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An Emerging Leader: Nora Has a New Job

Karen MacMillan, Fernando Olivera

Product #:W34326
Supplier:CEMS Collection
Discipline:Human Resource Management, Organizational Behaviour/Leadership
Setting:Canada, 2022
Details:Case (PDF) • 6 pages • 2023-12-20 (Rev: 2026-04-30)

Subjects:

LeadershipLeadership and managing peopleManagement performanceSelf-motivationEmployee performance managementEmotional intelligenceOrganizational cultureOrganizational behavior

Industries:

Business services sector

Geography:

North AmericaCanada
Your Price:$8.74

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Nora is an intelligent, hard-working employee in her first managerial role. As she attempts to move from a role as a contributor to that of a leader, she struggles to effectively manage her workload, her boss, and her team. While she is prepared to do what it takes to be successful, the characteristics that got her to her current level are not those that are needed in her new position. In other words, while she is technically adept, motivated, and customer-focused, this is no longer enough. Nora needs to identify what she can do—and what resources and support she should ask for—to fulfill her potential in this new role.

Learning Objectives

The case can be used effectively in courses or modules on organizational behaviour, employee relations, human resources, performance management, leadership, candour, difficult conversations, and career development. It is also effective in executive education programs for emerging leaders. This case allows us to follow a newly promoted manager as she tries to make the most of her new opportunity. It will help both undergraduate and graduate students improve their understanding of the process of managing oneself, one’s boss, and one’s employees. It can help students learn how to determine the critical factors connected to work performance and to recognize how the relevant components interact as part of a larger system. After working through the case and assignment questions, students will be able to do the following:

  • Identify key dimensions (ability, motivation, resources, and direction) of performance in order to be able to diagnose and resolve performance issues.
  • Describe the steps a new leader must take to claim and develop an effective leadership identity.
  • Identify the fundamental attribution error and consider ways of circumventing this common mistake.
  • Develop a concrete action plan that includes specific steps a new leader should take to deal effectively with her boss and her employee.
  • Explain the importance of frequent and candid communications between leaders and employees to ensure that goals and objectives are aligned.
  • Recommend and practice an approach to dealing effectively with a disgruntled employee and resolving a conflict.
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Case Study: An Emerging Leader: Nora Has a New Job (English version) | Ivey Publishing