Canadian National Bank

Executive Summary

The “THE CANADIAN NATIONAL BANK” case is about the conflicts between Lesley Mahon and Pam Stewart. Lesley is a young lady with high education level. Pam is an old employee full of working experience. They had had conflicts since Lesley’s first day working as Pam’s leader. Since Pam has written a complaint letter to head office to allege Lesley. Lesley must take some action to protect her job.

Main problems in the case:

1. Lesley’s leadership
2. Pam’s attitude and personality
3. Other issue

1. Bank’s promoting system
2. Robert’s supervision
3. Lesley and Pam’s communication

Alternatives:

1. Agree Pam to take the accounting course on Thursday and find another employee to complete Pam’s job.

2. Invite Pam and Robert to Lesley’s office and have a conversation on this situation. The conversation should in an equal relationship.

3. Explain the relationship between Lesley herself and Pam to the NCEC. Let the head office to make the decision.

4. Quit the job in this branch and apply the same job offered in her home town of Sarnia, Ontario.

As a recommendation, Lesley should combine the alternative. First take alternative one to relieve the tense situation. Then take alternative three to get the initiative in problem solving. Eventually, take alternative two to resolve the problem between herself and Pam.

Problem Statement

Lesley Mahon and Pam Stewart had had conflicts since the first day of Lesley’s appointment. Four months later, Pam complained Lesley in a formal letter to the “National Committee for Employee Concerns” at head office. This is a serious allegation, Lesley must figure out how to calm the waters.

Problems / Sub-problems / Issues

1. Lesley just has the textbook theory on managing people but not practical experience.
2. Lesley describes herself as a fairly laid-back manager which means ineffective leadership.
3. Pam is very exacting and some colleagues of her were intimidated by her because of mistakes or oversights.
4. Pam dose not has a formal business degree and management experience.
5. Pam’s negative reaction on the first meeting with Lesley.
6. Pam refused to make referrals.
7. Pam complained and often not able to finish her job as the utility clerk.
8. Pam had taken short-term disability leave without Lesley’s permission.

Analysis

Lesley’s Leadership

The first problem we have in this case is Lesley’s leadership problem. As a 24-year old young lady, Lesley became the manager of customer service at the Chatham branch in the first of her work. Obviously, Lesley has zero practical experience in being a manager. However, Lesley has high level of education. She has a formal business degree and had been enrolled in a training program with Canadian National Bank in all aspects of retail banking. All these good education experiences are favorable for her career development. But leadership is more than the theory in books. An effective leadership depends on many factors other than the leader’s education level, like the ability, personality, physical characteristics and so on. In this case, Lesley described herself a fairly laid-back manager and she give her employees enough support. According to the theory introduce in textbook, Lesley is in the Path-Goal Theory of leadership. This kind of leader is to assist followers in attaining their goals and to provide necessary direction and support to combine the individual’s goal and the organization’s goal. As a new manager, Lesley just standing back and give support to her followers. For example, when Pam complained the job as the utility clerk, she just left the problem to Sarah and Pam but not give them any suggestion. In concluded, the leadership of Lesley seems a little weak. Because Lesley just gives the followers the verbal support but not taking a real action. This situation is unfavorable for Lesley as a manager. She must find a way to improve her leadership and influence on her followers.