Case Summary of Jamie Turner the Case Describes the Evolution

Case Summary of Jamie Turner The case describes the evolution of an interpersonal mismatch between a previously successful manager, Jamie Turner, and his new boss, Pat Cardullo. Turner, a 32 year old MBA graduate, has been recruited by Cardullo to be vice president of marketing and sales at Modern Lighting Industries, Inc. (MLI). MLI, a struggling regional distributor of industrial lighting systems and equipment based in Chicago, has recently been acquired by a division of the much larger San Diego-based Specialty Support Services (Triple S).Cardullo, the president of MLI, is the chief proponent of the Triple S acquisition, and he has told Turner to revive MLI, implying that if Turner succeeds he will soon advance to company president. It becomes apparent, however, that Cardullo and Turner have very different assumptions and expectations about turning MLI around. The case portrays Turner's developing problems and his unsuccessful attempts to resolve them, and also Cardullo's passage through several managerial challenges. Questions 1. Give a summary of the case. 2. What type of leadership style is shown in the case? 3. Pat Cardullo’s leadership style, is it right for Jamie turner? 4. Is the relationship between Pat Cardullo and Jamie turner is right? If not then give a description of the problem between their relationships. 5. What could be the solution of this problem? Give a long term solution for the future to avoid such type of problem. 6. If you are the C. E.O of the company then how you will solve the problem? * Some guidelines for report In the report you have to give a brief about the case as well as give your opinion about the problem. Mention the leadership theory shone in the case. There are also some questions to answer in the last page of the brief case. In the presentation slide you have to give a summary first. Then give the other points of the report. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.