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The present case study would help readers to understand paternalistic leadership behavior with its underlying theory. Readers would be able to appreciate the nature of experiences employees may have while working with a paternalistic leader high on authoritarianism. This case study would motivate readers to work out appropriate strategies for working under paternalistic bosses. The teaching note sensitizes readers about the complicated relationship between paternalistic leadership and culture.

Pyramid Globe Management Institute (PGMI) is struggling to generate revenue. PGMI founder, Tugmanshu Lakhani, has to find out new sources of revenue to keep the institute functioning. He constitutes a team of three professors for starting a new academic program with a foreign university. The initial success of the team brings favor from the founder but jealousy from the colleagues reeling under job threat. High authoritarianism and interference of the founder create a problematic situation for the three professors. When the new program starts showing promising results, the founder gets apprehensive about whether the new course may hurt the enrolment in the flagship program of the institute. The authoritarian and erratic behavior of the founder had a demotivating effect on the team working for the new program. Some team members resign under pressure while three professors stay to ensure the launch of the program. The professors have to resolve the conflict between their commitment toward PGMI in a troubled time and a career uncertainty if they continue working for it. Anticipating no change in the behavior of the founder and an uncertain future with PGMI, three professors quit after the start of the new program. The founder may continue losing committed employees if he is unable to balance his authoritarianism with benevolence and moral behavior. It will create more problems for PGMI in the future.

This case can be used in organizational behavior, leadership and team-building courses in the regular Master of Business Administration (MBA) programs. The case can further be used in the executive development program, especially for analyzing the leadership problem in higher education organizations.

Teaching notes are available for educators only.

CSS 7: Management science.

After completing the case, students will be able to understand the reasons for the lack of successful strategy implementation in companies, especially engineering, procurement and construction (EPC) and general contractors in Iran’s oil, gas and petrochemical industry; understand the importance of alignment as an organization capital in successful strategy implementation and familiarize themselves with assessing the alignment readiness of companies; understand the importance of leadership as an organization capital in successful strategy implementation, comprehend one of the most essential theories of leadership in the world of management and familiarize themselves with assessing leadership readiness using this theory; and understand the importance of leadership as an organization capital in successful strategy implementation, comprehend one of the most essential models of organizational culture in the world of management and understand how to assess the readiness of organizational culture in companies.

This case discusses the reasons for strategy implementation failure at PetroSahand International Group, one of the most prominent EPC and general contractors in the oil, gas and petrochemical industry in Iran. This case also examines organization capitals such as alignment, leadership and organizational culture, the three most important factors for the successful implementation of strategies, at this company. PetroSahand is an international, project-oriented company that has been able to successfully complete more than 100 large domestic and international projects during its four decades of activity. However, the company is currently facing many difficulties such as overdue debts and projects.

The target audience of this case are graduates and undergraduates in the courses of Strategic Planning, Strategic Management, Strategy Implementation, Strategy in Action and Change Management. Additionally, this case study can be useful for senior managers of companies and can help in the successful implementation of strategies as well as improving their company’s alignment, leadership and organizational culture.

Teaching Notes are available for educators only.

CSS 11: Strategy.

This case was written using primary data through various channels, including in-depth structured interviews with the CEO and other individuals at the Crisis Center of Tampa Bay (CCTB), as well as exchanging email messages and phone conversations with employees at CCTB. All interviews were recorded and transcribed. In addition, one of the authors took a tour of the main offices of CCTB and took notes on the physical facilities as well as the information provided by the tour guide. Public information from CCTB was used to enhance the information and provide background. All accounts presented in this case are real, and no information was altered or fabricated.

Clara Reynolds had been CEO of CCTB for over eight years. The agency had almost tripled its budget in the time she had been there. Her leadership style had positively impacted the culture of the organization. Employees valued her open and transparent leadership style. Employees saw her commitment to training employees, creating work–life balance and helping employees be exceptional at their jobs. There was an issue, however, with Transcare, the organization’s ambulatory service. The performance of the business was declining, and Clara wanted to update the board within 60 days at the next quarterly board meeting. She was not sure what she could do to increase engagement with Transcare’s staff, which would show the board that the staff was fully willing to do what was necessary.

This case is appropriate for teaching undergraduate or graduate-level courses in leadership, organizational behavior or principles of management. It is designed to be discussed during one class period. It will save time and improve the flow if the students read the case before class and are prepared when they arrive. Any information needed for the case discussion has been presented in the case; no further research by the students is necessary. Students should think about the role of leadership in a nonprofit. They should put themselves in the protagonist’s shoes throughout the reading of the case.

Leadership, organizational behavior, entrepreneurship.

This case study is intended for undergraduate and graduate levels.

This is a leadership case about Agnes Jean Brugger, founder of the A.J. Brugger Education Project (also known as the A.J. Brugger Foundation (AJBF)) in San Juan del Sur, Nicaragua. It is the story of how and why she and Chris Berry co-founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the organization evolves in the context of the Nicaraguan and Anglo-American cultures. “Devoted to assisting Nicaragua through education and development of one of the country's most valuable and treasured resources: its young people”, the vision for AJBF was a cutting edge socially conscious venture that grew to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009 on the precipice of the biggest economic down-turn the US economy has experienced in recent history. Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair of the Board, faces.

The case will help participants to: evaluate and discuss leadership effectiveness, identifying responses to opportunities and challenges; explain cross-cultural identity from the Globe Study model and how it impacts organizational interactions; explore successful models of cross-cultural leadership through the lens of gendered theory; explore the ways in which social entrepreneurship can be seen as an extension of socially-minded leadership; describe how socially-minded entrepreneurship is different from traditional forms of entrepreneurship; describe social identity and evaluate its impact on leadership; and discuss the rich historical and community context that influences interpersonal and organizational dynamics.

Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.

The case would be specifically useful in courses related to Corporate Governance, Board Dynamics, Leadership, Organizational Behaviour, Corporate Ethics and Strategic Management.

For Post-graduate/Doctoral and Executive Programme/Management Development Programme level courses in Corporate Governance, Board Dynamics, Leadership, Organizational Behaviour, Corporate Ethics and relevant areas of Strategic Management.

The case relates to the imminent departure of Raamit Pell, the founding CEO of Xcelent Services, an educational service provider, to his parental organization at Kozerton after completing his current five-year term. Raamit had moved from Kozerton to become CEO of Xcelent Services. Many of Raamit’s senior executives at Xcelent were not happy about his decision to return. They felt that his departure at this moment might, on the one hand, slow down the ongoing major expansion plans and on the other aggravate a mutiny, under covert Board patronage involving a powerful clique of certain senior executives. The parental agency finally agreed to release him. On the day of Raamit’s farewell, where surprisingly even the clique members were present, many executives appeared sad. Observing the mood, Raamit wondered whether his decision to return to Kozerton was the right one.

To understand the internal governance, leadership and behavioural environment of a company. To understand the impact of internal power equations of a company on the morale of its people. To analyze both the inconsistency between the stated goals of the organization and the revealed actions of its top decision-makers; and the lack of restraint on the power struggle among the top actors of the organization. To identify effective strategies for addressing such issues in future so that their fallouts would be minimized. To relate the behaviour in an organization to the organizational behavioural theories related to leadership, corporate governance, corporate ethics, managerial behaviour and agency problems.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 11: Strategy.

This case was based on secondary data that included various websites, news and academic articles, social media posts and press conferences before, during and after the World Cup. Multiple sources were examined to ensure the accuracy and credibility of the information presented in this case. The goal was to gather relevant information on the Moroccan soccer team, its performance in the FIFA World Cup and the leadership strategies used by Walid Regragui.

“We are the dreamers, we let it happen: Morocco’s soccer team leadership story” explores the transformative journey of Morocco’s soccer team in the 2022 World Cup, highlighting the exceptional leadership of coach Walid Regragui and the power of shared values deeply rooted in Moroccan culture. The instructional manual provides faculty with a compelling case study to inspire discussions on leadership, followership, team dynamics and cultural identity. The case emphasizes the importance of harnessing cultural roots, building trust and unity within a diverse team, strategic vision and tactical brilliance. It demonstrates that with authentic leadership, belief in shared dreams and the strength of cultural values, extraordinary achievements can be realized. The case aims to inspire and educate students, encouraging them to embrace their own cultural heritage, foster teamwork and pursue their dreams with unwavering determination.

The academic level of this case can vary depending on the specific course or program in which it is being used. It is suitable for graduate levels in various fields such as leadership studies, sports management, organizational behavior, cultural studies, or international business. The case provides a comprehensive analysis of leadership, team dynamics and cultural identity, including faith and spirituality, making it adaptable for different academic levels and disciplines. Instructors can adjust the depth of analysis and additional readings or activities to align with the specific educational level and learning objectives of their course.

The learning outcomes are as follows: identify the key challenges of leading a large organisation that is self-serving as compared to one that has people of integrity in its employ; understand how resilient leaders need to be to remain focussed on the task at hand while faced with resistance and controversy at every turn; demonstrate how to cultivate a culture of trust and integrity in an organisation bereft of both, and rebuild an organisation’s reputation; navigate the dynamics of having an unruly subordinate [chief operating officer (COO)] who in reality is more powerful; and develop key skills in practicing self-care in an environment where one is constantly undermined and devalued.

This case looks at the leadership of former GCEO Lulama Mokhobo at the South African Broadcasting Corporation SABC from 2012 to 2014 and her lived experience within the theme of empowered powerlessness. With an unsupportive board, destructive COO, and minister of communications at government level, Lulama is disempowered in her position and battles to make changes. Colleagues attest to the unusually complex dynamics that she had to navigate on a daily basis. The case details how this eroded Lulama’s self-confidence as well as her ability to lead the organisation and pushed her to resign. The SABC managed to undo the strides she made during her tenure and now finds itself in financial quagmire due to poor and questionable decisions made after her resignation as the GCEO of the organisation.

The target audience for this case comprises students enrolled in tertiary business education programmes who have already had some sort of work experience and hands-on exposure to real-world business. MBA and EMBA students, as well as executive education programmes. Including disciplines such as leadership, organisational behaviour and people management and strategy.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 11: Strategy.

To evaluate a difficult career choice under compelling organizational circumstances. To analyse a complex organizational culture to understand the nuances of career decisions. To relate career dilemmas to relevant conceptual and theoretical strands of organizational behaviour. To interpret the leadership style and its interaction with organizational culture. To determine possible strategic recourses to deal with the dynamics of destructive leadership and toxic cultures.

The case is about the experiences of Raamit Pell, a Middle-level Executive at Accadia Management Services, and his encounters with a new boss, Pret Sohn. Raamit Pell had joined Accadia at a time when the organization was undergoing some political and cultural turmoil. When Pret Sohn came in as the new Chief Executive Officer six months later, there were a lot of expectations. But, Pret Sohn too began following Accadia’s existing political culture, indulging in unhealthy organizational practices. He caused mental harassment to many executives. One such executive was Raamit Pell. Despite Raamit’s excellent performance, Pret Sohn denied him a well-deserved promotion. Sohn justified it by saying that performance alone did not matter. Raamit felt deeply disturbed and considered quitting Accadia. He was reluctant to leave as a defeated man. Subsequently, he received an offer from another subsidiary of Accadia’s holding agency. As he was undergoing a three-month mandatory notice period for his release, Raamit became concerned about his decision to leave Accadia. Deep in his mind he longed to redeem his hurt pride at Accadia. So, he was pondering whether he had taken the decision to resign in haste.

Level: Post-graduate/doctoral and executive education programmes in management and allied subjects. Courses: Courses in Career Decisions, Organizational Behaviour, Leadership, Organizational Culture and Organizational Ethics.

Teaching Notes are available for educators only.

CSS 7: Management Science.

Organizational behavior, Organizational leadership, Organizational transformation.

First year management students in the course Organizational Behavior (OB). Final year management students in the elective course on leadership and change management. Middle level managers who are working in industry, in the management development program related to change leadership and change management.

This case deals with the transformation of the public distribution system (PDS) under the leadership of Dr Raman Singh. The PDS system was an inefficient system and the food grain supply intended for the poor was diverted by intermediaries before reaching the intended beneficiaries. Having experiences in central government ministries as a cabinet minister, Dr Raman Singh decided to transform the PDS. The challenges faced were primarily from that of the reticent bureaucracy and dealing with them requires patience and the skills of a transformational and motivational leader which Dr Raman Singh possessed.

This case intends to develop understanding of various dimensions related to transformational and motivational styles of leadership. Further, it intends to develop understanding of crucial institutional and organizational changes and how leaders bring about these changes in sync with technological and process changes.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS: 6: Human Resource Management.

This case is designed to achieve the following learning objectives: recognize the impact of personality traits on leadership style; identify the key elements in a turnaround strategy; examine leadership best practices from a gender perspective; and assess the role of strategic decision-making on company growth.

The case study describes how Lisa Su (Su), the first woman CEO of Advanced Micro Devices, helped turn around the debt-laden semiconductor firm within a decade through her transformational leadership, vision and values. The case first touches upon Su’s early life and education and the influence of her parents in shaping her personality. It then focuses on the first half of Su’s career, during which she was working on semiconductor projects and was involved in research and product development, and how she made the gradual shift to a people management role in her stint of over a decade at IBM followed by a leadership opportunity at Freescale Semiconductor Inc. The case then describes Su’s move to AMD in 2012 as Senior Vice President and General Manager of the company’s global business divisions at a time when AMD was nearly US$2.5bn in debt and revenues had increased only once in the previous five years. There were also rumors of bankruptcy and spin-offs after the company lost more than US$1bn in the year 2012. The cas

This case is meant for MBA students as part of their Organizational Behavior, Leadership, and Strategic Management curriculum.

Teaching notes Student feedback details.

CCS 11: Strategy.