Key theoretical knowledge: Finkelstein, S., Hambrick, Donald C, & Cannella, Albert A. (2009). Strategic Leadership: Theory and research on executives, top management teams, and boards (Strategic management series (Oxford University Press)). New York: Oxford University Press. Chapters 8 and 9. (attached as “theory9.docx”)
Case: Wells Fargo: Setting the Stagecoach Thundering Again (attached as “case9.docx“)
You are required to submit three (3) paragraphs addressing these questions (no need to include the questions, just number your answers): Be more succinct. Don’t use filler words or repetition. No references required.
Q1: Analysis of the Case: What is the case about? Please limit your response to Q1 to 1-2 sentences (preferably one sentence here). Be broad yet succinct. Try to make it as clear as possible.
Q2: How do frameworks, theories or constructs of this week assist in making sense of the case? Do not only name the theory. Specifically, show your use of theory, and how it applies to the case. The theory and case should be closely connected throughout your response. Ensure that you only incorporate theory/ frameworks/concepts from the related topic of learning (and the connected chapter from the textbook). Do not use theory from other units.
(it is a simple as writing an aspect of theory and then giving the example to support/illustrate, then another aspect of theory and then the example to support/illustrate, etc.)
Q3: Reflection: What can you (personally) take away from the case that could be applied in your future career (as a future business leader)? Think of a context. For example, imagine you are at work and need to write a brief summary to your boss outlining the situation. They would expect (and trust) you to provide them with the most critical information and insights. Do not offer a CEO advice. You need to reflect on why this learning would be useful for your career in the future and will help you meet your career aspirations.
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