Case study 1: Leadership V. Management Recently it was found out that a client of Agency X was having an affair with the Case Manager working with her family. The Case Manager is a female worker named Agnes. For confidentiality's sake we will call the client Jane Doe. Agnes and Jane had the affair for 6 months before Jane broke it off. They continued to work together professionally for 2 months until their affair was found out by Agnes' supervisor, who removed Jane from Agnes' caseload. The supervisor spoke with Agnes about her indiscretion and how it was unprofessional and could get the agency in trouble. Agnes said it would never happen again. The supervisor told the HRD who advised the him to give Agnes a formal verbal warning for her employee file, in accordance with the agency's employee manual. The supervisor never gave Agnes the warning as they had worked together for several years and he felt his talking to her informally was enough. Seven months later, a lawsuit was filed against the agency by Jane Doe. She alleged that she had lost her food stamps due to Agnes retaliating for the break-up and spreading rumors about her in the Social Services agency that was in charge of her benefits. When the CEO of Agency X found out about the law suit, he ordered the HRD to fire Agnes and the supervisor. He wanted the HRD to give a full report to the BOD on what had transpired and who was involved. He also told her to re-write the employee manual because a verbal warning for such an offense was too light a punishment. He instructed the HRD that he was giving her a formal warning as well for not informing him of the situation immediately when she found out, before the lawsuit was filed. Further, the CEO asked the HRD to speak with any reporters and to act as the face of the agency in the public for all matters related to the case. The HRD told the CEO that she felt it was not her role to be the face of the agency or to report to the BOD. She felt she had followed procedures as it was stated in the employee manual and to do otherwise would open the agency to further law suits from the staff involved. She also told him the employee manual was referenced in the by-laws of the agency and needed approval from the BOD to be revised. Further, she told him that her role as manager should be to handle things at the staff level while he and the BOD should handle the external concerns. Short Answers: You can use one to two sentences to answer each of the following: What are functional responsibilities of managers? What are some of the leadership protocols? Who are some of the external stakeholders that the leader has to network with to keep the organization viable? What are the competencies the leader should have to help deal with such situations? What leadership style will you choose? How can the BOD help in this situation? What would be their role? What about the BOD as described would prevent it from being effective in this situation? What is a balanced Board and what are some new trends in BOD leadership that may help deal with this situation? What ethical issues should the BOD be concemned with