Reference no: EM132784213

Window on Life

For Gilles LaCroix, there is nothing quite as beautiful as a handcrafted wood-framed window. LaCroix's passion for windows goes back to his youth in St. Jean, Quebec, where he was taught how to make residential windows by an elderly carpenter. LaCroix apprenticed with the carpenter in his small workshop and, when the carpenter retired, LaCroix hired his own apprentice to build up business in the local area. His small operation was soon expanded as the quality of windows built by LaCroix Industries Ltd. became better known. LaCroix constantly repeated the point that LaCroix products had to be of the highest quality because they gave families a "window on life."

After 25 years, LaCroix Industries employs over 200 people. LaCroix, now in his mid-sixties, decided to retire. He sold LaCroix Industries to Build-All Products, Inc., a conglomerate with international marketing expertise in building products. Build-All brought in a new CEO Jan Vlodoski to oversee LaCroix Industries.

Rather than visiting the production plant, Jan Vlodoski, would rarely leave his office in the company's downtown headquarters. Instead, production orders were sent to supervisors by memorandum. Although product quality had been a priority throughout the company's history, less attention had been paid to inventory controls. Vlodoski introduced strict inventory guidelines and outlined procedures on using supplies for each shift. Goals were established for supervisors to meet specific inventory targets. One supervisor was fired because he failed to meet the inventory targets.

Vlodoski also announced new procedures for purchasing production supplies. LaCroix Industries had highly trained purchasing staff who worked closely with senior craftspeople when selecting suppliers, but Vlodoski wanted to bring in Build-All's procedures. The new purchasing methods removed production leaders from the decision process. Vlodoski stressed at the management meeting that the new purchasing procedures must be followed. Any violation would result in a disciplinary action. One senior purchasing staff quit during this time, saying that he did not feel comfortable about producing a window that would not stand the test of time.

To fill the vacancy, Vlodoski hired Jack, who was graduated recently from a local college without any purchasing experience. As a full time employee, Jack earns a salary of $50,000 a year, plus $5,000 annual bonus. Jack is extravert, and enjoys working in a team environment. However, he had difficulties to gain trust from the other purchasing staff because he was hired by Vlodoski. Jack is enthusiastic but also concerned about his ability to choose best suppliers. Although he wants to be recognized as a good purchasing staff, he often has felt that his success as purchasing staff is more dependent on the support from the other team members rather than on his own effort. He told his manager for a couple of times that he wanted to have some challenging performance goals, but he also hoped that his manager would offer more help and guidance.

Now inventory expenses of LaCroix Industries decrease by approximately 10 percent, but the number of defective windows returned by developers and wholesalers have increased markedly. Plant employees know that the number of defective windows would increase as they use somewhat lower-quality materials to reduce inventory costs.

Apply the Path-Goal Leadership Theory to analyze the contingencies (i.e., employee contingencies and environmental contingencies) in Vlodoski's leadership situation with Jack, and then discuss one leadership style (i.e., directive, supportive, participative, or achievement-oriented leadership) that Voldoski should use for leading Jack.