Read Case Study 12.2 in your textbook and answer the discussion questions that f

Question

Read Case Study 12.2 in your textbook and answer the discussion questions that follow. Your response should be 2 to 3 pages long and follow APA format. Your papers must include an introduction and a clear thesis, several body paragraphs, and a conclusion. Top papers demonstrate a solid understanding of the material AND critical thinking. Please ensure that you provide justification of your statements by citing outside research.

John J. Mack, who had left Morgan Stanley four years earlier, was back as CEO, replacing Philip J. Purcell, who had resigned weeks earlier after mounting criticism that he was mismanaging the once-mighty investment bank. Whereas Purcell was a top-down strategist and tended to hole up in his office, Mack is drawing on his skills as a salesman and operator to make Morgan Stanley as nimble and dynamic as possible. He also hired key people to help him put the new culture in place. T his BusinessWeek case study examines the leadership of Morgan Stanley CEO John J. Mack. It describes his actions to change the investment bank’s
culture and to redirect decision making so that it is more aggressive rather than timid. Read through this BusinessWeek article at www.mhhe.com/mcshane5e , and prepare for the discussion questions below. Discussion Questions 1. On the basis of the information in this case study, describe the competencies that seem strongest in John Mack. 2. To what extent has John Mack exhibited transformational leadership behaviors to shift Morgan Stanley’s culture and decision making?   

Explanation / Answer

1. Based on the case study ‘Mack Attack’, published in the Businessweek, some major points on the competencies that seem strongest in John Mack are:

2. John Mack’s transformational leadership behaviours brought new energy to Morgan Stanley, which was losing out to its aggressive rivals. The transformational leadership style encourages entrepreneurial culture and fosters innovation. Investors gain confidence when they see an active leader. The culture of Morgan Stanley which was subdued during the previous regime, found a new spirit with the return of Mack at the top position. Decision making is transformed from being top-down to more of a bottom-up approach. The managers who were earlier focused on cutting costs and drives no profits, were now being encouraged to expand business and think like the owners.

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