there's a path forward to alleviate her burdens.
Conclusion
The case surrounding Lindsey Tomas underscores the importance of effective leadership and the need for organizational awareness of employee workload and well-being. Her relationship with her director has room for improvement, with potential interventions available that could enhance both her performance and overall job satisfaction. By implementing thoughtful changes, organizations can mitigate disengagement and ignite an employee's passion and drive, fostering a more engaged workforce.
References
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- Schaufeli, W. B., Bakker, A. B., & Van Rhenen, W. (2009). Workaholism, burnout, and engagement: Three of a kind or three different kinds of employee well-being? Applied Psychology, 58(1), 93-106.
- Herzberg, F. (1966). Work and the Nature of Man. World Publishing Company.
- Goleman, D. (1995). Emotional Intelligence. Bantam Books.
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