Chapter 3 - Case study: Sam Magubane – Sun Sporting
Goods
Textbook page 67
Answers to case study questions in textbook, page 67
1. Explain how each of the five generic elements of the definitions of
leadership apply to this case.
Answer:
The definition highlights a number of important issues. Firstly, it is clear that
leadership is a process and not a position, in the case study Sam Magubane has
instituted a number of activities in the organisation to take place over time guided
by five philosophies namely (1) employee involvement, (2) total-quality
management, (3) continuous improvement, (4) lowest-total-cost manufacturing,
and (5) just-in-time manufacturing this can be seen very clearly in the case study;
secondly, it involves a relationship between a leader and followers in a given
situation Sam Magubane as plant manager has formed a good relationship with
the employees at the plant; thirdly, it involves influencing people. Sam has tried
to influence the employees by telling them about the vision, mission and values
he wants them to share. Fourthly, it influences followers to think not only of their
own interest but the interest of the organisation. Sam got the employees to
participate, in other words they had something to achieve. In the case study this
is very clear employees received the same training as the managers and they
are becoming involved in decision-making. Fifthly, it involves influencing
followers to bring about change towards a desired future for the organisation.
Sam changed the attitude of the staff to one of “we can do it, and we cannot
afford not to do it”. In this case study the employees have formed their own
teams with logo’s and t-shirts and they are rewarded for their efforts and they
receive recognition when it is due. This is done by means of awards presented in
front of all the staff members. This has lead to the company being named one of
the "Best Plants in South Africa" by a leading financial magazine. Some of the
team accomplishments are: market share increased from 2 to 17 percent,
inventory turns per year increased from 6.5 to 8.5, inventory was reduced by two-
thirds, manufacturing losses caused by scrap and rework were reduced by 67
percent, and productivity increased by 121 percent.
1
, 2. Identify leadership roles illustrated in this case. Which role was the most
important?
Answer:
Role Description Application to case study
(A) Interpersonal roles
Figurehead role: Leaders perform the figurehead Not very clear
role when they represent the
organisation/department in legal,
social, ceremonial and symbolic
activities.
Leader role: The leader role is that of This role is very clear in the
performing the management case study
functions to effectively operate
the managers' organisation unit.
Liaison role: Leaders perform the liaison role This is not very clear in the
when they interact with people case study
outside their organisational unit,
e.g. networking.
(B) Informational roles
Monitor role: Leaders perform the monitor It is clear that Sam performed
role when they gather this role well
information.
Disseminator role: Leaders perform the Sam established many teams
disseminator role when they
send information to others in the
organisational unit.
Spokesperson role: Leaders perform the Sam spoke to everyone
spokesperson role when they
provide information to people
outside the organisational unit.
(C) Decision roles
Entrepreneur role: Leaders perform the Sam changed many aspects
entrepreneur role when they such as having meetings with
innovate and initiate groups of employees to tell them
improvements. about the vision, mission, and
values he wanted them to share.
He asked everyone to radically
change the facility's way of
doing business. He stressed the
need to change from the old
dictatorial management style to
the new employee-involvement
style. As a result of those
meetings, employees were
called associates and
empowered to find new solutions
to old problems. Managers were
trained in employee-involvement
management, and through
2
Goods
Textbook page 67
Answers to case study questions in textbook, page 67
1. Explain how each of the five generic elements of the definitions of
leadership apply to this case.
Answer:
The definition highlights a number of important issues. Firstly, it is clear that
leadership is a process and not a position, in the case study Sam Magubane has
instituted a number of activities in the organisation to take place over time guided
by five philosophies namely (1) employee involvement, (2) total-quality
management, (3) continuous improvement, (4) lowest-total-cost manufacturing,
and (5) just-in-time manufacturing this can be seen very clearly in the case study;
secondly, it involves a relationship between a leader and followers in a given
situation Sam Magubane as plant manager has formed a good relationship with
the employees at the plant; thirdly, it involves influencing people. Sam has tried
to influence the employees by telling them about the vision, mission and values
he wants them to share. Fourthly, it influences followers to think not only of their
own interest but the interest of the organisation. Sam got the employees to
participate, in other words they had something to achieve. In the case study this
is very clear employees received the same training as the managers and they
are becoming involved in decision-making. Fifthly, it involves influencing
followers to bring about change towards a desired future for the organisation.
Sam changed the attitude of the staff to one of “we can do it, and we cannot
afford not to do it”. In this case study the employees have formed their own
teams with logo’s and t-shirts and they are rewarded for their efforts and they
receive recognition when it is due. This is done by means of awards presented in
front of all the staff members. This has lead to the company being named one of
the "Best Plants in South Africa" by a leading financial magazine. Some of the
team accomplishments are: market share increased from 2 to 17 percent,
inventory turns per year increased from 6.5 to 8.5, inventory was reduced by two-
thirds, manufacturing losses caused by scrap and rework were reduced by 67
percent, and productivity increased by 121 percent.
1
, 2. Identify leadership roles illustrated in this case. Which role was the most
important?
Answer:
Role Description Application to case study
(A) Interpersonal roles
Figurehead role: Leaders perform the figurehead Not very clear
role when they represent the
organisation/department in legal,
social, ceremonial and symbolic
activities.
Leader role: The leader role is that of This role is very clear in the
performing the management case study
functions to effectively operate
the managers' organisation unit.
Liaison role: Leaders perform the liaison role This is not very clear in the
when they interact with people case study
outside their organisational unit,
e.g. networking.
(B) Informational roles
Monitor role: Leaders perform the monitor It is clear that Sam performed
role when they gather this role well
information.
Disseminator role: Leaders perform the Sam established many teams
disseminator role when they
send information to others in the
organisational unit.
Spokesperson role: Leaders perform the Sam spoke to everyone
spokesperson role when they
provide information to people
outside the organisational unit.
(C) Decision roles
Entrepreneur role: Leaders perform the Sam changed many aspects
entrepreneur role when they such as having meetings with
innovate and initiate groups of employees to tell them
improvements. about the vision, mission, and
values he wanted them to share.
He asked everyone to radically
change the facility's way of
doing business. He stressed the
need to change from the old
dictatorial management style to
the new employee-involvement
style. As a result of those
meetings, employees were
called associates and
empowered to find new solutions
to old problems. Managers were
trained in employee-involvement
management, and through
2
