So Long to Singlestop? (A)

Abstract

This case pairing was designed for use in the Darden School's Global MBA for Executives program in the core Leadership and Organizations course and is also suitable for MBA, EMBA, and Executive Education courses in a module covering transformational leadership or human resources strategy. The field-based case uses the experiences of three managers at a big-box retail distribution center to set the stage for an analysis of transformational leadership in a large company. Kevin Henson has worked at big-box retailer SingleStop's distribution center for only four months when he was offered a job at another firm. He had joined the firm in the spring of 2012 while it was undergoing a difficult transformation. His disastrous hiring process and difficult first months are described from Henson's viewpoint and two other management members of the firm. Henson must decide whether to give SingleStop another chance. Excerpt UVA-OB-1049 Rev. Oct. 13, 2015 So Long to SingleStop? (A) Kevin Henson hung up the phone. For someone only four months into his current position with the big-box retailer SingleStop, the offer to move to another firm was unsettling. He had joined one of SingleStop's distribution centers in the spring of 2012 while it was undergoing a difficult transformation. Although it had been rough, his shift was now the number one in the entire company network. In addition, the prospect of changing jobs again was unappealing. The new job offered higher pay and more benefits. All he had to do was say “yes,” and it would be his. Henson needed advice. Had he really given SingleStop a chance or had he never overcome his disastrous hiring process? Should he take the new offer or continue at SingleStop? Kevin Henson Henson had spent several years serving in the U.S. Navy and then took a career “detour” in 2010 to help his family transform a newly purchased restaurant. The restaurant was struggling because the previous owner had taken the best employees with him, leaving Henson's parents with mediocre workers. Henson described his approach to managing those employees: . . .