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Leadership Style Circumstances
Business Administration, University of the People
BUS 5411: Leading in Today’s Dynamic Contexts
Dr. Jason Fair
December 17, 2023
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Leadership Style Circumstances
Ever wonder what leadership styles will be appropriate or effective under varying
circumstances? Jill Medvedow was a director at the Institute of Contemporary Art, ICA, who
managed to turn the art museum into a thriving workplace. The museum was struggling through
an identity crisis and low attendance when Medvedow managed to accomplish the impossible.
Through hard work, determination, and transformational leadership she turned the museum into a
shining star (Reavis, 2010).
In this essay, I will showcase the key issues and facts of the case while also sharing
leadership styles Medvedow utilized throughout the case. Then I will share how Medvedow’s
leadership strategies were successful based on the circumstances along with offering a tentative
solution and contingency plan. Lastly, I will wrap up the written assignment with a conclusion.
Key Issues and Facts
The case involves Jill Medvedow who became the director of the ICA with a yearly
attendance of 25,000 people and a $1 million budget. Medvedow had to revitalize the museum
and created a business planning group, found a new parcel of land, and raised over $75 million
(Reavis, 2010). She then built an entirely new ICA and had a record 200,000 visitors in their first
year of reopening. Medvedow overcame countless obstacles to achieve organizational success.
Different Leadership Styles and Success
Medvedow utilized a transformational leadership style to greatly inspire her co-workers,
the leadership, and investors that ICA could become an astounding success (Clark, 2015). She
found success as she raised tens of millions in funding, achieved a very competitive parcel of
land, and motivated her co-workers towards a common goal. The second leadership style that
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was heavily present was democratic leadership as she was extremely involved in working closely
with team members, building relationships, and seeking out new opportunities. The democratic
style was highly appropriate for building an effective team and receiving feedback. A third
leadership style was laissez-faire as Medvedow empowered many of her subordinates with
responsibilities. The empowerment increased productivity and chances of success.
Tentative Solution and Contingency Plan
The tentative solution for the case would be for Medvedow to practice contingency
leadership to allow her the ability to adapt to new situations (BlueSteps, n.d.). The solution can
be implemented through leadership training and learning from more experienced managers. The
solution will be working once Medvedow can effectively address any issue and circumstance
correctly from a leadership perspective. A contingency plan in case the solution fails is to
continue utilizing transformational leadership to achieve higher visitors and further success.
Conclusion
The case involved Jill Medvedow who had the impossible mission of revitalizing the ICA
with little funding and annual visitors. Jill Medvedow employed several different leadership
styles which included transformational, democratic, and laissez-faire. Each strategy proved to be
effective due to her astounding success. The tentative solution for the case would be to
implement contingency leadership training. A contingency plan is further improving
Medvedow’s transformational leadership skills. Truly great leaders will employ contingency
leadership to adapt in varying circumstances to achieve organizational success (BlueSteps, n.d.).
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References
BlueSteps. (n.d.). What makes a great leader? 12 key elements of leadership success.
https://www.bluesteps.com/blog/what-makes-great-leader-12-key-elements-leadership-
success
Clark, D (2015, September 10). Transformational leadership.
http://www.nwlink.com/~donclark/leader/transformational_leadership.html
Reavis, C. (2010, November 9). Turnaround and Transformation: Leadership and Risk at
Boston’s Institute of Contemporary Art. MIT Sloan Management.
https://my.uopeople.edu/pluginfile.php/1805516/mod_workshop/instructauthors/BUS
%205411%20WA5%20Turnaround.pdf
