Case Study "John Smith and Lillyvanian Systems"
Case Study "John Smith and Lillyvanian Systems"
Case Study "John Smith and Lillyvanian Systems"
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Case Study: “John Smith and Lillyvanian Systems”
Introduction:
Lillyvanian Systems (also known as LS) was a “large multi-national corporation with 29
LS, was Nathan Smith, the grandfather of John Smith the actual Chief Executive Officer
(CEO). The company had been doing quite well financially in the past 50 plus years, but
there had been some major shifts in revenue generation that John Smith had raised
questions about the direction the company could, or should, be going next. In
consequence, we have been assigned as a consultant to help the company and leaders to
management of resources: financial, technological and human. The most important of all
is the human because this is the one that produces and the one that operates the
technology and take the decisions. In other words, you can have the best technology on
the market but if the staff who operate it is not well-trained enough, there is no clear idea
of the goal you want to reach and in addition the person who leads it does not employ a
leadership style that commensurate with the activity that is carried out, it would not do
much good. All of this could result in low innovation and poor competitiveness. The goal
of this consultation should be focused on the use of LS resources for “total productivity”
using the frame technique REBT, Albert Ellis 1956, to “help their clients to live the most
self-fulfilling, creative, and emotionally satisfying lives by teaching them to organize and
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Case Study: “John Smith and Lillyvanian Systems”
Background history and context:
To understand how LS got to this point, we should know more about the history and
of the situation in which the person or persons are embedded.”[1] LS originally called
“Lillyvanian Cables”, was founded back in the 1940s in a small country in central Europe
after World War II. First, the company had dedicated to doing some masonry renovation
on damaged buildings and then just supplied cable and wire to local municipal. The
organization becomes a specialist in cables and electrical wiring expanding his workforce
and revenue considerably. The installation services increased with the upgrade of all-
electric and technological services of the country and Nathan Smith saw another
opportunity, there was a need for additional services in public works projects.
He, and his brother Alan Smith, created a new division of the company, using innovation
from the earliest stages of the company as “the intentional introduction and application
designed to provide the workforce to dig the trenches, install the cables and also build up
strategy was also designed to maximize profits creating the products they need for their
operations directly and cut the external suppliers, which allowed them to save money and
1
Rosing, K., Frese, M. & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship:
Ambidextrous leadership. The Leadership Quarterly, 22(5), 956-974.
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Case Study: “John Smith and Lillyvanian Systems”
win with success in the construction all over Lyllivanian and Western Europe. In 1963
the company was renamed “Lyllivian Systems”, and all the Lyllivian Systems projects,
machines and branding promoted this name as well as the company’s logo “LS”.
LS Culture
possible, following the organizational culture of respect2, but the rapid growth did result
in hiring workers and managers from other companies by necessity. LS continued to have
a strong reputation with workers in different parts of the world as a “hard but good place
aggressiveness3. There was pride when someone was able to say they worked for LS, it
was also present a culture of team orientation4. The growth in the company also led to
elevated standards of living for those in the town of Gallifrey. This growth and progress
spread directly and indirectly into other areas of Lillyvanian society and LS was seen as a
were known globally for his strong culture of innovation5 that helped the town to grow.
By 1989 Nathan and Alan were only involved peripherally and Geroge Smith was
running the company. LS also developed different divisions that specialized in building
2
Liden, R. & Antonakis, J. (2009). Considering context in psychological leadership research. Human Relations,
62(11), 1587-1605.
3
Liden, R. & Antonakis, J. (2009). Considering context in psychological leadership research. Human Relations,
62(11), 1587-1605.
4
Liden, R. & Antonakis, J. (2009). Considering context in psychological leadership research. Human Relations,
62(11), 1587-1605.
5
Liden, R. & Antonakis, J. (2009). Considering context in psychological leadership research. Human Relations,
62(11), 1587-1605.
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Case Study: “John Smith and Lillyvanian Systems”
power plants, establishing light rail vehicle tracks and tram-systems, facilitating urban
renewal planning and implementation projects, and even explored usages for alternative
energies (solar and wind power) but with limited success. Gross revenues for LS in 1994
were double those of the company in 1980. George was known as “just plain tough” by
those under him. He was very focused on growth and profits and wanted LS to be “as
successful as we can hope to be”, he was a leader with simplistic messages, as Burns
(1987) mention, “Leaders who appeal to followers with simplistic slogans such as
Equality, Progress… they are seeking the widest possible consensus..,”6; but he still
worked very hard to grow the company in an “organic manner,” exploring any and all
options related to construction and urban planning. As George became more comfortable
in his role as CEO, and with the support of his board of directors, as (Carson et al., 2007)
mention as share leadership “may be more effective when the team life cycle promotes
the development of shared leadership”7, George did put in place a number of initiatives
that were seen as risky at first but later paid off to add great value to the larger company.
John Smith was born in 1966, (son of George and Kara Smith) earned a Bachelors of
Manufacturing division where he worked for two years and put in for 5 patents related to
technologies that he developed. John Smith by 1990’s had trained and worked in every
6
Burns, J.M. (1978). Leadership. New York, NY: HarperPerennial.
7
Dansereau, F., Seitz, S., Chiu, C., Shaughnessy, B. & Yammarino, F. (2013). What makes leadership, leadership?
Using self-expansion theory to integrate traditional and contemporary approaches. The Leadership Quarterly, 24,
798-821.
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Case Study: “John Smith and Lillyvanian Systems”
division at the company (Construction; Manufacturing; Consulting, Sales & Marketing;
and Service Industries) but as he moved up the corporate ladder he felt the company was
“too tied to the way this company used to be, not the way it can be.” John Smith
possessed the Self-actualization talent. “…the capacity to perceive the needs of followers
in relationship to their own, to help followers move toward a fuller self-realization and
John felt one reason for limitations or frustrations at LS was linked to a lack of fluidity to
get new information or new changes put in place. He was promoted to a vice president
role in the Service Industries division in 1996, and from 1995 to 2007 LS continued to
expand considerably on an international scale. John put together a formal proposal and he
was given the chance to create, coordinate, and lead the LS “2000 and Beyond team
committee.” to bring the company to his optimal future development. John unconsciously
interests persons might hold, they are presently or potentially united in the pursuit of
“higher” goals, the realization of which is tested by the achievement of significant change
The 2000 Beyond Committee-till 2007: The key relationship with employees.
During the leading of the 2000 Beyond Committee with John as the president, a lot of
questionnaires, surveys, and divisions were made to considerer all the information and
feedbacks the whole organization and their employees could provide. John did find a
close ally in the human resources division, Zoe Serra, who was very good at connecting
8
Burns, J.M. (1978). Leadership. New York, NY: HarperPerennial.
9
Burns, J.M. (1978). Leadership. New York, NY: HarperPerennial.
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Case Study: “John Smith and Lillyvanian Systems”
with people and he relied heavily on her, and Washburne his assistant chair, to help him
gather “the right people with the right ideas.” As we can see, John unconsciously was
context need to both explore and exploit, and switch between those two activities”10
By early 2001 the “2000+” made a series of presentations in each of the divisions in the
company and after some refinement the LS Board of Directors met to consider all of the
committee’s recommendations. Over the course of 2002 LS officially put all of the
structural division changes in place and there was a mandate from top management
directly involved in the transition “to not layoff any employee from a redundant
subdivision if at all possible. He or she might lose their role in a specific part of the
company but not a job at LS itself, and any LS employee who expressed an interest in
retraining or transferring was given the opportunity.” As we can see the leaders of LS
were transforming hopes in sanctioned expectations.” Leaders can, in turn, help convert
hopes and aspirations into sanctioned expectations”11 reinforcing the trust and team
Not all employees responded positively to the changes and there were fledgling efforts to
create union groups at those divisions, but nothing came of these efforts and the vast
majority of LS employees felt “pretty much ok with all of the change”, thanks to all of
the great communication from the management about changes as they happened as much
10
Rosing, K., Frese, M. & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship:
Ambidextrous leadership. The Leadership Quarterly, 22(5), 956-974.
11
Burns, J.M. (1978). Leadership. New York, NY: HarperPerennial.
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Case Study: “John Smith and Lillyvanian Systems”
in advance as possible. Here we can see how important was for John and LS the
satisfaction of the employees needs and how they consider them constantly during the
change process, following these premise “As the expression of needs becomes more
purposeful… as it becomes more related to socially sanctioned aims and collective goals
and values—leaders help transform followers’ needs into positive hopes and aspirations.
“12-Burns (1978)
John Smith as the CEO and the new needs for consultation:
John Smith did quite well in the role of President of Lillyvanian Systems from 2002 to
2007, with his primary focus being on the transition to the new division structure and
coordinating communication and strategy between each of the division. In 2007 Malcolm
Reynolds chose to retire earlier than expected due to health reasons, and John Smith was
elevated to the Chief Executive Officer position and Zoe Serra, who had grown LS
Lifestyle Brands into a division, was asked to be the new President at LS and she
accepted.
Overall, things for LS, and for CEO John Smith had gone quite well from the time he
took over leadership of the company. He had developed strong and positive relationships
with his board of directors, with his management team, and with key governmental and
business partners. But as growth in the LS Lifestyle Brands and in the LS Technologies
divisions grew John Smith kept wondering about whether there were even more
opportunities that would help LS grow, opportunities that “we have just not thought about
yet.”
12
Burns, J.M. (1978). Leadership. New York, NY: HarperPerennial.
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Case Study: “John Smith and Lillyvanian Systems”
It was also in evidence the need for changes, when LS Technologies put forth proposals
to develop “LS Future Space” and “LS Innovations,” two subdivisions focused on
research and development, that functioned without a clear mandate for two years. LS
employees who worked at those subdivisions were encouraged to “think so outside the
box you don’t even remember what a box is” and the division made a major investment
in hiring the best creative innovators from within the company and from around the
world. John this time wanted to consider cultural values and follower behaviors that were
where independency and autonomy gain prominence, the managers would want their
At this point John Smith realized that what had started as intent to find new ideas for use
at LS, could have actually created the change for the whole structure and identity of LS.
questionings:
Should he give plenty support to LS Future Space and LS Innovations proposals? Both
had unproven track records, both offered proposals that were very high risk, but they also
could prove to be the “next big things” in the worlds of high tech applications. They
needed a quick action before could be too late and some of his competitors could take
How this would impact the rest of the company in both the present and in the long-term?
How such a change could modify the identity of the company his grandfather started?
13
Can, A. & Aktas, M. (2012). Cultural values and followership style preferences. Procedia-Social and Behavioral
Sciences, 41, 84-91.
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Case Study: “John Smith and Lillyvanian Systems”
How to maintain a goal-aligned increasing revenue generation, preserving the goals and
mission of LS?
What kind of repercussions internally and externally could the change develop?
How to go forward to make an impact in the market, being sure that it won’t hurt the
company?
Framed in the statement of the consultation problem, and seeking to determine what
activities are carried out by the organization at the internal level, which decisions
determine their action, as well as what perspective the social body has with regard to the
environment, the human resources and other factors that determine their reality and
behavior; understanding the organizational state of the internal dynamics of the company,
What is the organizational state of the Lillyvanian Systems that stands out from the
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Case Study: “John Smith and Lillyvanian Systems”
e) The presence and interest with respect to shared values and culture in the leading
Lillyvanian Systems.
context needs from his origins with Nathan Smith, his leadership orientation was reactive
to the needs of his context as the interactional psychology paradigm displays, “is
specially salient for understanding the context surrounding leadership; quite simply put,
situation, the more salient norms are that guide behaviors…Important to note is that not
only do individuals do as the situation demands they should, but they have, in the first
instance selected those environments and are active players in shaping them…particularly
when they are leaders…”14 , this is what Nathan Smith did, assessed the need of the
context and shaped his business behaviors to respond accordantly. With George Smith
the leadership orientation was focused on keeping the company growing maintaining
what was already made, focusing in growing and profits, following a transactional
leadership orientation. “The object in these cases is not a joint effort for persons with
common aims acting for the collective interests of followers but a bargain to aid the
individual interests of persons or groups going their separate ways.”15 –Burns (1978)
It was only with John Smith that the organization opened to new horizons following a
transformative leadership style. Where the main concern was listening to the feedbacks
14
Liden, R. & Antonakis, J. (2009). Considering context in psychological leadership research. Human Relations,
62(11), 1587-1605.
15
Burns, J.M. (1978). Leadership. New York, NY: HarperPerennial.
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Case Study: “John Smith and Lillyvanian Systems”
of their employees, as for John non one will know better what the company needed to
grow that his own members. John valued the perspective, emotions, and new ideas of the
feedback. We can know this referring to what say several times, “We can do that
ourselves but only if we really listen. To everyone who wants to have a voice.” John was
focus on listening and responding to the feedback of his employees, that is why he
processed several questionnaires’ to have a more clear consent on where the company
could grow next following the transformational premises “The premise of leadership is
that, whatever the separate interests persons might hold, they are presently or potentially
united in the pursuit of “higher” goals, the realization of which is tested by the
exemplar and work ethic toward the benefits of the whole organization.
The strategic orientation putted in place with “2000 and Beyond” was the creation of
subcommittees and ad hoc groups tasked with specific assignments that involved front
line LS employees. John Smith was looking for efficiency of the process of asking
everyone at LS about where LS could be going, he was focus on orient the organization
depending on their own employee’s feedback. John valued the strategic orientation of
independent cultural values for his employees as (Can & Aktas, 2012) mentioned “In
individualism, where independency and autonomy gain prominence, the managers would
16
Burns, J.M. (1978). Leadership. New York, NY: HarperPerennial.
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Case Study: “John Smith and Lillyvanian Systems”
want their subordinates to act more independently from themselves and to think
critically.”17
Also we could identify a strong social identity shared by the employees who from the
beginning of the company were proud of using LS as brand for their clothes spreading
commitment to the LS organization. The social identity was that strong that also
produced a big change to the company, a new division “the LS brand Division” was
created in effect for that social influence, making more revenue than any other division in
the company without marketing, following the concept “Social Identity” “…leadership
exists as a group-level process, that leaders are members of the groups they lead, and
thus, are also subject to the social dynamics that occur within group processes. We
propose that followers themselves can moderate the influence of leaders through unified
17
Can, A. & Aktas, M. (2012). Cultural values and followership style preferences. Procedia-Social and Behavioral
Sciences, 41, 84-91.
18
Tee, E., Paulsen, N. & Ashkanasy, N. (2013). Revisiting followership through a social identity perspective: The
role of collective follower emotion and action. The Leadership Quarterly, 24(6), 902-918.
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Case Study: “John Smith and Lillyvanian Systems”
2,Lillyvanian Systems in (1977-2002) had 4 divisions: LS Construction Division-LS
16 subdivisions.
allowed the elimination of any redundancy to foster creativity and growth through
communication fluency.
The “2000 and Beyond Committee” with John as the head of the team believed in
restructuring the company, and they changed the structure that had been in place since
1977 at LS and suggested the creation of six new formal divisions. He also proposed an
evaluation system where redundancy was limited to the minimum to promote creativity
and opportunity to grow, where every division, subdivision, and even role, in the
company was viewed at some point, by someone involved in the process. John valued the
diffusion of the responsibility and the close relationship with manager and employees;
LS and the employees. As Malakyan (2014) notice like “Enthusiastic Engagement = High
competency, High willingness. When the leader or the follower is competent and willing
for a functional exchange, an empowering and delegating development style may be used
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Case Study: “John Smith and Lillyvanian Systems”
for the implementation of the LFT approach.”19 John was using an ambidextrous
independent thinkers for innovation, where LFT approach was also used to facilitate the
the whole organization. “Thus, leaders and followers trade their functions from leader to
follower and from follower to leader in order to develop their intrapersonal perspectives,
e. The presence and interest with respect to share values and culture:
LS had from early on clear values and culture. LS was well known as an organization
where they always prioritize the employees, giving them first the opportunity to grow
into the company and also to get training and capacitation if needed to continue
experimentation are valued, we can see this in LS as it was valued the “thinking out of
the box” and exploring new areas like “LS Lifestyle Brands”.
Respect for People: LS always supported internal promotions before anyone external, and
also during the times of change LS managers make sure to give anticipated information
about the changes, to help them with the transitions and provide training if needed to help
19
Malakyan, P. (2014). Followership in leadership studies: A case of leader-follower trade approach. Journal of
Leadership Studies, 7(4), 6-22.
20
Liden, R. & Antonakis, J. (2009). Considering context in psychological leadership research. Human Relations,
62(11), 1587-1605.
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Case Study: “John Smith and Lillyvanian Systems”
Aggressiveness: “LS was hard but a good place to work” in LS competiveness was an
accepted value and managers were expecting the best from their employees.
Team Orientation: Before making any change the “2000 and Beyond Committee”
reviewed the entire proposals with one thing on mind, to don’t hurt the company and the
people who made the company. John was mindful of the importance of making the
employees happy and communicate them with prior notice any information about
changes for their smooth transition. LS was oriented on making their organization the
Key issues:
1. Context-changing: LS was created in times of crisis after the II World War, at that time
there were huge needs of building reconstruction and electronic improvements. But now
"2000 Beyond Committee" understood that the context had changed and that the
organization needed to adapt to it. The needs of 20th-century society are different, a
and adaptability. In the presence of these changes in society, LS is in the position to take
measures to suit to the new context, and find where to direct its concentration and
identity, but it is aware that the new orientations of the company can be very different
from those of its precedents. The problem here is again how to guide the organization to
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Case Study: “John Smith and Lillyvanian Systems”
2. Leadership Issues: One of the main concerns for John and his committee "2000 Beyond"
is not to harm the company; by this we mean, how they can go ahead with the changes
that the company needs to evolve to be at the level of market demands without changing
too much the identity of LS and without overloading or stressing its employees with the
changes. Another element that the leadership should take into account is the history and
number of changes that have been made in the last 10 years. The changes have been
many, and leaders must ensure that employees understand the need for changes and help
them with a sensitive transition of their thoughts and emotions, so they can continue to
trust LS. Here the problem is the strategies that are in place to help the relationship with
employees, the question would be to understand whether they are sufficient to move
forward or if more strategies are needed to implement. Another element that may be
previously observed there were questions imposed by Geroge Smith about the proposals
presented earlier for the implementation of the new division of "LS Brand". We are not
sure if the new proposals will be accepted positively or will be rejected by the executive
board, it would be good to consider these alternatives and prepare to respond with
sufficient supporting information to defer the new proposals if they are questioned.
3. Employee Problems: LS has always been well known for a great place to work, where its
employees have always been proud to be part of LS. Employees promoted LS clothing
brand unconsciously at a level of great success for the company due to its strong social
identity with the organization. But on the other hand, we could see that when changes in
the structure of the company were initiated and 26 subdivisions were created, some of the
employees were not satisfied with the changes, and as a result, outside unions were
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Case Study: “John Smith and Lillyvanian Systems”
created to advocate for LS employees. These unions were not very successful, because
the company was aware of the need to take care of their employees first than anything
else, and applied a strategic communication system in advance to inform their employees
during the period of change, providing them with all the possibilities to stay in the
company and obtain the necessary training to continue growing within the company. But
now with the new proposals for changes, we must consider that new conflicts with
disgruntled employees can arise. In the presence of this possibility the serious question
will be, LS has in place enough strategies to meet the needs of employees during periods
of change, and if not, what strategies would be necessary to continue to build emotions of
confidence, trust and motivation for the future to continue guiding its employees?
Recommendations
success over the past 50+years, we recommending that LS concentrate their attention in
extending into business sectors where the company does not possess the expertise and
discipline, not considering and understanding the context and his interactional
psychology21.
21
Liden, R. & Antonakis, J. (2009). Considering context in psychological leadership research. Human Relations,
62(11), 1587-1605.
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Case Study: “John Smith and Lillyvanian Systems”
o Experimentation or failure in unfamiliar product or service areas could erode the
strong reputation that the company has established in building construction, building
supplies, power plant construction, etc. LS could lose the trust, social identity and share
o Every success that they have experienced has been related to expanding their core
• Minimize financial risk by entering a business sector only after understanding the
market (Ex. the shoe sales sector was pursued by LS only after understanding the supply
divisions approach for selecting new projects, ensuring that any new project proposals are
(Ex. web consulting was developed organically within LS out of necessity to market
their brand, but pursued as a separate business division only after demonstrating their
2. Business-Leadership Strategy:
•Limit risk exposure by only extending into business sectors that are well understood
using the feedbacks from their own employees, using ambidextrous leadership22 to have
enough flexibility to use and altering exploration and exploitation behaviors throughout
22
Rosing, K., Frese, M. & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship:
Ambidextrous leadership. The Leadership Quarterly, 22(5), 956-974.
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Case Study: “John Smith and Lillyvanian Systems”
the whole innovation process. (Ex. affordably supplying clothing to construction workers
and entering the clothing sales sector after fully understanding the economies of scale in
the market)
•Pursue business sectors and markets that are aligned with the identity, core values, or
divisions that have contributed and matured to the success of the enterprise, respecting
•Be selective about choosing only business lines aligned with the core competencies of
the company, particularly new areas related to business sectors that have exhibited high
•Continue to recognize and assess how new business opportunities are aligned with market
needs through the use of ambidextrous leadership (the use of explorative and exploitative
small groups of represents to hear the voice of each division, and continue using
business sectors but also reassure team members that new business areas must rely on
23
Tee, E., Paulsen, N. & Ashkanasy, N. (2013). Revisiting followership through a social identity perspective: The
role of collective follower emotion and action. The Leadership Quarterly, 24(6), 902-918.
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Case Study: “John Smith and Lillyvanian Systems”
employee talents, already intrinsic to the LS enterprise, working on reinforcing the trust 24
on the relationship that “motivates followers to comply with and exhibit commitment to
the values of innovation26and motivate the workforce to evolve the company’s business
lines based on emerging market demands, promoting the use of independent27 mentality
LFTrade approach as frame mentality “is more inclusive and humane because every
person, although not equal, has both leadership and followership traits and abilities.”28. It
was observed throughout the analysis of the case, that was not mentioned for presence of
enhancing trust and social identity, and also the use of diversity at the leadership levels
will help to have new visions for new needs on the market globally.
24
Dansereau, F., Seitz, S., Chiu, C., Shaughnessy, B. & Yammarino, F. (2013). What makes leadership, leadership?
Using self-expansion theory to integrate traditional and contemporary approaches. The Leadership Quarterly, 24,
798-821.
25
Dirks, K.T. and Ferrin, D.L. (2002) Trust in Leadership: Meta-Analytic Findings and Implications for Research and
Practice. Journal of Applied Psychology, 87, 611-628.
26
Liden, R. & Antonakis, J. (2009). Considering context in psychological leadership research. Human Relations,
62(11), 1587-1605.
27
Can, A. & Aktas, M. (2012). Cultural values and followership style preferences. Procedia-Social and Behavioral
Sciences, 41, 84-91.
28
Malakyan, P. (2014). Followership in leadership studies: A case of leader-follower trade approach. Journal of
Leadership Studies, 7(4), 6-22.
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Case Study: “John Smith and Lillyvanian Systems”
Conclusion
LS was born in response to the needs of its context. It develops through the ability of its
leaders to examine the demands of existing society and respond coherently with effective
services. LS was innovative from the beginning, providing stability and security to its
employees and clients, who for their strong bonds of trust and shared identity,
expanded globally, to the point that with John Smith as leader, he undertook a new cycle
of evolution for the organization. According to John Smith, LS had obstacles to the
information flowing between the divisions, but John understood that the secret of LS
potential and their next orientation was in his employees inside the organization and
wanted to bring it to its maximum development. But like all companies, when they reach
a certain point of growth they need to make adjustments, in other words self-
actualization. The techniques and strategies applied in LS had been effective so far, but
with a new context including the new level of reaching and development of the company,
new strategies and visions were necessary, including a revision of its own identity.
LS:
1. A style of leadership that assesses and balances the needs and expectations of its
29
Boal, K. & Schultz, P. (2007). Storytelling, time, and evolution: The role of strategic leadership in complex
adaptive systems. The Leadership Quarterly, 18, 411-428.
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Case Study: “John Smith and Lillyvanian Systems”
2. Prioritizing healthy and proactive relationships with employees and clients," a
3. Maintain the reputation of the organization, promoting internal dynamics that inspire
If these five elements are kept constant, possibly any product or service offered by LS
Regarding which direction LS should take, with what kind of projects to continue or not,
we recommend selecting new projects, ensuring that any new project proposals are
Another key recommendation is the need of inclusion for more diversity on the whole
from the same owners family, who have been producing great innovations for the
company but globally at this point remain static in the same orientation because of the
missing piece of the new element (of the diversity) that can bring a new horizons to the
whole organization.
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Case Study: “John Smith and Lillyvanian Systems”
Reference
Boal, K. & Schultz, P. (2007). Storytelling, time, and evolution: The role of strategic
Can, A. & Aktas, M. (2012). Cultural values and followership style preferences.
Dansereau, F., Seitz, S., Chiu, C., Shaughnessy, B. & Yammarino, F. (2013). What
Dirks, K.T. and Ferrin, D.L. (2002) Trust in Leadership: Meta-Analytic Findings and
Implications for Research and Practice. Journal of Applied Psychology, 87, 611-628.
Tee, E., Paulsen, N. & Ashkanasy, N. (2013). Revisiting followership through a social
identity perspective: The role of collective follower emotion and action. The Leadership
[Type text]
25
Case Study: “John Smith and Lillyvanian Systems”
Rosing, K., Frese, M. & Bausch, A. (2011). Explaining the heterogeneity of the
22(5), 956-974.
[Type text]