Reference no: EM132817799

Leah was born and raised on a large sugar beet farm in south western Alberta. She was an excellent student in math and science and Captain of her high school basketball team. She graduated in 1999 having won the Alberta High School Mathematics medal. As she considered her post secondary university options she received a personal invitation by mail to attend a seminar hosted by the Canadian Department of Defence. She had done some reading and was intrigued by the opportunity of attending the Canadian Military Royal Officer Training Program (ROTP) in Kingston, Ontario. She attended the seminar and after a number of interviews and medical testing was offered a scholarship to attend ROTP as a student of computer engineering. In turn, after graduation she would have to serve 5 years in the military. She discussed the opportunity with her parents and accepted the scholarship.

Four demanding years later Leah graduated at the top of her class as a Computer Engineer and agreed to serve 5 years as anOfficer in the Canadian Navy. She served with distinction and spent 2 years onboard a warship and 3 years in Halifax, Nova Scotia. She loved the life and as her 5 years were drawing to an end was asked to enlist for an additional 5 years and would be stationed at National Defence headquarters in Ottawa. She agreed and assumed the role of Captain Information Technology Royal Navy in Ottawa. Leah loved her job and the military life but after an additional 5 year enlistment began to think aboutother options. She was also considering requesting a re-assignment to Alberta to be closer to her family and the family farm.

She had been working on a significant Navy communications project. A key supplier to the project was an Alberta software firm located in Calgary. It was a small firm with 40 employees but well regarded by the Defence community. The firm's CEO who was much older than herself, born in Edmonton, Alta., and coincidently was also a Kingston ROTP graduate. They worked closely together and had become friends. He was well recognized as a charismatic leader and always put people at ease. After a meeting the CEO, who knew Leah's second enlistment was coming to an end, asked about her intentions for the future. As the conversation went on the CEO asked if she was open to joining his company as Vice President Special Projects. She would have a staff of 6 technicians and programmers. Allison was excited at the prospect and after a few weeks agreed to accept the offer and prepared for a new working life in the private sector. After spending a couple of weeks relaxing on the family farm Leah purchased a condo in Calgary and reported for work.

On her first day she arrived early. The CEO was overseas on business. There were a few employees present but it seemed employees came and went at odd hours. Employees were casually dressed. Leah wore a tailored blue suit. The CEO's assistant showed her around. It was a very casual work environment but it had an air of relaxed accomplishment. Leahwas given a private office but the majority of employees shared an open space with desks and laptops. It appeared some had no assigned working space at all. There were sofas, coffee tables and fancy coffee machines. Music played in the background.

She discovered some of her staff worked from home and were only available for meetings or discussion by telephone or video conference.

During her enlistment Leah had attended a number of seminars and attended classes on leadership. She understood the principles but she was trained in a very structured work environment that respected chain of command. Rules and procedures were strictly followed. Things got done or there were consequences! This new environment was troubling and unfamiliar. She wondered how to take charge? Her confidence was low. She looked forward to the return of the CEO. ....

Leah is in a new and unfamiliar business environment. She wants the respect of her staff and create team environment.

1. What specific steps must Leah take to establish herself as leader and gain the respect of her workplace team?

2. She should begin before the CEO returns. Why?