PLEASE ANSWER AND LABEL EACH QUESTION IN FULL DETAIL

"Case 10.3 Energy to Inspire the World Marco Alver has found the secret ingredient in making a business be best. Fairness. Marco is the CEO of Snam, an independent energy company based in Italy whose largest shareholder is a holding company controlled by the Italian state. Historically, Italy had been dependent on its neighbors to the north to supply the country with natural gas. Snams mission has been to reverse the flow of natural gas, and it has succeeded. By reducing bottlenecks and harmonizing prices in the European market, Snam has made Italy a natural gas hub in Europe and is now Europes second-largest network operator in terms of extension of pipeline, providing gas to countries like Russia, Algeria, Libya, Norway, Holland, Austria, France, and the United Kingdom (Elliott, 2018). Marco came to the energy industry from big bankingGoldman Sachs, to be specificwhere competition created by big bonuses and large salaries was used to motivate people and cull the high performers from the low. He quickly realized that this motivational tool kit was effectively useless at Snam, which offered fixed salaries and lifelong jobs. How, then, to inspire 3,000 employees to strive for excellence and motivate them to bring their best to work every day? To Marcos surprise, he found areas of unmitigated excellence in the company. Snam was beating its competition in tough and highly competitive business sectors like trading, project management, and exploration. Our exploration team was finding more oil and gas than any other company in the world. It was a phenomenon, he said (Alver, 2017). At first, Marco attributed this to luck, but when it continued to happen, he dug a little deeper to figure out why. The secret? Fairness. Marco notes that unfairness is the root cause of polarization and makes people defensive and disengaged at work. Unfairness causes us pain. Fairness, on the other hand, brings us satisfaction. Behavioral research has shown that people sense fairness (or unfairness) even before they begin to analyze a situation and reach logical conclusions (Ronen, 2018). Marco said Snam employees worked for a company where they didnt have to worry about short-term results or about being penalized for making mistakes. They knew they would be rewarded for their overall performance and not on individual success. They knew they were valued for what they were trying to do, not the outcome. They were valued as human beings. They were part of a community. Whatever happened, the company would stand by them . . . These guys could be true to their purpose, which was finding oil and gas. They didnt have to worry about company politics or greed or fear. They could be good risk-takers . . . and they were excellent team workers. They could trust their colleagues. They didnt need to look behind their backs (Alver, 2017). For example, Marco shared the story of his friend and employee who drilled seven dry wells at the cost of $1 billion to the company. Marco was worried for him, but his friend didnt seem to be concerned, and on the eighth drill he successfully found gas. Giving employees the latitude to do what they did best was key. Having freedom to do what they feel is right is a motivator in a way that no bonus can buy that works at every level of the company, he said. For example, an employee asked Marco for the budget to build a cheese factory next to Snams plant in a village in Ecuador. It didnt make any sense: no one ever built a cheese factory. But this is what the village wanted, because the milk they had would spoil before they could sell it, so thats what they needed. And so we built it (Alver, 2017). This kind of culture comes from what Marco calls a company psychoanalysis, a top-down analysis of every aspect of the company. We went back to something that Aristotle said: A human being with a purpose is much more motivated and that purpose is in the intersection of what someone is really good at doing, what his talents are and what the world needs. So we went through a long journey, a lot of introspective work, and we really came up with what our strengths were and what we think the world needs (Alver, 2017). Marco and his team took a hard look at how decisions were made and how company resources were allocated. They scrutinized the existing processes, systems, and rules. From those analyses they removed anything that wasnt clear, wasnt rational, or limited the flow of information within the company. Company culture and how people were motivated were given the same type of evaluation. To allow this to happen, Marco said he had to take himself out of the equation and that means being aware of my own biases . . . to actively promote a culture of diversity of opinions and diversity of character (UniBocconi, 2019). Marco, who has degrees in philosophy and economics from the London School of Economics, found his philosophy background particularly useful. It teaches you about having different opinions of the same topic . . . And I find that very helpful in negotiating and managing people to be able to look at different perspectives (Alver, 2017). This process resulted in the company defining its purpose as Energy to Inspire the World. The purpose is on top, the purpose said, What you are for, why you exist, he said. But its not enough just to have a purpose. Then you need to have the mission, the vision, the strategy, the values, the competencies, so that its an entire framework (Alver, 2017). Marco said the definition of ideal fairness is when you can fold down your antenna in your search for unfairness. He admits the last element of fairness is the hardest, because it is not something that is easily analyzed and requires something altogether different from the norm in the business world. Its about what peoples emotions are, what their needs are, whats going on in their private lives, what society needs (Alver, 2017). This requires judgment and risk, he said. And if we turn on our hearts, thats the key to getting the real best out of people, because they can smell it if you care, and only when you really care will they leave their fears behind and bring their true selves to work (Alver, 2017)."

"Questions 1. The text suggests that for servant leadership to be effective, three antecedent (or existing) conditions must existcontext and culture, leader attributes, and follower receptivity. Discuss how each of these antecedents plays a role at Snam.

2. The servant leadership model identifies seven leader behaviors core to the servant leadership process. How does each of these relate to Marco Alver and Snam? Which of these behaviors are most relevant to Marcos leadership success?

3. Servant leadership is unique in that it considers multiple stakeholders. Who are the stakeholders in this case? How do Marco Alver and Snam exhibit consideration to these stakeholders?

4. The text identifies the potential outcomes of servant leadership as follower performance and growth, organizational performance, and societal impact. How is each of these outcomes evident in the approach Marco Alver and Snam take toward leadership? Provide examples from the case to support your answers.

5. According to Greenleaf, the servant leader has a social responsibility to be concerned about those who are marginalized and those less privileged. If inequalities and social injustices exist, a servant leader tries to remove them.

A.How would you apply this statement to Marco Alver and his role as a servant leader?

B.Do you view Marco Alver as a servant leader? Why or why not? "