Challenges Jeremiah Bigatallio Faces with His New Job as the Director of Engineering Services at Intercontinental Communication

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The case is about the challenges Jeremiah Bigatallio faces with his new job as the Director of Engineering Services at InterContinental Communication, a high tech company near Boston. He has to handle a staff of 25, in a department which already has a bad reputation in cause to the laxity of the previous Director, John Angle.

Members in the department are unable to communicate with each other and office politics affect daily operations. Members are constantly jealous and in contempt of one another. Under John Angle's leadership, the department's internal issues made it difficult for other departments to work together. The unreliable feedback and/or lack of communication and efficiency often lead to lots of backed-logged work.

Staff in the Engineering department abused John Angle's trust in their self management. They were allowed to be late and even absent for work. Huge overtime expenses were clocked up with only substandard performances to show for it.

Jeremiah Bigatallio's job as the new director would be to have a total makeover of the Engineering department and to manage the relations between his staff and other departments.

People who are willing to tell other people what to do but have the respect of other people as well, or gain that respect are said to have ‘leadership qualities'. The stories that surround famous leaders who stand out in history such as Gandhi or Joan of Arc; Napoleon or Hitler, seem to show that there are moments of crisis or decision where the actions of one person are pivotal. They have a vision of what can, and should be, done and can communicate this to others. Quality of leadership is, arguably, central to the survival and success of groups and organizations.

Many associate leadership with one person leading. Four things stand out in this respect. First, to lead is to influence. Second, where there are leaders there are followers. Third, leaders often become visible when an innovative response is needed. Fourth, leaders are people who have a clear idea of what they want to achieve and why. Thus, leaders are people who are able to think and act creatively in non-routine situations – and who set out to influence the actions, beliefs and feelings of others. In this sense being a ‘leader' is personal. It flows from an individual's qualities and actions. Also, it is often linked to some other role such as manager or expert. However, it must be noted that not all managers, for example, are leaders; and not all leaders are managers. In the case of John Angle, he was the former.

John Angle tried to set up self-directing and autonomous teams. He empowered his subordinates and believed in them to perform their best and be responsible for their own success. He believed