Sample Answer
Case 4.2: Eating Lunch Standing Up
Introduction
Leadership in small, fast growing businesses often becomes highly visible because employees interact with the leader daily. In the case of Susan Parks, her leadership style shapes not only performance but also how people feel about coming to work. Marathon Sports is growing steadily, employees are productive, and the business has a strong reputation. At the same time, staff reactions to Susan are sharply divided. Using the behavioural approach to leadership, this essay analyses Susan’s leadership style, explains why it produces such strong reactions, considers whether she should change her behaviour, and evaluates whether she would remain effective if she did.
Susan’s leadership through the behavioural approach
The behavioural approach focuses on what leaders actually do, rather than on their personality traits or formal authority. A classic part of this approach is the distinction between task oriented behaviour and relationship oriented behaviour.
Susan’s leadership is clearly dominated by task oriented behaviour. She sets clear goals, defines tasks precisely, schedules work carefully, and ensures that employees are constantly engaged in productive activity. The store runs efficiently when she is present, and staff understand exactly what is expected of them. This aligns strongly with what behavioural theorists describe as initiating structure. Susan organises work, establishes standards, monitors performance, and prioritises results. The consistent annual sales growth of 15 percent suggests that this approach is effective from a business performance perspective.
However, Susan shows very limited relationship oriented behaviour. She rarely takes breaks, does not spend informal time with staff, and appears emotionally distant. From a behavioural viewpoint, she demonstrates little consideration, meaning limited attention to employees’ social needs, feelings, and sense of belonging. She leads by example through hard work and discipline, but she does not invest much visible effort in building personal connections with her team.
In simple terms, Susan is a high task, low relationship leader. Behavioural theory suggests that this style can be highly effective in environments where clarity, speed, and efficiency matter, but it can also generate dissatisfaction when employees value interpersonal connection and enjoyment at work.
Why her leadership creates such strong employee reactions
The strong and divided reactions from Susan’s employees stem directly from the imbalance in her leadership behaviours. Employees who value structure, clarity, and achievement tend to respond positively to her style. Many of the staff are college students who may appreciate knowing exactly what to do, learning from an experienced manager, and feeling productive by the end of their shifts. For them, Susan’s competence and drive create a sense of confidence and purpose. They trust her judgment and feel that their time at work is well used.
On the other hand, employees who value social interaction, emotional support, and a relaxed atmosphere find her leadership draining. Retail work often involves long hours, customer pressure, and physical fatigue. In such settings, small social interactions and moments of informality can make work more enjoyable. Susan’s constant focus on tasks and her tendency to avoid informal engagement can make the workplace feel intense and impersonal. These employees interpret her behaviour as cold or overly driven, even if that is not her intention.
The mixed reaction is intensified by Susan’s personal example. She works long hours, eats lunch standing up, and appears to prioritise work above everything else. While some employees admire this dedication, others find it unrealistic or intimidating. They may feel that their own need for balance is not understood or respected. Behavioural theory helps explain this by showing that leadership behaviour sends signals. Susan’s signals strongly emphasise performance and effort, while downplaying wellbeing and connection.
Should Susan change her behaviour
From a behavioural perspective, Susan does not need to abandon her task oriented strengths. These behaviours have clearly contributed to the success of Marathon Sports. However, she would benefit from adjusting her behaviour to include more relationship oriented actions.
Changing behaviour does not mean becoming less professional or reducing standards. It could involve small, intentional actions such as taking brief breaks with staff, showing interest in their studies or goals, offering verbal recognition, and occasionally allowing a lighter atmosphere when appropriate. These behaviours communicate consideration without undermining efficiency.
Susan is already aware that employee reactions are mixed, and this awareness is important. Behavioural leadership theory assumes that leaders can learn and adapt their behaviours. Given her commitment to both her business and her family, improving relationships at work could also reduce her own stress and feelings of isolation. Ignoring the issue risks higher staff turnover, lower morale, and long term burnout for both Susan and her employees.
Would Susan remain effective if she changed
Susan would likely remain effective, and possibly become more effective, if she balanced her leadership behaviours. Research linked to the behavioural approach suggests that leaders who combine high task focus with high relationship focus often achieve strong performance alongside higher satisfaction.
By maintaining clear goals and structure while also demonstrating consideration, Susan could appeal to a wider range of employees. Staff who already respect her competence would not lose that respect simply because she becomes more approachable. In fact, many may feel more motivated and loyal. Those who currently feel disconnected would be more likely to enjoy their work and stay with the company longer.
Importantly, Susan does not need to transform her personality. Behavioural theory emphasises actions rather than traits. Simple behavioural adjustments can significantly change how leadership is experienced. Given the continued growth of Marathon Sports and Susan’s multiple responsibilities, a more balanced leadership style could also help develop future supervisors within the store, reducing pressure on her in the long run.
