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The learning outcomes are as follows. First, female managers can face gender inequity in different forms, such as the glass ceiling and glass cliff, while they run for leadership positions, especially in male-dominated business contexts. Second, managers can show high performance and be effective leaders as long as they are aware of that all managers are evaluated according to a wide variety of criteria, and play many different managerial roles, such as interpersonal, informational and decisional roles. Finally, managers should pay attention to all stakeholders’ demands in decision-making process for sustainability and performing better in the long run.

Since football began gaining popularity in Turkey at the dawn of the 20th century, the sport remains the most popular national sport today. However, recently, a new name has shaken the world of Turkish football: Berna Gozbasi, the first female football manager in Turkish history. In the middle of 2019–2020 football season, Gozbasi became the first female club president after she assumed leadership of Kayserispor. Kayserispor was officially founded as a Turkish professional football club in 1966, and, as its name suggests, was based in Kayseri, a sizeable industrialised city located in Central Anatolia. The team competes in the “Turkish Super League”, Turkey’s top football competition. In this case, to discuss gender inequity, leadership, and management in the sport context, the authors explained the dilemma Gozbasi faced while she decided whether or not to accept this challenging role. Then, the authors examined the experiences she gained as a leader and the dilemma she faced to diminish the negative impact of the COVID-19 pandemic on the organisation she led.

Undergraduate and MBA students.

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CSS 6: Human Resource Management.

The case discusses the operational, strategic, and financial turnaround at Solo Cup, a manufacturer of disposable dining wares. Solo Cup’s troubles were compounded by the acquisition of a larger rival, Sweetheart Company, which had its own problems and presented issues of merger integration that management could not solve. David Garfield, a managing director at turnaround consulting firm Alix Partners, must first recognize Solo Cup’s core competencies in order to determine the appropriate change in strategic course, strip out the assets that no longer support the operations necessary for that strategy, and monetize them in order to rationalize its balance sheet. This case teaches that a three-pronged approach will invariably produce greater results than any one-dimensional turnaround.

Students will learn turnaround techniques necessary to restructure a company operationally, strategically, and financially, and will learn how Alix Partners' relentless focus on “letting data rule” allowed the firm to revive a faltering company.

Encyclopædia Britannica was the leading provider of encyclopedias in the English language, but after sales declined rapidly in the early 1990s the company was forced to file for bankruptcy. Many different organizational and market factors contributed to this crisis, such as the diffusion of the PC, the invention of Encarta, the technical challenges of moving text to electronic formats, and the difficulties of inventing a new format while also operating the leading seller of books. Looking back, what could the company have done differently?

To illustrate important themes on a leading firm's response to technical opportunities and threats; teach students about technological waves, technological disruption, and different concepts of obsolescence; and examine strategic concepts such as attacker's advantages and skunk works.

At the end of the course, the participants are expected to be able to: understand and explain what is bridging leadership (BL); understand stakeholder, stakeholder engagement and stakeholder management; conduct a stakeholder analysis based on the details of the case; evaluate the BL processes based on the details of the case; and communicate how BL was used in Dumingag.

Mayor Nacianceno “Jun” Pacalioga’s journey towards the transformation of the municipality of Dumingag, Zamboanga del Sur in Mindanao, Philippines has been rooted in his daily interaction with its residents by way of morning walks around the town. He has always been involved in organizing people in his youth and as a public servant, improving the plight of the people of the 4th class landlocked and agriculture-dependent municipality has always been his primary concern. There are currently an estimated 50,000 people from forty-four (44) barangays (communities/villages) in the Municipality of Dumingag. In 2007, most farming households of the municipality earned US$ 60 monthly. By 2016, after Pacalioga’s 9-year stint as local chief executive or as mayor, the percentage of households with income below the poverty threshold have significantly decreased to 38%. Local health indicators have also become exemplary with only 0.77% of children between 0-5 years old recorded as malnourished, with maternal mortality death rate. When it comes to food, only 0.25% of households experience food shortage.

This case highlights the Bridging Leadership Framework as a paradigm to help address social divides and inequities in complex environments such as Dumingag. In realizing bridging leadership as a community of practice, Pacalioga employed participatory processes to develop the Genuine People’s Agenda, and the integrated Transformative Education to build the capacity of different stakeholders in the municipality. These processes mobilized different stakeholders to move towards the common goal of improving the plight of the Duminganogs. Now Dumingag is enjoying the broad-based benefits of the program; including recognition by numerous local and international organizations and civic groups on the efforts of Pacalioga and the people of Dumingag in transforming their once poverty-stricken town in Zamboanga del Sur, Mindanao, Philippines.

Masters Level/Executive Education.

Teaching notes are available for educators only.

CSS 10: Public Sector Management.

On April 4, 2007, Don Imus, one of the company&s most popular talk show personalities made comments on the air regarding the Rutgers women&s basketball team. According to the transcription from Media Matters for America, Imus said, “ That&s some nappy-headed hos there. I&m gonna tell you that now, man, that&s some … woo. And the girls from Tennessee, they all look cute, you know, so, like … kinda like … I don&t know.” At first, the comments did not seem out of the ordinary for one of radio&s “shock jocks.” However, as the public reaction grew, the situation changed considerably. Under pressure from the public, Moonves reluctantly suspended Imus. But it was too little too late. By the end of the day on April 11, analysts estimated that $2.5 million in advertising revenue was lost. On April 12, Moonves terminated Don Imus& contract.

After Moonves fired Imus, there was still a lot to consider. He really wanted a way for the company to meet the demands of the company&s stakeholders. In addition, he wanted to avoid any more distractions from the firm&s normal day-to-day operations.