Patricia Paterson is the new VP of HR at Federated Industries and must evaluate leadership development across its subsidiaries to report to the CEO. She meets with three subsidiary directors: 1. Peter from engineering provides only technical training and reimburses some tuition but employees often leave. 2. Alice from consumer products mentors high potentials but others feel a lack of development. 3. Hal from electronics concentrates on top performers in monthly seminars with promotions, but there is political infighting. Patricia must identify strengths and weaknesses, improvements, and additional needed information to report to the CEO on improving leadership development across Federated.

1. Discussion: Usefulness of case studies
Discussion: Usefulness of case studiesDiscussion: Usefulness of case studiesAnswer these
essay questions:Essay #1: Give your evaluation on the usefulness of case studies, behavioral
role modeling, and large-scale simulations for leadership training. Which is the most
effective in your opinion and why?Essay #2: Evaluate several major points of convergence
among the research on traits and skills, behaviors, influence processes, and situational
variables.Essay #3: Case Study: Federated IndustriesPatricia Paterson is the new vice
president for human resources at Federated Industries, a conglomerate with several diverse
subsidiaries. Her primary responsibility is to provide and advice to each subsidiary and
monitor their personnel practices to ensure they are consistent with corporate policy and
strategy. She reports directly to the CEO of Federated. The CEO is concerned that not
enough capable leaders are coming up through the ranks. The subsidiaries have complete
responsibility for their own internal management development, but the CEO wonders
whether it is time for a more uniform approach. The CEO asked Patricia to find out what
each subsidiary is doing to develop leadership skills, then report back with
recommendations for improving leadership development overall at Federated Industries.
Patricia arranged to meet with the personnel directors of the three major subsidiaries and
asked each director to prepare a short briefing.ORDER NOW FOR ORIGINAL, PLAGIARISM-
FREE PAPERSThe first director to speak was Peter Proskin, from an engineering company.
He explained that his company provides only technical training, because they lack the staff
to provide management training. All management training is done outside the company. A
manager (or an employee who wants to become a manager) can look at the listing on
available training and request any seminar or workshop that appears relevant. If the
employee’s boss approves the request, the manager is sent to the training at company
expense. Some employees are enrolled in the evening MBA degree program at the local
university, and they are reimbursed for half of the tuition cost. Peter said they do not pay
complete tuition for degree programs, because it is too costly. After some employees finish
their MBA, they leave for higher?paying jobs at other companies eager to get people who
have managerial as well as technical skills. Discussion: Usefulness of case studiesThe second
director to report was Alice Alston, from a company that makes consumer products. She
explained that the company provides a program to develop leadership skills in
high?potential managers. Managers at each level are encouraged to identify a promising
subordinate to mentor. The protégé gets lots of personal coaching and is given special,
developmental assignments. For example, a couple of junior managers are put on each

2. executive committee to learn about strategic issues and observe how the senior managers
work. Other assignments include serving on cross?functional project teams and carrying out
improvement projects such as studying work processes and recommending ways to make
them more efficient. Alice said that most of the mentors and protégés like the program.
However, people not in the program (roughly two?thirds of the employees) sometimes
complain about the lack of developmental opportunity in the company.The last director to
speak was Hal Harwick, from an electronics company. Hal explained that they concentrate
their training on managers who previously demonstrated their executive capacity. The six
most promising managers below the top executive level are selected to participate in a
series of seminars held once a month. Each seminar is conducted by one of the top
executives, who talk about company activities in his or her area of expertise. Three or four
times a year, Hal arranges for an outside consultant to conduct a training workshop on a
specific topic such as project management, budgeting, or delegation. The participating
managers know they are fast?trackers in line for promotion to top management. They like
the program and have told him it is very worthwhile. When one of them is promoted,
another promising manager is selected for the program by the top management team. The
only drawback is the political infighting that sometimes occurs when executives try to get
their protégés selected for the program.QuestionsIdentify strengths and weaknesses in
leadership development at Federated.What types of changes are most likely to improve the
leadership development?What additional information is needed to make a good report to
the CEO?Essay #4: Consider the entire course, everything you have read and discovered
from the Internet, and your own experiences. Identify the 10 most essential functions of
leadership; explain how you selected them, and why these were selected and not
other.Discussion: Usefulness of case studies