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University of the Cumberlands Hi tech Aerostructures Leader Analysis

University of the Cumberlands Hi tech Aerostructures Leader Analysis

I’m trying to learn for my Business class and I’m stuck. Can you help?

The Visionary Leader


WhenFrank Coleman first began his job as president of Hi-TechAerostructures, most managers and employees felt a surge of excitement.Hi-Tech Aerostructures is a 50-year-old, family-owned manufacturingcompany that produces parts for the aircraft industry. Coleman had avision for transforming Hi-Tech into a world-class manufacturingfacility. In addition to implementing cutting-edge technology, thevision included transforming the sleepy paternalistic culture to a moredynamic, adaptive one and empowering employees to take a more active,responsible role in the organization. Vice President David Deacon was onthe transformation team. Coleman and Deacon crafted a vision statement.Coleman laid out broad ideas for the vision statement. When monthslater, the team submitted specific plans and goals, Coleman suggestedrevisions. Nearly a year later, the team waited for Coleman’s responseto the revised proposal. Once again, Coleman suggested a differentapproach. Deacon felt that Coleman would lay out another vision and askthe team to start over.


  1. How effective would you rate Coleman as a visionary leader? Discuss.
  2. Where would you place Coleman on the chart of types of leaders illustrated in Exhibit 13.1? Where would you place Deacon?
  3. If you were Deacon, what would you do?

Culture Clash


Thefounder of a heavy-duty construction equipment manufacturing companydied and his wife, Jane, became the CEO. In direct contrast to Jim’sstyle, Jane’s management style communicated respect and her vision ofthe company excited the employees. Two managers who were holdovers fromher husband’s leadership did not fit into the company’s new culture.Their leadership-through-intimidation style caused problems in thecorporate culture. Jane has to decide how to handle the situation.


  1. Whatoptions do you think Jane and her management team should consider withregard to these two long-time supervisors? Discuss the positives andnegatives of each option.
  2. Doyou think it is appropriate for Jane to remove two long-time,high-performing managers in order to create a new culture for everyoneelse? Why? Consider the material in Exhibit 14.3 in your answer.
  3. What do you recommend that Jane do? Explain why.

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