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50 Case Studies for Management and Supervisory Training by Alan Clardy

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Leadership Case Studies

Here is a sample of three case studies from the book, Leadership Case Studies, that are most instructive and impactful to developing leadership skills.

For the past 30 years, I have conducted seminars and workshops and taught college classes on leadership.

I used a variety of teaching aids including books, articles, case studies, role-plays, and videos.

I recently created a book, Leadership Case Studies that includes some of the case studies and role-plays that I found to be most instructive and impactful.

Here is a sample of three case studies.

Peter Weaver Case Study

Peter Weaver doesn’t like to follow the crowd. He thinks groupthink is a common problem in many organizations. This former director of marketing for a consumer products company believes differences of opinion should be heard and appreciated. As Weaver states, “I have always believed I should speak for what I believe to be true.”

He demonstrated his belief in being direct and candid throughout his career. On one occasion, he was assigned to market Paul’s spaghetti-sauce products. During the brand review, the company president said, “Our spaghetti sauce is losing out to price-cutting competitors. We need to cut our prices!”

Peter found the courage to say he disagreed with the president. He then explained the product line needed more variety and a larger advertising budget. Prices should not be cut. The president accepted Weaver’s reasoning. Later, his supervisor approached him and said, “I wanted to say that, but I just didn’t have the courage to challenge the president.”

On another occasion, the president sent Weaver and 16 other executives to a weeklong seminar on strategic planning. Weaver soon concluded the consultants were off base and going down the wrong path. Between sessions, most of the other executives indicated they didn’t think the consultants were on the right path. The consultants heard about the dissent and dramatically asked participants whether they were in or out. Those who said “Out” had to leave immediately.

As the consultants went around the room, every executive who privately grumbled about the session said “In.” Weaver was fourth from last. When it was his turn, he said “Out” and left the room.

All leaders spend time in reflection and self-examination to identify what they truly believe and value. Their beliefs are tested and fine-tuned over time. True leaders can tell you, without hesitation, what they believe and why. They don’t need a teleprompter to remind them of their core beliefs. And, they find the courage to speak up even when they know others will disagree.

• What leadership traits did Weaver exhibit?
• If you were in Weaver’s shoes, what would you have done?
• Where does courage come from?
• List your three most important values.

Dealing with a Crisis Case Study

Assume you are the VP of Sales and Marketing for a large insurance company. Once a year your company rewards and recognizes the top 100 sales agents by taking them to a luxury resort for a four-day conference. Business presentation meetings are held during the morning. Afternoons are free time. Agents and spouses can choose from an assortment of activities including golf, tennis, boating, fishing, shopping, swimming, etc.

On day 2 at 3:00 p.m., you are at the gym working out on the treadmill, when you see Sue your administrative assistant rushing towards you. She says, “I need to talk to you immediately.”

You get off the treadmill and say, “What’s up?” Sue states, “We’ve had a tragedy. Several agents went boating and swimming at the lake. Randy, our agent from California died while swimming.”

(Background information – Randy is 28 years old. His wife did not come on the trip. She is home in California with their three children).

• Explain what you would communicate to the following people.
• Your Human Resources Department
• The local police
• The attendees at the conference (Would you continue the conference?)
• How will you notify Randy’s wife?
• If Randy’s wife and a few family members want to visit the location of Randy’s death, what would you do?
• What are some “guiding principles” that leaders need to follow in a crisis situation?

 Arsenic and Old Lace Case Study

Review the YouTube video, “ I’ll show them who is boss Arsenic and Old Lace.”   

Background Information

The Vernon Road Bleaching and Dyeing Company is a British lace dyeing business. It was purchased in bankruptcy by the father/son team of Henry and Richard Chaplin. Richard has been acting as “Managing Director” which is the same as a general manager or president of a company.

The company has had 50-to-150 employees with 35-to-100 being shop floor, production employees. The company produces and sells various dyed fabrics to the garment industry.

Gerry Robinson is a consultant who was asked to help transform methods of conducting business to save the company.

Jeff is the factory manager.

• What are Richard’s strengths and weaknesses as a leader?
• What could Richard have done to make the problems of quality and unhappy customers more visible to the workforce?
• What do you think Richard’s top three priorities should be for the next 12 months?
• What could Richard have done to motivate the workforce?
• Evaluate Jeff’s approach and effectiveness as a leader.

The book contains 16 case studies, four role-plays, and six articles. I hope you find some of the content useful and helpful in your efforts to teach leadership.

Click for additional leadership case studies and resources .

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Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

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Top Leadership Scenario Examples for Discussion

In the fast-paced world of business and organizational management, leaders are continually tested by complex challenges that demand quick thinking, ethical decision-making, and effective communication. One of the best ways to prepare current and future leaders for these challenges is through scenario-based discussions. These discussions not only enhance problem-solving skills but also deepen understanding of different leadership styles and their impacts in various situations. This article presents a curated list of top leadership scenario examples, designed to provoke thoughtful discussion and development among leaders across all levels. From navigating ethical dilemmas to managing team conflicts and driving change in the face of resistance, these scenarios reflect real-world issues that leaders are likely to face, providing a practical and engaging way to refine leadership capabilities .

Scenario 1: Leading Through Change

Context: You are a department head at a mid-sized company. The company is undergoing a major transformation that includes implementing new technologies and restructuring several teams. Some employees are resistant to change, fearing job losses and increased workload.

Discussion Points:

• How would you communicate the changes to your team?
• What strategies would you use to manage resistance?
• How can you ensure the transition is smooth and maintain team morale?

Discussion Point 1: Communicating the Changes to Your Team

Key considerations:.

• Clarity and Transparency: Be clear about what the changes are, why they are necessary, and how they will impact the team. Transparency is crucial to build trust.
• Communication Channels: Decide the best mediums (e.g., emails, town hall meetings, one-on-one sessions) to communicate the changes effectively.
• Feedback Mechanism: Implement a system where employees can express their concerns and ask questions.

Questions for Discussion:

• What are the most effective communication strategies for announcing organizational changes?
• How can leaders ensure that their message is understood and taken positively?

Discussion Point 2: Managing Resistance

• Understanding the Root Causes: Identify why employees might resist the changes—fear of job loss, increased workload, lack of understanding, etc.
• Engagement Strategies: Involve employees in the change process where possible, which can reduce resistance and increase buy-in.
• Support Systems: Offer support such as training, counseling, and open office hours to address concerns.
• What are some specific techniques to handle resistance from team members?
• How can leaders identify and address the underlying concerns of resistant employees?

Discussion Point 3: Ensuring a Smooth Transition and Maintaining Team Morale

• Change Champions: Identify and empower change champions within the team who can advocate for the benefits of the changes.
• Regular Updates: Keep the team regularly informed about the progress and phases of the change process.
• Celebrating Milestones: Recognize and celebrate small victories to keep morale high.
• What role can leadership play in facilitating a smooth transition?
• How can leaders maintain or even boost team morale during periods of significant change?

Group Activity:

• Role-Playing Exercise: Divide into groups and role-play different scenarios where team members express their resistance, and practice how to handle these situations. Each group can present their approach and receive feedback.

Reflection:

• Personal Reflection: Encourage participants to think about past experiences of change, either as leaders or as team members, and share what worked and what didn’t.

Scenario 2: Handling a Conflict

Context: Two of your top team members, who usually work well together, have recently been in conflict over the direction of a major project. Their disagreement has started affecting the mood and productivity of the entire team.

• How would you address the conflict between the two team members?
• What steps would you take to prevent such conflicts from affecting the entire team?
• How can you help them collaborate effectively again?

Discussion Point 1: Addressing the Conflict Between the Two Team Members

• Direct Intervention: Arrange a private meeting with both parties to discuss the issue openly and calmly. As a mediator, the leader must remain neutral and focused on understanding both sides.
• Active Listening: Encourage each team member to express their viewpoints and concerns without interruption. This can help in identifying the root cause of the conflict.
• Collaborative Problem Solving: Work together to find a solution that addresses the concerns of both parties, possibly compromising or finding a third, mutually beneficial path.
• What are effective strategies for mediating a conflict without taking sides?
• How can a leader facilitate a constructive dialogue between conflicting parties?

Discussion Point 2: Preventing Such Conflicts from Affecting the Entire Team

• Maintaining Team Morale: Keep the broader team insulated from the conflict as much as possible to prevent a drop in morale and productivity.
• Communication: Clearly communicate to the team that steps are being taken to resolve the issue, without divulging sensitive details.
• Culture of Respect: Foster an environment where differences in opinion are respected and where conflict is seen as an opportunity for growth and innovation, not a threat.
• How can a leader prevent conflicts from escalating or spreading within the team?
• What role does team culture play in conflict resolution?

Discussion Point 3: Helping Them Collaborate Effectively Again

• Rebuilding Trust: After a resolution is reached, focus on activities that rebuild trust between the individuals, such as joint tasks that require cooperation to succeed.
• Monitoring Progress: Keep a close eye on the interactions between the two team members to ensure that the resolution is holding and to address any residual tension.
• Feedback and Support: Provide ongoing support and constructive feedback to both individuals as they work to mend their professional relationship.
• What are effective methods to help team members move past a conflict and work together effectively?
• How can leaders support ongoing collaboration after a conflict has been resolved?
• Conflict Resolution Role Play: Participants could role-play a scenario where they must mediate a dispute between two team members, focusing on achieving a resolution that allows both to move forward collaboratively.
• Learning from Experience: Encourage participants to share their own experiences with conflict resolution, discussing what strategies worked, what didn’t, and what they learned from those experiences.

Scenario 3: Decision-Making Under Pressure

Context: As the leader of a startup, you are faced with a critical decision: whether to accept a lucrative buyout offer from a larger company or to try and grow independently with uncertain future funding.

• What factors would you consider in making your decision?
• How would you involve your team in this decision-making process?
• What would be your approach to evaluating the risks and benefits?

Discussion Point 1: Factors to Consider in Making the Decision

• Company Vision and Goals: Reflect on the long-term vision and objectives of the startup. Does the buyout support or hinder these goals?
• Financial Stability: Assess the financial implications of both options. The buyout might offer immediate financial security, whereas independent growth could lead to greater long-term gains but with more risk.
• Impact on Employees: Consider how each choice affects your team in terms of job security, roles, and company culture.
• Market Conditions: Analyze current and projected market trends. How might these influence the success of continuing independently or the timing of the buyout?
• How do personal values and the overarching company mission influence major business decisions?
• What metrics or data are critical in evaluating such a decision?

Discussion Point 2: Involving the Team in the Decision-Making Process

• Transparency: Share the situation with your team to ensure that they are aware of potential changes and can prepare accordingly.
• Seek Input: Gather input from key team members, especially those whose areas would be most affected by either decision. This can provide insights that might not have been considered initially.
• Consensus Building: While the final decision rests with the leader, finding a consensus or a majority support can help in solidifying the team’s commitment to the chosen path.
• How should a leader balance between making a unilateral decision and seeking consensus?
• What are effective strategies for involving diverse viewpoints in a complex decision-making process?

Discussion Point 3: Evaluating the Risks and Benefits

• Risk Assessment: Identify and weigh the potential risks of each option, such as financial instability or loss of control in the case of a buyout, against the risks of ongoing funding uncertainties if the company remains independent.
• Benefit Analysis: Consider the potential benefits, including financial rewards, stability, and opportunities for scaling up the business.
• Scenario Planning: Develop scenarios for best and worst-case outcomes for each option. This can help in understanding the possible impacts of each decision.
• What methodologies can be used for a balanced risk-benefit analysis in decision-making?
• How can leaders prepare for negative outcomes regardless of the decision?
• Scenario Analysis Workshop: Break into groups and develop detailed scenarios based on choosing to sell or remain independent. Each group could present their analysis and discuss the reasoning behind their conclusions.
• Personal Reflection and Peer Learning: Encourage participants to discuss past decisions they have made under pressure and share insights on what they learned and how they could apply those lessons in future scenarios.

Scenario 4: Inspiring a Demotivated Team

Context: You have noticed a significant drop in motivation among your team members. They seem disengaged, productivity is declining, and there is an increase in absenteeism. The dip in morale is due to recent budget cuts that have limited resources and rewards.

• What strategies might you employ to boost morale?
• How can you motivate your team despite budget constraints?
• What actions can you take to ensure the team feels valued and engaged?

Discussion Point 1: Strategies to Boost Morale

• Recognition and Praise: Increase non-monetary forms of recognition, such as public acknowledgments, awards for employee of the month, and personal thank you notes for good work.
• Professional Development: Even with budget constraints, focus on providing development opportunities such as training sessions, online courses, and cross-training that can help employees grow their skills.
• Improved Communication: Ensure open lines of communication, where employees feel heard and their ideas can be freely expressed. Regular team meetings and one-on-one check-ins can help in this regard.
• What creative recognition strategies can be effective when financial rewards are not feasible?
• How can leadership ensure that recognition feels genuine and not just a substitute for monetary rewards?

Discussion Point 2: Motivating the Team Despite Budget Constraints

• Empowerment: Delegate more responsibilities to team members, giving them autonomy to lead projects or tasks. This can help in boosting their sense of ownership and engagement.
• Flexibility: Offering flexible working hours or the option to work from home can be highly motivational, especially if monetary rewards are not available.
• Purpose and Vision: Reiterate the purpose and the broader vision of the organization. Help team members see how their work contributes to these goals, enhancing their sense of purpose.
• How can small, cost-effective changes in the workplace environment increase motivation?
• What are the non-financial motivators that can have a significant impact on employee satisfaction?

Discussion Point 3: Actions to Ensure the Team Feels Valued and Engaged

• Team Building Activities: Organize team-building exercises that are low-cost but effective in fostering camaraderie and teamwork. Activities could include virtual game nights, team challenges, or group workouts.
• Feedback Mechanisms: Establish a clear system for providing and receiving feedback. This helps in making employees feel that their opinions are valued and considered in decision-making.
• Work-Life Balance: Encourage a healthy work-life balance by advocating for and respecting personal time, which can help reduce burnout and absenteeism.
• What role does team culture play in maintaining motivation during tough times?
• How can regular feedback and active listening make a team feel more valued?
• Motivation Workshop: Participants can brainstorm and share cost-effective motivational strategies that have worked in their own experiences. This can then be developed into a “best practices” list that everyone can take away from the session.
• Personal Reflection and Peer Learning: Encourage participants to reflect on times when they felt demotivated and discuss what could have helped them feel more engaged and valued.

Scenario 5: Ethical Dilemma

Context: You discover that a highly successful project manager has been falsifying reports to make their projects appear more successful than they actually are. Addressing this could mean losing a valuable employee and potentially harming the company’s reputation.

• How would you handle this situation?
• What steps would you take to address the falsification issue without causing unnecessary harm to the employee or the company?
• How can you prevent such ethical issues in the future?

Discussion Point 1: Handling the Situation

• Immediate Action: Assess the extent of the falsification and its impact on the company. Immediate action is required to prevent further damage.
• Confidential Investigation: Conduct a confidential investigation to gather all facts before making any decisions. This ensures fairness and accuracy.
• Communication with the Project Manager: Speak directly and privately with the project manager to hear their side of the story. This is crucial for maintaining fairness and understanding their motives.
• How do you balance the need for immediate action with the right to due process for the employee?
• What are the key factors to consider when deciding how to address this with the employee and other stakeholders?

Discussion Point 2: Addressing the Falsification Issue

• Corrective Actions: Depending on the findings, actions may range from formal reprimands and monitoring to dismissal if warranted by the severity of the misconduct.
• Transparency with Stakeholders: Decide how much to disclose to other team members and stakeholders. It’s important to maintain trust while also protecting the privacy and dignity of the individuals involved.
• Restorative Steps: Ensure that any project outcomes affected by the falsification are corrected and clients or stakeholders are informed if necessary.
• What are effective ways to minimize damage to both the employee’s career and the company’s reputation?
• How can you ensure that the response is proportionate to the severity of the falsification?

Discussion Point 3: Preventing Ethical Issues in the Future

• Ethical Training: Implement regular ethical training for all employees, emphasizing the importance of honesty and transparency.
• Review of Policies and Controls: Review and strengthen internal controls and audit processes to prevent similar issues.
• Culture of Integrity: Foster an organizational culture that encourages ethical behavior and makes it easy for employees to raise concerns without fear of retaliation.
• How can leaders cultivate an ethical workplace culture that discourages such behavior?
• What systems can be put in place to detect and address ethical breaches early?
• Role-Playing Exercise: Participants can role-play various roles (the leader, the project manager, a team member) to explore different perspectives on the issue and potential responses.
• Personal Reflection and Peer Learning: Encourage participants to share experiences where they dealt with ethical dilemmas and discuss the outcomes and lessons learned.

These scenarios can be used to facilitate discussions that help develop critical thinking, ethical decision-making, and effective leadership strategies among participants.

Exploring leadership scenarios provides invaluable insights into the complexities of managing teams , making strategic decisions, and upholding ethical standards in professional environments. By engaging with these examples, leaders can better anticipate challenges, reflect on their own leadership approaches, and enhance their ability to guide their teams through the uncertainties of the corporate world. These scenarios serve as a versatile tool in leadership training, promoting critical thinking, empathy, and resilience—qualities essential for any effective leader. As the landscape of work continues to evolve, the ability to adapt and learn from such discussions will undoubtedly mark the difference between a good leader and a great one.

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Written by: Ilona Niemi, Ph.D., MPM Case # 019-001 Keywords: compliance, sales, financial services, regulatory technology, global business compliance, governance

Pamela's Pickle

The challenge of integrated business planning.

 (PDF file)  The Twist  (opens in new window) 

Pamela finds herself in a bit of a pickle when she is asked to be "flexible" with her financial projections

Written by: Gail Cook Johnson, Ph.D. Case # 017-003 Keywords: integrated business planning, financial forecasting, ethical decision-making, marketing

In your face

A decision regarding privacy and technology in a hiring process.

During job interviews, people read more than just cover letters, resumés, and references

Written by: Hasko Von Kriegstein, Ph.D. Case # 017-001 Keywords: startup growth, human resources management, hiring, transparency, privacy, emotion recognition software

 (PDF file)  Version Français / French version: <<En plein visage>>

Making Responsible Tourism Work On A Global Scale

Jackson finds himself having to juggle local customs, corporate policy, and the law

Written by: Gail Cook Johnson, Ph.D. Case # 016-004 Keywords: international business, local customs, bribery, kickbacks

Winslet Dragons: Going Viral

What happens when student athletes break the rules.

The stellar reputation of Winslet College and its athletes are threatened by an underage drinker and allegations of hazing.

Written By: Jessica Griffiths, B. Comm., Gail Cook Johnson, Ph.D. Case # 015-004 Keywords: sports management, disciplinary decisions, student life, university administration

Opportunity Knocking at PolluIn's Door

Sam shore's troubled deliberations.

Sam Shore’s company needs capital. A venture capitalist is willing to invest, but it could mean a revision of the company’s values.

Written by: Gail Cook Johnson, Ph.D. Case # 019-006 Keywords: entrepreneurship, technology, organizational development, diversity, leadership, venture capital

Chaos in Cambodia

Responsibility for worker safety in the global supply chain.

A supplier's factory explodes prompting Sareh to investigate.  She finds more to consider than first met the eye

Written by: Chris MacDonald, Ph.D. Case # 017-002 Keywords: sweatshop labour, factory safety, risk management, supply chain, corporate social responsibility

Smoothing to Maximize

When is it okay who does it hurt.

Dennis Richter discovers his colleagues practise a corrosive leadership style and smooth accounts to maximize performance

Written by: Gail Cook Johnson, Ph.D., Vasilina Demidovich, CPA, CA, ACC, CHPC Case # 019-005 Keywords: accounting, income smoothing, materiality, finance

Aphrodite Rising

Addressing social reality in video gaming.

Lukas's new employee has great ideas for videogames with positive ethical themes, but may have done something dubious

Written by: Gail Cook Johnson, Ph.D. Case # 016-003 Keywords: videogames, sexism, human resources management, hiring,  doxing

Growing Pains

Transitioning from a small- to a medium-sized business.

The challenges that come with growing a small family-owned business are augmented by health & safety concerns.

Written by: Kyle Menken, M.A. and Hasko Von Kriegstein, Ph.D. Case # 016-001 Keywords: family business, small business, restructuring, health and safety, workplace injury, nepotism

The Two Faces of Albert Ashwood

Talking corporate values & living corporate values.

David sees Albert as a shoo-in for CEO, but learns of some disturbing allegations against him

Written by: Gail Cook Johnson, Ph.D. Case # 015-003 Keywords: sexual harassment, publicity, hospitality, ethical leadership

TheatreCreate

George hammersmith's dilemma.

Passion for the theatre is not the only thing inflamed. Drama happens offstage as old rivals clash

Written by: Gail Cook Johnson, Ph.D. Case # 015-001 Keywords: ethical leadership, board governance, reporting, human resources management

Where is Simon?

When a sales leader loses perspective.

Evangeline sees the firm is in jeopardy unless organizational issues are addressed urgently. But her boss, is not paying attention

Written by: Kerry Mitchell, Media and Sales Executive, Gail Cook Johnson, Ph.D. Case # 019-007 Key Words: sales, entrepreneurship, technology, brand development, finance, B Corp, Indigenous partnerships

The Challenge of the Global Frontier

Quality assurance in a third-party process.

Ranjeet faces quality issues of imported materials, and has costs, deadlines, and a company reputation to consider.

Written by: Gail Cook Johnson, Ph.D., Grigor Edward Cook, P.Eng. Case # 015-002 Keywords: ethical leadership, quality assurance, international business

Teaching Notes

To assist instructors in creating optimal learning experiences, we have included ways they can ensure that students have read and come prepared to discuss their analysis in class. Steps include individual student preparation, in-class discussion, individual reflection as well as a marking rubric.  (PDF file)  Download the Teaching Notes.  (opens in new window) 

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Please inform us of your experience by contacting Dr. Gail Cook Johnson, our mentor-in-residence, at [email protected] .