Case Study 1: Carefully read the case below and respond to all case related questions. Please note that each question under this case carries equal mark and your response for each question should not exceed the limit of 200 words

Laila is the associate director of an NGO that works on supporting women and children in vulnerable communities in Afghanistan. She is the head of a department that focuses on evaluating the capacity-building programs the NGO provides to women. She reports directly to the CEO of the organization. Considering the increased competition for governments on-budget funding, the NGO has been quite cautious in hiring. At the same time they have also suffered high staff turnover. Two directors from the program sector, three key research staff from the research sector, and one key person from the finance department have left.

Laila therefore has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each. Both managers have been appointed within the last six months.

Manager 1: Kiran with research expertise manages staff who provide research support to another department that delivers education and health services to youth. Kiran supports her staff and is very organized; however, she often takes a very simple and straightforward view of issues. The top leadership of the NGO values Kirans latest research on the health sectors services. Kiran is very motivated and driven and expects the same from her staff.

Manager 2: Lyma has a strong background in sociology, research and evaluation and she manages staff that work on different projects within the NGO. She is known as a problem solver and is extremely supportive of her staff. She is very organized and has a wealth of experience in evaluation of family services. Lyma is very capable and can sometimes take on too much.

The managers are sensing that staff are becoming overworked as everyone takes on increased responsibilities due to high staff turnover. Staff have also mentioned that Lailas pessimistic conversation style leaves them feeling depressed. In addition, Laila has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff. Laila said she has not received sufficient information from the finance department to complete the budgets. The finance department said they have sent her all the information they have available.

As staff become distressed, the managers are becoming frustrated. They feel like they are unable to advocate for their staff or solve problems without key information like the departmental budget.

Questions:

1. Considering the distinct yet crucial functions of Leadership and Management, how can Laila most effectively play her role as associate director? What combination of the two do you think would work best in this setting?

2. Using Mintsbergs Model, what advice will you give Laila on improving her leadership skills and to both the managers for improving their management skills?

3. In consideration with the leadership styles proposed by Leadership Grid Theory, which leadership style do you think would be more effective for such situation and why?

Kindly request you answer to case, please don't copy past from any source on google, thank you in Advance.