CEO Case Analysis

CEO Case Analysis Essay

Question 1 – CEO and COO’s MBTI Type

The CEO’s MBTI type is likely to be an advocate, usually abbreviated as INFJ (introverted, intuitive, feeling, and judging). It implies that the CEO is emotional understanding and has a powerful sense of intuition. Falling under the category suggests that the CEO can be empathetic and soft-spoken, but this does not imply that he is a push-over. The CEO with his MBTI type indicates that he has deeply held ideologies and the capacity to act decisively with the motive of getting what he wants. Being an advocate as stipulated in the INFJ category, the CEO tends to be an introvert. The quality is evident in how he avoids meetings with some people and may not be willing to discuss anything with the consultant. Moreover, when it comes to making decisions, the CEO being an advocate, puts much stress on personal perceptions than objective facts. The COO’s (Brooks) likely Myers-Briggs Type Indicator (MBTI) type is the commander, usually abbreviated as ENTJ. The leader in this category enjoys spending time with others and focus on future happenings rather than dwelling on the current situation. It is the reason when Brooks seeks external aid to stabilize the company’s future. Besides, being a commander qualifies Brooks to be a good planner, and this is evident in the way he works on a plan on how to relieve the firm from its tribulations. 

Question 2 – Application of Goleman/Hay Styles

Both Edisdaughter and Brooks exhibit some of the leadership qualities identified by Hay Mcber as being some of the possible options to lead others. The CEO is coercive in the way he requires immediate adherence to his directives. Despite being a flat-out genius, Brooks thinks TE undermines the details needed to move forward with critical projects. Furthermore, the CEO believes that other leaders’ ideas are not worthy, and his relentless criticism has caused many top employees to quit. The CEO is a pacesetter who expects self-direction and excellence from the team members. She developed a plan to guide the company by outlining its mission, vision, and values and monitoring business documents and records to ensure that everything goes in the right direction. The COO, on the other hand, could be termed as being authoritative in the way he marshals others to remain focused and work towards resolving the current stalemate. Brooks is democratic because he strives to develop consensus through active participation. He informs the consultant that he, together with the CFO, needs a plan to resolve the company’s issues, which shows his authoritative nature.

Question 3 – The First Question with Brooks and Edisdaughter

The first question to be exact with Brooks and hopefully with Edisdaughter is whether the company has the urge and plan to adopt change. Either Brooks or the CEO must provide clear directives on whether the company has any prior structure to follow that would guide the company towards adopting the new way of doing things. The CEO or the COO would have to give details about the plan to provide room for examining whether the program is sufficient to sustain any new changes or whether much more needs to happen to make the procedure more effective. The presence of a change plan would require both teams to examine review it critically and find out whether it is stable or sufficient enough to facilitate the implementation of a new program. However, either Brooks or the CEO would have to devise a change plan should it emerge that the company lacks a concrete model to embrace change. One component that the consultant will find out about the change plan (if Bolt has one) is whether it is flexible and applicable under different circumstances. Both sides would also determine whether the framework employs open communication and planning because these are essential when moving towards change. 

Question 4 – Necessary Document to Review

An important document to review in this case highlights the MBTI personalities to understand the qualities each leader ought to display to direct them on what is required of them. Examining the document will provide the chance to explain to the CEO and the COO why they must explore all the sixteen personalities that vary in nature but have their merits when applied appropriately. Being conversant with the document provides the chance to explain to both leaders why they need to select the approaches that suit their work and omit those that may not be very helpful. The document will provide clear insight into the merits and demerits of either being an introvert or an extrovert and give valuable information regarding the effects of being a leader who engages others in decision-making and other essential business practices. For instance, going through the document will provide clear directives on the impact of being the giver or ENFJ (extraverted, intuitive, feeling, and judging). Both the CEO and COO should consider adopting the quality characterized by increased interaction with others to include everyone’s views and interests. Brooks and Edisdaughter should each get a copy of the document to get familiar with all the sixteen personalities that could influence their leadership pattern. 

Question 5 – Major Assurance needed before taking the Work

The significant assurance the consultant must get before commencing the task is whether the intervention would not result in any adverse effects considering that the consultation must happen without the CEO’s knowledge and approval. The CEO thinks that Brooks should be able to come up with concrete solutions to some of the issues facing the company, and although she accepts the idea of bringing in external aid, her instincts seem not to like the idea. It is unethical to engage in confidential dealings without engaging critical players in the enterprise. Likely, what Brooks and the CFO want to remain hidden will ultimately reach the others. Therefore, Brooks must give clear and confident assurance that the private consultation will not result in adverse consequences that harm the association between the two organizations.   

Question 6 – Assigning Gender

The case does not specify Brook’s gender and the reader is likely to unconsciously classify the leader as either being male or female, depending on the role they play in the case study. Several factors pushed me to assign Brooks a male gender unconsciously. First, the name appears more of a male than a female. Secondly, Brooks plays active roles in ensuring that the company remains on track and seems resilient in whatever he does, making me feel that he is a man. It does not mean that women do not put much dedication into whatever they do. Still, most societies, especially in a patriarchal social system where men hold dominant positions and retain absolute power over society’s many aspects, tend to associate Brook’s commitment and boldness to masculine behavior. The view about the COO’s gender led me to think of him as wanting to restore the company and maybe fill the gaps that his senior (Edisdaughter) has failed to address.