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The key learning from this case study include the following: first, there are various leadership types that leaders can exhibit, such as servant leadership and transformational leadership, and an individual’s leadership style can be evaluated by analysing his/her traits and behaviours. Second, decision-making is much more critical for leaders than for anyone else, and there are different approaches, such as rational and intuitive decision-making, that leaders can apply when making a decision. Third, in male-dominated work environments such as the sports sector, female executives should carefully weigh the risks and opportunities of leadership positions while being promoted.

The UPS Sports and Culture Club was founded in 2003 by Haluk Ündeğer in Zeytinburnu district, one of the most dangerous neighbourhoods in Istanbul that had a bad reputation for being high on crime and drugs. The club’s main goal was to train children from disadvantaged groups to develop a career in sports. Shortly after the club’s founding, Semra Demirer, a physical education teacher who had devoted her life to children’s physical, cultural and personal development, crossed paths with the UPS Club. In 2004, Demirer started to work at the UPS Sports and Culture Club as the general coordinator. She played an important role in the growth and development of many children over the years and helped raise very talented athletes such as Simge Aköz. In 2020, on the heels of financial and administrative difficulties, the club was at the risk of being shut down. Hence, Demirer grappled with the decision of whether to share this information with the employees and players in the club. She deeply considered how she could overcome the conflict between transparency and confidentiality she was experiencing.

The case study is suitable for undergraduate students.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

Organizational behavior, human resources, culture, international business, international entrepreneurship and emerging market studies.

MBA and MSc students (and some advanced-level undergraduates) in an MBA module being taught face-to-face in an emerging market context. MBA courses such as managing cultural diversity, cross-cultural management, organizational behavior, human resource management, international business and business in emerging markets. The exercise is also relevant to teaching the subject of assignment- and dissertation-writing, given the element of data collection and analysis.

This exercise is designed to be an MBA class exercise in which students try to answer the question: what are the national cultural characteristics of the typical executive or manager in my country? Are these behaviors as the textbooks describe, or have they changed, especially with economic development?

The example of country chosen for the class exercise can be any emerging market country, especially one undergoing significant change. Much of the research on cross-cultural management conducted in emerging markets was carried out 20 or 30 years ago and the changes in emerging markets have been dramatic since then. It is highly likely, when reaching the results of this exercise, that the culture of the chosen country has indeed changed dramatically, becoming more like a typical developed or “emerged” country. Much of the original cross-cultural management research was also based on a similar group – employees of US-based high technology companies, arguably similar to the sample to be involved in our exercise here.

National cultural characteristics can be described and defined in ways which will allow for comparisons, to gain useful insights – and these behaviors are not good or bad, just real and different.

Cultures can change or stay the same, due to certain demographic, economic and social influences, which we can study and measure.

If we proactively interview colleagues and other contacts to test our understanding of these national culture constructs, we can gain more insights and awareness (rather than just listening to a lecture).

Teaching notes, student assignment.

This case study may be used in the following academic courses: Theories of Leadership; Leadership and Leaders Organizational Leaders Roles; Management Skills Ethics and Governance; and Ethics and Management Entrepreneurial Management.

This case study may be used in the following academic programs: Bachelor's in Business Administration; Master of Science in Business Administration; and MBA Programs.

There is little doubt, if any, that values shape the decisions, behaviors and corporate moves that business managers and leaders make in their day-to-day operations. The following case study sheds light on the influence of personal values on individuals in leadership positions. To do so, concrete examples of observed behaviors, in cases where values have been honored and positive outcomes have been attained, will be reported. From hiring practices, contract bidding, compensation policies and/or customer service, the Ynna conglomerate group, a Moroccan holding corporation, has been led by a visionary who patiently started his life journey as a shepherd tending ewes, and decades later has emerged as an extraordinary business legend to emulate. Virtually all the decisions taken within his companies are influenced by his moral convictions and his values. Miloud Chaabi, listed in Forbes Magazine as one of the top 40 richest billionaires in Africa, is a principled and revered individual who has been spiritually leading his businesses in various sectors since 1948.

In general, the objective of the case study is to further enhance the understanding of leadership in general and values-based leadership in particular. The case study will assist students in developing their leadership-related skills through the discussion of a real-life situation and experience, and proposing solutions to a challenge face by the company in the area of leadership approaches. The case is designed to provoke and stimulate students' personal reflections about a particular approach of management, especially in a transition period.

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

When do you throw it all away? The first senior female in a male-dominated business school decides it all comes down to a question of principle – and maybe a few others. What is the best balance between her responsibilities to students, family, and the next generation of female leaders? Can she both be true to herself and compromise? What factors should influence this decision? This case brings together questions about power and influence, rational decision-making, leadership, and the intra and inter-personal responsibilities of organizational “firsts.” Further, issues related to a university's effort to better compete within the global higher education marketplace, provide a valuable opportunity to explore institutional approaches to promoting diversity, inclusion, and cultural competency.

This case, which was developed from primary sources, highlights the array of competing objectives and personal and political tensions involved in university administration.

This case was designed for graduate students in Masters of Public Administration, Masters of Business Administration, Masters of Education in Organizational Leadership, or similar graduate degrees that include significant management and leadership content. Students working with this case should have already completed foundational courses in topics such as organizational management, public policy, leadership, strategic human resources management, or their equivalents within their respective programs of study. Virtually all of the issues raised by this case address core themes, concepts, theses, and theories associated with an accredited graduate program in educational management, business or public administration.

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.

Paula Hendricks, Director of Marketing for Rapid Reel Lawn Master Company (RRLMC), tasked with developing a plan to exploit the current trend in lawn mower purchasing patterns must craft a strategic proposal for the executive planning committee. RRLMC, a manufacturer of reel mowers, experienced an increase in sales due to a confluence of factors: high gasoline prices, increased concern with the environment, the trend toward smaller yards and a focus on health and exercise. Paula needed to develop a plan for the company to sustain the bonanza and determine whether this trend offered new opportunities for marketing.

The data for the case were collected through examination of a major reel lawn mower manufacturer in the USA, through experience teaching and using the market segmentation process, as well as personal interviews and secondary research on the history of firms within the industry. The results of a literature review have been incorporated to flesh out the discussion.

This case is targeted primarily at undergraduate students in upper-level marketing classes, e.g., Relationship Marketing, Marketing Management and Strategic Marketing. Additionally, it can be used in management classes (e.g. Strategic Management) where industry segmentation is discussed. It would also benefit introductory MBA marketing courses as this case directs students’ attention to the role of products’ perceived benefits and how markets may be segmented in order to assess and select prime segments of the market for targeting.

Learning outcomes are as follows: understanding the importance of aligning an entrepreneur’s personal orientation and values (e.g. detachment from the enterprise) with business decisions related to enterprise development; appreciating how prior exposure to business settings can be a source of entrepreneurship pursuits for an entrepreneur; and understand whether a different type of leadership can be instrumental in the creation, running and growth of an entrepreneurial venture, especially in terms of introducing differentiated offerings in the target market.

The case is about an entrepreneur, Sangeeth Varghese, with a very humble and conservative background, who worked in various firms, small and large, and become a young global leader at World Economic Forum, before foraying into entrepreneurship. He is driven by the core values of detachment and democratization, which is reflected throughout his life course and has developed his own views on leadership. After running his first venture LeadCap Ventures with some measure of success, Sangeeth is about to launch his new venture LeadBurg, a web- and mobile-based application for behavioral rating and competency discovery for individuals. The predicament for Sangeeth is about the uncertainties related to the new launch from a business perspective, as well as the concern whether the core principles of democratization and detachment that he identified with, would stand the test in this launch.

Master level program (e.g. MBA).

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

Undergraduate university level – Core audience. Graduate university level & professional workforce – Secondary audiences

Business – Ethics, diversity, leadership, public relations

Noor Talbi (she) is a Moroccan entertainment entrepreneur, best but not exclusively known for her belly dancing. Noor remains actively engaged in her business enterprises. Although Noor obtained global prominence in recent decades, her life as an entertainer extends back to her childhood; Noor was born in 1970. Noor’s identity as a woman is not the gender she was identified as earlier in her life. This case explores how the complexities of identity, both personal and societal, intersect with business life as Noor is asked to use her business platform to take on the uncomfortable role of LGBT activist.

The expected learning outcomes are as follows: examine the nature of identity construction; weigh tradeoffs created by application of competing ethical theories; analyze and evaluate how identity ethics may impact public-facing leadership decisions; and formulate and defend recommended business responses.

Teaching Notes are available for educators only.

This case acknowledges the prominent role of culture in grappling with complex issues. Not designed as a comprehensive overview of all workplace transgender matters, it provides an introduction to generate pause and empathy among learners. The study strives to challenge students to think of ethics and identity more broadly than how an issue such as being “out” in the workplace is often depicted.

CSS 5: International Business

General Management/Strategy.

Post-graduate/MBA.

Case A: Mr Grandhi Mallikarjuna Rao, founding chairman of GMR, was considering a proposal to bid for an upcoming international airport in Hyderabad, India. The strategic move would have marked GMR’s foray into the Indian airport infrastructure sector. GMR had been involved in the development and operation of power plants and had thrived on public–private partnerships for all its projects. Mr Rao is thinking: Should GMR make another major investment in infrastructure development by bidding to build the airport in Hyderabad, India? Further, how should the organization prepare itself for this strategic move? Case B: On April 4, 2013, the meeting of GMR’s Group Executive Council (GEC) was scheduled to take place. Srinivivas Bommidala, G.M. Rao’s son-in-law and Chairman of GMR’s airports business, was gearing up for the meeting. The meeting was called to discuss a proposal for bidding for an upcoming airport project in the Philippines. It had been more than a decade since GMR entered the airport infrastructure sector. The organization had built substantial airport operating expertise during that period. It adopted a joint venture (JV) model for expanding in the airport infrastructure business. Until now, the organization had always formed JVs for all its airport projects. JVs with existing airport operators were necessitated by the bid conditions that required a certain minimum airport operating experience for qualifying as a bidder for various projects. In some cases, a JV with a local player helped GMR with market knowledge for functioning in a foreign market. GMR also used JVs to access the capabilities it lacked for operating in this sector and gradually learnt from its partners for building capabilities in-house. The group now had the required operating expertise in the sector to qualify as a bidder. One of the key issues the GEC was contemplating was: Whether GMR should continue to form JV for bidding for the upcoming project or should it go solo? Further, if it had to form a JV then, in which areas should it seek a partner?

Case A: To understand the relationship between key concepts in strategic management, including diversification, capabilities and core competence. To help students understand the various factors managers consider when deciding on the diversification strategy of an organization. To create an understanding of the organizational processes required to facilitate diversification into a new segment. To teach students how to evaluate a potential market opportunity that may require a firm to take on a diversification strategy. Case B: To help students understand how companies use alliances as growth strategies. To understand the rationale for formation of various alliances. To explore various factors managers consider when deciding on alliance strategy of an organization. To understand the challenges associated with using alliances as a strategic option. To understand the pros and cons of internal development (i.e. going solo) vis-à-vis strategic alliances.

CSS 11: Strategy.

The case describes the internal growth workshop initiative at Vedanta Group. Anil Agarwal in 1976 founded Vedanta as a scrap-metal dealership in Mumbai (then Bombay). Over the years, Anil pursued a very aggressive growth journey with a vision to create a leading global natural resource company. The principal objective of discussing this case is to understand how Vedanta introduced this initiative and how it fits within the strategic human resource management at the group.