Reference no: EM133317006

Question 1: Assess Tyler's effectiveness in relation to his ability to lead a diverse and virtual workforce.
Question 2: Describe one competency you believe Tyler needs to develop to improve his leadership of diverse employees and explain why. Use specific examples from the case study to illustrate your explanation.
Question 3: Describe one competency you believe Tyler needs to develop to improve his leadership of virtual employees and explain why. Use specific examples from the case study to illustrate your explanation.

Case Study: Tyler is 34 years old and has just been promoted to vice president of patient care at a small, for-profit healthcare company in Miami that owns nursing homes throughoutFlorida. Prior to being hired, Tyler worked as a nurse and then a nurse practitioner at one of the nursing homes. The CEO hired Tyler because of his hands-on healthcare experience, his medical knowledge of gerontology, and his stellar performance evaluations. He also hired Tyler as a favor to his old college roommate, who is Tyler's father.

There was one other internal applicant, named Mary. Mary is a 63-year-old woman who has been with the organization for the past 40 years. While Mary does not have any hands-on healthcare experience, or a high level of medical knowledge, she has worked as the administrative assistant to the vice president of patient care for the past 15 years. Therefore, she is acutely aware of and experienced with addressing challenges related to patient care.

Tyler arrived on his first day of work feeling very nervous and insecure. As his new team greeted him, he secretly kept track of who offered their congratulations and who did not, figuring that this was a good way to identify employees who support him and those who are potential enemies.

During his first week in the position, he encountered a crisis. There was a hurricane headed toward the Florida Keys, where three nursing homes are located. Tyler was unsure of when and how to evacuate the homes. Mary had helped the previous vice president evacuate a number of homes and offered to help Tyler, but he declined. He believed that she was a threat, given her prior interest in the vice president position, and wrongly assumed that she would not be knowledgeable about how to quickly gather data on the health needs of the patients from the company's database system.

Tyler decided to take a risk and keep patients at the nursing home, hoping the hurricane would go in another direction. Fortunately, the hurricane did shift direction at the last moment, but the winds caused a tree branch to come through the window of a patient's room, which knocked the patient down and broke her hip. Now, the family is thinking of suing for negligence. Tyler becomes angry upon learning this news, snaps at several of his employees throughout the rest of the day. He also remains in his office with the door closed for the remainder of the week. Employees are now hesitant to approach him.

Tyler is certain that he will be reprimanded and humiliated by his boss; therefore, he devises a way to save money on nursing home operations in the Florida Keys. After dealing with the hurricane crisis, he noticed that most of the patients in the nursing homes are in fairly good health. As a result, he decides to cut the shifts of some of the nursing assistants. A few weeks later, he learns that a patient with dementia left the home without anyone noticing. Fortunately, she was found several hours later but suffered heat stroke. Tyler is furious and decides to make the 3-and-a-half-hour drive to Key West to confront the staff on duty that day. Approximately 90% of the staff is from Cuba or Mexico. Tyler arranges to meet the staff in the break room and demands to know who was responsible for the mistake. None of the staff members speaks up, leaving Tyler even more agitated than before, vowing to find out who was responsible for the mistake and fire them.

Overall, Tyler is frustrated with the job and feels like everyone is against him. He also is under enormous stress at home. He and his wife decided to build a new house and, in order to save money, they opted to manage the process themselves. However, his wife has been gone for a few weeks, visiting her mother in Maryland who had to have emergency surgery. Therefore, he has been relying on one of his employees to meet designers and subcontractors when he is unavailable. At first, the employee seems reticent to do so, but Tyler hints that there will be a reward for helping him and a punishment for refusing. Therefore, the employee agrees to help and is out of the office several times a week to manage the construction of the home.

The CEO discovered what was happening, and immediately called you for help. You have agreed to coach Tyler. The next week, you arrive at the office to meet with Tyler and the CEO. You immediately notice that Tyler is standoffish and will not make eye contact with you. As the CEO describes some of the performance problems, Tyler's body language shifts and he appears to be very agitated. After the CEO leaves the room, you ask Tyler about the performance problems. At first, he denies that any problems exist; however, after further questioning, he expresses strong motivation to improve and fears that he will lose his job.