Case $4\mathrm{.}1$ A Drill Sergeant at First

Mark is the head of the painting department in a large hospital; $20$ union employees report to him. Before coming on board at the hospital, he had worked as an independent contractor. At the hospital, he took a position that was newly created because the hospital believed change was needed in how painting services were provided

Upon beginning his job, Mark did a four$-$month analysis of the direct and indirect costs of painting services. His findings supported the perceptions of his administrators that painting services were inefficient and costly As a result, Mark completely reorganized the department, designed a new scheduling procedure, and redefined the expected standards of performance.

Mark says that when he started out in his new job, he was "all task," like a drill sergeant who didn't seek any input from his soldiers. From Mark's point of view, the hospital environment did not leave much room for errors, so he needed to be strict about getting painters to do a good job within the constraints of the hospital environment.

As time went along, Mark relaxed his style and was less demanding. He delegated some responsibilities to two crew leaders who reported to him, but he always stayed in close touch with each of the employees. On a weekly basis, Mark was known to take small groups of workers to the local sports bar for burgers on the house. He loved to banter with the employees and could take it as well as dish it out.

Mark is very proud of his department. He says he always wanted to be a coach, and that's how he feels about running his department. He enjoys working with people, in particular, he says he likes to see the glint in their eyes when they realize that they've done a good job and they have done it on their own.

Because of Mark's leadership, the painting department has improved substantially and is now seen by workers in other departments as the most productive department in hospital maintenance. Painting services received a customer rating of $92\%,$ which is the highest of any service in the hospital.

$**$ Typically, each question requires $2-3$ sentences. Answer the questions thoroughly but do not ramble. The ability to concisely communicate your point is an important skill in the business world. You will develop this skill throughout the semester by incorporating the feedback you receive on case study assignments.

The Ohio State and University of Michigan studies found a variety of behaviors that demonstrate leadership. From these behavioral perspectives, how would you describe Mark's leadership? What behaviors aligned with these studies and to what degree did Mark not emulate reflect leadership behaviors?

How did his behavior change over time? In general, do you think he is more task$-$oriented or more relationship$-$oriented? Why?

What score do you think he would get on Blake and Mouton's grid? $($Explain thoroughly the evidence for Mark's score on Blake Mouton's grid$).$