Reference no: EM133442889

During his annual review meeting, Sam is asked by his leader to take on a new project. Involves revamping an employee-appreciation committee that has been dormant for a while. After a week, Sam emails the employees about an informal meeting to launch the project. A few promises to meet him at the meeting. Sam pays out of his pocket to brings snacks to the meeting. Sam brainstorms the reason behind the committee becoming inactive. A main theme emerged was that no one invested time or resources to the committee. Sam writes to the leader to update him about his meeting and his plan of action. No response from leader. Sam gets an appointment, explains what should be done. Leader acknowledges and promises to email some relevant/important information to Sam. Sam starts his work on the responsibilities of his new role. He could use some training and emails leader. His assistant emails that the leader is OK with Sam taking the initiative to talk to whoever could provide the training. Still no word on the strategic information the leader promised. Sam works additional hours, talks to people to get some informal training, emails employees, organizes one-two additional meeting. A few interested employees pitch in ideas, etc. Sam emails progress update to his leader. No response. He asks the assistant to bring it to the leader notice. After 2 months, Sam accidentally overhears that the project has been called off as it should have been completed in a month. Sam was unaware of the firm deadline. Sam asks the leader, no response.

1. What three things went wrong in the above case study? Elaborate your responses?

2. What is the leader responsibility while empowering? What three things would you do, as a leader, while empowering an employee or a team?