Case Study

Klipper Kuik, Inc. sells sail boats to upper crust clients who live in the Chesapeake Bay area, particularly, Annapolis, Maryland. The company has been in existence only a short time, but sales are up and business is booming. Sara Tonin, the CEO, got the company off to a good start with her patented sail design. She discovered a way to make smaller sails which could catch more wind, even when there is no wind. She guarantees smooth sailing in any weather condition. This has made the boats very attractive to weekend sailors. Sara says, "let's capitalize on this while the getting’s good." As she puts it, "get them in, seller, and clipper quick before they get away."  However, her husband Jibb, who she assigned to supervise the sales staff, has had problems getting his salespersons motivated to do their job. Some seem to want no supervision while others want to know exactly what it is they are supposed to do. A couple of them insist on being managers themselves. Jibb is confused about how to organize and lead the staff. Should he develop teams, supervise them individually, or just leave them alone? Since Jibb's only work experience was as a weekend life-guard before he met Sara, he is floundering, as he puts it, "rudderless in a turbulent sea." He wants you, an expert HR specialist consultant, to help steer him back on course. Therefore, he has contracted you at $1000 a day, to develop a leadership development plan for Klipper Kuik, Inc.

Questions:

1. Decide on what leadership theory(s) to implement.

2. Develop a plan to train managers if necessary.