Robert Sternberg at the University of Wyoming.
Sternberg, an eminent psychologist, became president of the
University of Wyoming in July, 2013, but was out before the
end of the year. A story that begins with high hopes
and ends in disappointment illustrates some of the
challenges facing a new president.
Difficult Professor." A college administrator gets
permission from his boss to fire an instructor. The
instructor protests and the boss changes his mind. Now
what? This case is translated from the original Spanish
Maestro Difícil," also available here.
"A Leadership Moment: Colonel Joshua Chamberlain."
This is a one-page scenario depicting the situation facing
Col. Chamberlain when he is suddenly saddled with a group of
deserters, only days before the pivotal Battle of
"Chris Cunnningham." The newest addition to the
collection, this is a short case about the president of a
small company who has to figure out what to do about a
valuable but difficult superstar sales rep. Authorship is
uncertain, but it was contributed by Professor Carole K.
Barnett of the University of New Hampshire. Appended to the
case is a template that guides students in using the frames
to develop an analysis and recommended action steps.
Case of the Underperforming Executive." A brief case
developed for teaching students the Argyris & Schon "theory
of action" perspective (espoused theory, theory-in-use,
Models I & II, etc.). This case originated in the same case
that Argyris developed in the form of the "X and Y case."
[This case was originally written some years ago by one of
the managing partners in a national professional services
firm. It was the first case discussed in a workshop for
the managing partners' group. It was memorable enough that
both of the instructors in the workshop have used versions
of it over the years.]
Midstate University Business School. A new business
school dean sets off a firestorm in his faculty when he
speaks too much truth in a newspaper article. Down the
road, he struggles to get the faculty to move ahead.
Prince and the Principal." (A), (B), and (C) This case,
originally published by the National Center for Educational
Leadership, describes the conflict between a new principal
and the old guard in her school. After months of no
progress, she follows her boss's advice to read
Machiavelli's The Prince. She then embarks on a new, more
political approach to school improvement.
"The University of Missouri" (A). The threat of
cutbacks at the main campus of the university triggers an
effort to make a series of targeted, strategic cutbacks.
The result is a firestorm both on and off campus.