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Case Study: When Two Leaders on the Senior Team Hate Each Other

Boris Groysberg
Katherine Connolly Baden

How should a CEO address friction between his CFO and the sales chief?

In this fictional case, the CEO of a sports apparel manufacturer is faced with an ongoing conflict between two of his top executives. Specifically, the head of sales and the CFO are at each other’s throats and the tension is having a ripple effect on their teams and the rest of the organization. The CEO, who tends to avoid conflict himself, is struggling with how to respond. His options include changing the company compensation scheme to encourage better collaboration, firing the two leaders, getting them each a coach, and doing more team building activities.

The feedback in the 360-degree reviews was supposed to be anonymous. But it was crystal clear who’d made the negative comments in the assessment of one executive.

BG Boris Groysberg is the Richard P. Chapman Professor of Business Administration at Harvard Business School, Faculty Affiliate at the HBS Gender Initiative , and the coauthor, with Michael Slind, of Talk, Inc. (Harvard Business Review Press, 2012). Twitter: @bgroysberg .
KB Katherine Connolly Baden is a research associate at Harvard Business School.

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Teaching Resources Library

Leadership and Ethics Case Studies

Athletes Unlimited: Innovating Professional Sports and Empowering Players

The teaching cases in this section are designed to provoke critical thinking on various domestic and international leadership challenges. Students will find themselves in the shoes of leaders from many positions—whether it be in the nonprofit or public sectors—and will have to navigate the complex reality of what it means to be an effective leader.

A Fork in the Road: Simulating Lyndon Johnson's Choices in Vietnam in Early 1965

Publication Date: April 11, 2024

This historical role-play simulation is set on March 28, 1965. The scenario places students within the context of that time, a point at which, after months of increasing tensions and contentious debate, President Lyndon Johnson appears to be...

The Mosquito Network: Global Governance in the Fight to Eliminate Malaria Deaths

Publication Date: April 5, 2024

Malaria, a deadly disease transmitted by the bites of infected mosquitoes, had been effectively eliminated from the developed world since the end of the World Health Organization’s Global Malaria Eradication Campaign in 1969. In Africa,...

Operation Pufferfish: Building and Sustaining a Department of Neighborhoods and Citizen Engagement in Lansing, Michigan

Publication Date: March 5, 2024

Lansing native Andi Crawford returned home and took over a mismanaged and outdated neighborhood grant program, revamping grant processes, bringing in new money and capacity, and expanding eligibility.This shift became just one element of a much...

Charting a Course for Boston: Organizing for Change

Boston Mayor-elect Michelle Wu was elected on the promise of systemic change. Four days after her November 2021 victory—and just eleven days before taking office—she considered how to get started delivering on her sweeping agenda. Wu...

More than a Contract: Black Self-Determination and People’s Assemblies in Jackson, Mississippi

Publication Date: March 1, 2024

The Jackson People’s Assembly (JPA), a vehicle of “Black self-determination and autonomous political authority of the oppressed peoples and communities in Jackson,” launched the political career of Chokwe Lumumba, a veteran...

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall Epilogue

Publication Date: February 21, 2024

This epilogue accompanies HKS Case 2255.0. A practitioner guide, HKS Case 2255.4, accompanies this case. For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville,...

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall Practitioner Guide

This practitioner guide accompanies HKS Case 2255.0. An epilogue, HKS Case 2255.1, follows this case. For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville,...

Mayoral Transitions: How Three Mayors Stepped into the Role, in Their Own Words

Publication Date: February 29, 2024

New mayors face distinct challenges as they assume office. In these vignettes depicting three types of mayoral transitions, explore how new leaders can make the most of their first one hundred days by asserting their authority and...

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall

For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville, Massachusetts. The case begins in January 2020 when the mayor is looking ahead at his recently won,...

Leadership in Moral Conflict Simone Veil and Abortion Reform in France

Publication Date: April 1, 2003

This case tells the 1974 story of a French health minister, Simone Veil, and her ultimately successful effort to liberalize France's abortion law. It serves as a vehicle for exploring leadership in a legislative setting, in this instance a...

Teaching Case - Fallen Idol? Aung San Suu Kyi & the Rohingya Humanitarian Crisis

Fallen Idol? Aung San Suu Kyi & the Rohingya Humanitarian Crisis Epilogue

Publication Date: January 25, 2024

This epilogue accompanies, "Fallen Idol? Aung San Suu Kyi & the Rohingya Humanitarian Crisis," HKS Case Number 2139.0. Soon after Myanmar’s longtime democracy crusader and opposition leader, Aung San Suu Kyi, was...

Holding Environments and Public Problem-Solving

Publication Date: December 12, 2023

Problem-solving spaces are everywhere. Whether in a hospital operating room, on a construction site, or in an academic department meeting, groups and teams convene to ensure problems are managed and reliable services are delivered. The problems...

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Leadership Case Studies

Here is a sample of three case studies from the book, Leadership Case Studies, that are most instructive and impactful to developing leadership skills.

For the past 30 years, I have conducted seminars and workshops and taught college classes on leadership.

I used a variety of teaching aids including books, articles, case studies, role-plays, and videos.

I recently created a book, Leadership Case Studies that includes some of the case studies and role-plays that I found to be most instructive and impactful.

Here is a sample of three case studies.

Peter Weaver Case Study

Peter Weaver doesn’t like to follow the crowd. He thinks groupthink is a common problem in many organizations. This former director of marketing for a consumer products company believes differences of opinion should be heard and appreciated. As Weaver states, “I have always believed I should speak for what I believe to be true.”

He demonstrated his belief in being direct and candid throughout his career. On one occasion, he was assigned to market Paul’s spaghetti-sauce products. During the brand review, the company president said, “Our spaghetti sauce is losing out to price-cutting competitors. We need to cut our prices!”

Peter found the courage to say he disagreed with the president. He then explained the product line needed more variety and a larger advertising budget. Prices should not be cut. The president accepted Weaver’s reasoning. Later, his supervisor approached him and said, “I wanted to say that, but I just didn’t have the courage to challenge the president.”

On another occasion, the president sent Weaver and 16 other executives to a weeklong seminar on strategic planning. Weaver soon concluded the consultants were off base and going down the wrong path. Between sessions, most of the other executives indicated they didn’t think the consultants were on the right path. The consultants heard about the dissent and dramatically asked participants whether they were in or out. Those who said “Out” had to leave immediately.

As the consultants went around the room, every executive who privately grumbled about the session said “In.” Weaver was fourth from last. When it was his turn, he said “Out” and left the room.

All leaders spend time in reflection and self-examination to identify what they truly believe and value. Their beliefs are tested and fine-tuned over time. True leaders can tell you, without hesitation, what they believe and why. They don’t need a teleprompter to remind them of their core beliefs. And, they find the courage to speak up even when they know others will disagree.

What leadership traits did Weaver exhibit?
If you were in Weaver’s shoes, what would you have done?
Where does courage come from?
List your three most important values.

Dealing with a Crisis Case Study

Assume you are the VP of Sales and Marketing for a large insurance company. Once a year your company rewards and recognizes the top 100 sales agents by taking them to a luxury resort for a four-day conference. Business presentation meetings are held during the morning. Afternoons are free time. Agents and spouses can choose from an assortment of activities including golf, tennis, boating, fishing, shopping, swimming, etc.

On day 2 at 3:00 p.m., you are at the gym working out on the treadmill, when you see Sue your administrative assistant rushing towards you. She says, “I need to talk to you immediately.”

You get off the treadmill and say, “What’s up?” Sue states, “We’ve had a tragedy. Several agents went boating and swimming at the lake. Randy, our agent from California died while swimming.”

(Background information – Randy is 28 years old. His wife did not come on the trip. She is home in California with their three children).

Explain what you would communicate to the following people.
Your Human Resources Department
The local police
The attendees at the conference (Would you continue the conference?)
How will you notify Randy’s wife?
If Randy’s wife and a few family members want to visit the location of Randy’s death, what would you do?
What are some “guiding principles” that leaders need to follow in a crisis situation?

Arsenic and Old Lace Case Study

Review the YouTube video, “ I’ll show them who is boss Arsenic and Old Lace.”

Background Information

The Vernon Road Bleaching and Dyeing Company is a British lace dyeing business. It was purchased in bankruptcy by the father/son team of Henry and Richard Chaplin. Richard has been acting as “Managing Director” which is the same as a general manager or president of a company.

The company has had 50-to-150 employees with 35-to-100 being shop floor, production employees. The company produces and sells various dyed fabrics to the garment industry.

Gerry Robinson is a consultant who was asked to help transform methods of conducting business to save the company.

Jeff is the factory manager.

What are Richard’s strengths and weaknesses as a leader?
What could Richard have done to make the problems of quality and unhappy customers more visible to the workforce?
What do you think Richard’s top three priorities should be for the next 12 months?
What could Richard have done to motivate the workforce?
Evaluate Jeff’s approach and effectiveness as a leader.

The book contains 16 case studies, four role-plays, and six articles. I hope you find some of the content useful and helpful in your efforts to teach leadership.

Click for additional leadership case studies and resources .