During his senior year in high school, Alex Mitchell decided that he would apply for a scholarship with the Naval Reserve Officers Training Program $($NROTC$)$ Scholarship Program. The prospect of having a scholarship that included the cost of tuition, textbooks, lab fees, and minor living expenses seemed outstanding. The focus of the NROTC program on developing leadership skills, including community$-$service activities, was another plus for Alex. He reasoned also that the formal education he would receive would help prepare him for a good career in whatever field he chose. Furthermore, Alex thought that serving his country for the six required years was an excellent idea. In his words, If the powers that be think our country needs a Navy, I want to do my part.Alex found appealing the idea that after graduation from college he would be commissioned as an Ensign in the Naval Reserve, if he committed to a minimum of five years of active duty service. After a successful four years at his chosen state university, Alex became submarine officer Ensign Mitchell. The five years in the Navy fulfilled their promise. Alex enjoyed working with sailors, other officers at his level, and more experienced officers. Alex particularly enjoyed being a leader and having so much responsibility. He noted that One mistake in a submarine can have disastrous consequences for hundreds of people.Alex's superiors thought highly of his work, and they consistently give him outstanding performance evaluations $($fitness reports$).$ The one area of suggested improvement in his performance as a naval officer was that at times his performance expectations of those in his command tended to be unrealistically high. A senior officer once told him, Ensign Mitchell, this is not your grandfather's Navy. You need to be a little more patient with young sailors.When Alex began his job search as he approached the end of his naval service, he found that many companies were actively recruiting former military officers. The most attractive opportunities were for management positions, or management training programs that would lead quickly to a management position. After a brief job search, Alex accepted a management training position at one of the best$-$known home$-$improvement chains.From the start of the training program, Alex knew that he had made a good career choice. He believed strongly that his command experience in the Navy, as well as his formal education and part$-$time jobs, were a strong combination for being successful as a store manager. Alex began by working as a store associate for $3$ months in order to learn the business from an entry$-$level perspective. Next, he was appointed as manager of the tool department at one store for $9$ months.Alex's giant step into a leadership position took place when was appointed as the store manager at a medium$-$size store in the chain, located in Milwaukee, Wisconsin. In his first meeting with the department managers and other key personnel, Alex told them, I am so pleased to have command of this store. I will soon be asking you for your suggestions as to how to make our store one of the highest$-$performing units in the company. Communication with me will be constant. My cell phone will be turned on $24/7$ to listen to your problems, as well as to inform you of any trouble spots I observe.As Alex built a routine, he typically arrived to the store at $6$:$00$ am$.$ His day officially started at $7$:$00$ am but he preferred to arrive early in order to prepare himself for his day. He began his day at his desk, reviewing his calendar for the day. His calendar also served as his to$-$do list for the day. It included all meetings, goals and work responsibilities that must be accomplished before he left at the end of the day. Alex was highly goal driven and believed that reaching his daily goals were a positive expression of who he is$.$ Alex initiated structure in all his work.He met the associates daily at $7$:$00$ am$,$ in the break room where the team began their shift. Alex started each morning with a team meeting where he outlined the daily responsibilities to his team. Alex stressed the importance of getting the job done to his team during the morning meeting. By $7$:$15$am Alex was out of the meeting ready to tackle his to$-$do list.Alex was constantly on the go$.$ He didnt even take an official lunch break; he just kept energy bars in his pants pocket to eat when he was hungry. He kept his checklist handy and made notes of what had been accomplished throughout the day. He ended his day in the same way he began, back in his office making notes and plans for the next day. He was willing to put in long hours and often left late in the evening.A few months into his position, Alex transmitted an e$-$mail to each and every associate in the store, including the department supervisors who reported to him directly. The e$-$mail read in part: Last evening during my late$-$night inspection, I noticed several deficiencies in the parking lot that I do not want to see repeated. I found several shopping carts scattered around the lot, instead of in their designated parking space. I found garbage on the ground. I also witnessed two of our store associates puffing cigarettes outside the store. All of the above are totally unacceptable. I demand an immediate explanation of how you intend to fix these problems.Alex was perplexed by how employees, and even several supervisors, were particularly quiet and avoided eye contact with him in the weeks that followed. There seemed to be a lot of whispering among staff members and team morale did not seem strong. Alex preferred very direct communication, though, and believed in running a tight ship, enforcing rules and meeting deadlines.At the six month mark, the human resources department conducted its annual morale and job satisfaction survey using the company intranet. Participants were assured that all responses would be anonymous. As a result, participants were encouraged to be entirely candid. Several of the write$-$in comments about store manager Alex Mitchell were as follows: Our manager is energetic and eager to win. He is still learning about the home$-$improvement business, but I think his high standards will help us down the road. I heard that Alex was an officer on a submarine. Will somebody please tell Alex to not worry so much? One mistake by a store associate will not drown us$.$ Alex is definitely an efficient taskmaster. He gives us explicit instructions on our job responsibilities and provides us with checklists that must be submitted at the end of each work day. Those darned customers keep interrupting our checklists. Our man Alex Mitchell is a good leader. But he needs to know that some of the yahoos we hire as store associates don't fix their mistakes with one strongly$-$worded reprimand. I like our store manager. But I think he thinks that our ship is sinking and his job is to pull off a rescue mission.QUESTIONS$1.$ How would you characterize Alexs leadership style? Justify your conclusions using concepts from Chapter $4$ on Leadership Behaviors, Attitudes and Style$\mathrm{.}2.$ How would you characterize Alexs approach to using power and empowering tactics? Justify your conclusions using concepts from Chapter $7$ on Power, Politics and Leadership$\mathrm{.}3.$ How would you describe Alexs use of influence tactics? Justify your conclusions using concepts from Chapter $8$ on Influence Tactics of Leaders$\mathrm{.}4.$ How would you describe Alexs approach to team building? Justify your conclusions using concepts from Chapter $9$ on Developing Teamwork$\mathrm{.}5.$ What advice would you give to Alex to modify his leadership approach? Provide clear recommendations on leadership style, empowerment, influence and team building.