Case Study Wine Lovers Enterprise

CaseStudy: Wine Lovers Enterprise

CaseStudy: Wine Lovers Enterprise

Organizationsoperating in the contemporary business environment have a severalchallenges to handle in order to protect their going concern. Themodern business environment is characterized by drastic changes andcutthroat competition, which calls for effective leadership skills toaid in the management of these changes and establish harmony withinthe organization (Wan, 2013). Although all the stakeholders in theorganizations have a role to play in managing changes andestablishing harmony within their respective firms, organizationalleaders bear the greatest responsibility. Similarly, in the presentcase study Ted, who is the leader of the Wine Lovers Enterprise, isresponsible for the issues raised by women employees regardingdiscriminative promotions as well as the integration of the Chineseemployees into the organization. This paper will provide a leadershipplan that will help Ted in motivating employees, managing culturaldiversity, and play the role of a relationship builder.

Establishingharmony in the workforce

Theability of the organizational leaders to establish a collaborativeenvironment through mutual understanding and open communication isimperative in the modern interconnected and faster-paced world. Inthe case of the Wine Lovers Enterprise, Ted should be able to managea scenario in which teams as well as the personality dynamics arechanging. These changes are caused by the plan of the experiencedemployees (experienced women) to leave and new members (the Chineseexperts) joining the firm. Ted needs to acknowledge that fact thatthere is cultural diversity and enhance the cultural competence ofall employees (including the Chinese Experts) through trainingprograms. This will prevent the occurrence of shock among theworkforce.

Ted,who has been given the opportunity to lead the organization amidstchanges, should be able to observe and listen in order to understandindividual motivations as well as the workforce dynamics (Naseer,2012). This means that the Ted’s main focus should be observing andlistening what the employees have to say, comprehend what they wishto accomplish, make them out-wards focused on the organization’sneeds, and make them feel like they are contributing towards thegoals of the organization in a meaningful way. Since the main concernof the women is the discrimination in the leadership positions, Tedshould create interdepartmental teams to deal with new projects (suchas the production of cork substitutes) and give women the role ofheading those teams. This will maintain harmony within the workforceby creating new leadership positions and avoiding the demotion of menwho are already the majority of the leadership positions. This meansthat the original organization structure will be altered to empowerwomen to play active roles in leadership.


WineLovers Enterprise has undergone three types of changes that requireeffective leadership skills. These changes include the integration ofwomen in organization’s leadership, introduction of employees(Chinese experts) from a different cultural background, and a totalchange of working environment for the Chinese experts. Ted canaddress these changes by playing the leadership role of an enabler.The concept of leaders as enablers is based on the notion thatleaders should focus on making change with employees rather thandoing the change for them (Wan, 2013). This means that Ted shouldprovide an instrumental framework for change, help in sense making,engage all stakeholders, and ensure emotional alignment between theolder and the new employees as well as the Chinese experts.

Tedcan accomplish the leadership role of an enabler in three ways.First, Ted can focus on a shared vision for the future of theorganization. This means that Ted should allow employees toparticipate in framing the vision of becoming the most professionalbrewer inn order to help the sense of integrating the Chinese expertsin the workforce and including women in the leadership positions.This will motivate employees to have a positive change of behavior.

Secondly,Ted should establish a supportive culture that will allow employeesto share values. It is imperative for leaders to provide anopportunity for the firm to clarify its core values and encourage thestakeholders to embrace the values in their daily organizationalbehavior, especially during transformation (Wan, 2013). For example,Ted can create work teams comprising the new Chinese and the oldemployees and encourage them to share values and work experience.This will allow the Chinese employees to adapt easily to the newworking environment.

Third,Ted should play an active role of motivating and inspiring allemployees. This can be achieved by ensuring that all employees areaware of what is expected from them, inviting their contributiontowards the ongoing changes, and empowering them to set andaccomplish their work-related goals. For example, allowing employeesto participate in the design of the new strategy of producing cheapcork alternatives can ensure that the ownership of the strategybelongs to them, which will motivate them to pursue it.


WineLovers Enterprise is undergoing significant transformations thatrequire Ted to apply effective leadership strategies to deal withpossible resistance to change and maintain harmony in the workforce.Harmony within the organization should be maintained by increasingthe cultural competence of all employees through training andaltering the current leadership structure to create more leadershippositions for women. Ted should manage change by playing the enablerleadership role, which include the establishment of a shared vision,supportive culture, and employees’ motivation.


Naseer,T. (2012). Three principles for creating team harmony in today’sfast-paced workplace. LeadershipCoach.Retrieved September 27, 2014, from

Wan,K. (2013). Therole of leadership in organizational transformation.Singapore: Civil Service College.