have had positive outcomes. For example, the center is now highly valued by the community, as...

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have had positive outcomes. For example, the center is now highly valued by the community, as evidenced by a marked and rapid decline in incidents of vandalism, and the staff are proud of the positive impact the center has on the community. The commitment to community engagement and service coupled with the development of enhanced services placed considerable demands on the center's resources. These demands were addressed through a number of initiatives which also reflect an adaptive and flexible approach to leadership within the center. For example, the center's management was able to successfully negotiate access to additional outdoor recreational park space through contact with the Parks Department. The provision of enhanced services has also had major implications for staff within the center. The center's management ensured staff support by encouraging open communica- tion, participation in decision-making, and creating opportunities for personal growth and development. Historically, staff members were confined to specialized and narrowly defined job roles (e.g., pool attendant, gym instructor, receptionist, and cleaner), and they were expected to display nothing more than routine mechanical compliance with established rules and procedures. Now, however, center staff are encouraged to take certified coaching programs and are given the opportunity to use their newly learned skills. Staff members are also given the opportunity to obtain management experience through short-term assignments to management positions. These changes have resulted in higher staff commitment and high levels of trust between management and staff. The center's management also attempts to shield the center and its staff from less work- able directives emanating from the top management of the Parks Department. The management is prepared to take risks and avoid inappropriate bureaucratic constraints, preferring instead to be judged on the basis of results achieved in fulfilling the center's community mission. The ef- fect of all these changes is increased responsiveness to the needs of the local community and high levels of customer satisfaction. Questions 1. Which of the mediating variables from the multiple-linkages model did the management consider in this case? 2. What are the potential short-term and longer-term effects for employees at this leisure center? 3. Relate the case to the guidelines of adaptive leadership. UK Leisure Center Local authorities throughout the United Kingdom provide a range of publicly funded leisure facilities for local (tax-paying) residents, including swimming, gym, and other sports facilities at purpose-built "leisure centers." Public sector reforms and austerity measures introduced after the global financial crisis forced managers to think carefully about how they can get the best results from their staff. This case involves a leisure center in a deprived inner-city location that achieved exceptional performance. As is common with much of the public sector in the United Kingdom, local leisure cen- ters operate within a very bureaucratic framework, with clearly established rules, policies, and procedures designed to cover all aspects of organizational functioning and service provision. However, unlike other leisure centers within the city, the managers of this center viewed bureau- cratic controls as a framework to be pushed, challenged, and worked around rather than as an end in itself. The center's management considered the needs of key organizational stakeholders, including the local community, employees, and healthcare providers. A local initiative was developed to ensure engagement between residents and welfare groups, schools, and social and sports clubs. The center's management made concerted efforts to visit and meet with these groups, both to inform them about the facilities available and to listen to the ideas and suggestions for improvements. "Open sessions" were arranged whereby repre- sentatives of these groups could visit the center to discuss their needs. As a result of this engage- ment, the management introduced a variety of new classes and activities, such as junior football competitions and summer clubs. The center was the first in the city to open early in the morning to cater to community needs. Good relationships were established with other public service providers in the local area, notably health-care providers, and the center now offers a range rehabilitation programs for individuals referred by health service practitioners. These initiatives of have had positive outcomes. For example, the center is now highly valued by the community, as evidenced by a marked and rapid decline in incidents of vandalism, and the staff are proud of the positive impact the center has on the community. The commitment to community engagement and service coupled with the development of enhanced services placed considerable demands on the center's resources. These demands were addressed through a number of initiatives which also reflect an adaptive and flexible approach to leadership within the center. For example, the center's management was able to successfully negotiate access to additional outdoor recreational park space through contact with the Parks Department. The provision of enhanced services has also had major implications for staff within the center. The center's management ensured staff support by encouraging open communica- tion, participation in decision-making, and creating opportunities for personal growth and development. Historically, staff members were confined to specialized and narrowly defined job roles (e.g., pool attendant, gym instructor, receptionist, and cleaner), and they were expected to display nothing more than routine mechanical compliance with established rules and procedures. Now, however, center staff are encouraged to take certified coaching programs and are given the opportunity to use their newly learned skills. Staff members are also given the opportunity to obtain management experience through short-term assignments to management positions. These changes have resulted in higher staff commitment and high levels of trust between management and staff. The center's management also attempts to shield the center and its staff from less work- able directives emanating from the top management of the Parks Department. The management is prepared to take risks and avoid inappropriate bureaucratic constraints, preferring instead to be judged on the basis of results achieved in fulfilling the center's community mission. The ef- fect of all these changes is increased responsiveness to the needs of the local community and high levels of customer satisfaction. Questions 1. Which of the mediating variables from the multiple-linkages model did the management consider in this case? 2. What are the potential short-term and longer-term effects for employees at this leisure center? 3. Relate the case to the guidelines of adaptive leadership. UK Leisure Center Local authorities throughout the United Kingdom provide a range of publicly funded leisure facilities for local (tax-paying) residents, including swimming, gym, and other sports facilities at purpose-built "leisure centers." Public sector reforms and austerity measures introduced after the global financial crisis forced managers to think carefully about how they can get the best results from their staff. This case involves a leisure center in a deprived inner-city location that achieved exceptional performance. As is common with much of the public sector in the United Kingdom, local leisure cen- ters operate within a very bureaucratic framework, with clearly established rules, policies, and procedures designed to cover all aspects of organizational functioning and service provision. However, unlike other leisure centers within the city, the managers of this center viewed bureau- cratic controls as a framework to be pushed, challenged, and worked around rather than as an end in itself. The center's management considered the needs of key organizational stakeholders, including the local community, employees, and healthcare providers. A local initiative was developed to ensure engagement between residents and welfare groups, schools, and social and sports clubs. The center's management made concerted efforts to visit and meet with these groups, both to inform them about the facilities available and to listen to the ideas and suggestions for improvements. "Open sessions" were arranged whereby repre- sentatives of these groups could visit the center to discuss their needs. As a result of this engage- ment, the management introduced a variety of new classes and activities, such as junior football competitions and summer clubs. The center was the first in the city to open early in the morning to cater to community needs. Good relationships were established with other public service providers in the local area, notably health-care providers, and the center now offers a range rehabilitation programs for individuals referred by health service practitioners. These initiatives of