Emad Elsewedy, Crisis Management Through the Lens of a Leader
(2023) In Emerald Emerging Markets Case Studies 13(3). p.1-26- Abstract
Learning outcomes: This case study covers different concepts related to leadership. It should help students analyze business situations from a leader’s perspective. By the end of this case study, students would be able to understand the role and the characteristics of leadership during a crisis using the 11 dimensions of character framework, map leadership personalities using the HEXACO model to understand the effectiveness of certain traits in crisis management and apply theories of change management using the Satir and Switch models, in addition to Kotter’s theory of change. Case overview/synopsis: Elsewedy Electrometer Group (EMG) was owned and operated by Emad Zaki Elsewedy as the sole founder and chief executive officer (CEO). EMG... (More)
Learning outcomes: This case study covers different concepts related to leadership. It should help students analyze business situations from a leader’s perspective. By the end of this case study, students would be able to understand the role and the characteristics of leadership during a crisis using the 11 dimensions of character framework, map leadership personalities using the HEXACO model to understand the effectiveness of certain traits in crisis management and apply theories of change management using the Satir and Switch models, in addition to Kotter’s theory of change. Case overview/synopsis: Elsewedy Electrometer Group (EMG) was owned and operated by Emad Zaki Elsewedy as the sole founder and chief executive officer (CEO). EMG was a leading company in the meters industry in Egypt. The time span of this case study covered the period from November 2011, when Elsewedy’s health was deteriorating, to his early retirement in September 2012, and his comeback, two years later, in September 2014. In November 2011, against the backdrop of Elsewedy’s deteriorating health and subsequent early retirement in September 2012, EMG faced several challenges in achieving its vision that hindered its business growth. These arose after Youssef Salah, the former export director of EMG, was appointed as the company CEO. In Elsewedy’s absence, EMG faced liquidity problems, as the banks demanded that it repay all its debts. At the same time, the business suffered severe losses owing to its inefficient operations. Elsewedy decided to return to EMG in September 2014 to find a solution and help the business recover to ensure its continuity and sustainability. After taking a holistic view of the crisis at hand, he was faced with a dilemma and several questions: Was the company leadership effective? Would a change in leadership be required? How could he lead effective change in light of the current crisis? How could he ensure that EMG did not end up in a similar predicament in the future? This case was designed to teach leadership in crisis and change management in the metering industry. Complexity academic level: This case study is intended for graduate and undergraduate students studying a leadership or management course. It can help students comprehend the challenges that arise when a large business undergoes a management transition during a crisis. The case study also considers how leaders are shaped by crises. This case study can be considered as level 1 on a 1–3 scale, as the full description of the situation is given in the case study and the task of the students is to analyze the leader and his decisions using various academic concepts and theories (Erskin et al., 2003). Supplementary material: Teaching notes are available for educators only Subject code: CSS 7: Management science.
(Less)
- author
- Apaydin, Marina ; Fayed, Malak and Eshak, Maha
- publishing date
- 2023
- type
- Contribution to journal
- publication status
- published
- subject
- keywords
- International business strategy, Leadership, Management science, Strategic management
- in
- Emerald Emerging Markets Case Studies
- volume
- 13
- issue
- 3
- pages
- 26 pages
- publisher
- Emerald Group Publishing Limited
- external identifiers
-
- scopus:85174191160
- ISSN
- 2045-0621
- DOI
- 10.1108/EEMCS-10-2022-0361
- language
- English
- LU publication?
- no
- additional info
- Publisher Copyright: © 2023, Emerald Publishing Limited.
- id
- 3ef6e7ee-f8bf-496b-b1d0-7178b2b8258e
- date added to LUP
- 2023-12-20 14:31:46
- date last changed
- 2023-12-20 16:20:06
@article{3ef6e7ee-f8bf-496b-b1d0-7178b2b8258e,
abstract = {{<p>Learning outcomes: This case study covers different concepts related to leadership. It should help students analyze business situations from a leader’s perspective. By the end of this case study, students would be able to understand the role and the characteristics of leadership during a crisis using the 11 dimensions of character framework, map leadership personalities using the HEXACO model to understand the effectiveness of certain traits in crisis management and apply theories of change management using the Satir and Switch models, in addition to Kotter’s theory of change. Case overview/synopsis: Elsewedy Electrometer Group (EMG) was owned and operated by Emad Zaki Elsewedy as the sole founder and chief executive officer (CEO). EMG was a leading company in the meters industry in Egypt. The time span of this case study covered the period from November 2011, when Elsewedy’s health was deteriorating, to his early retirement in September 2012, and his comeback, two years later, in September 2014. In November 2011, against the backdrop of Elsewedy’s deteriorating health and subsequent early retirement in September 2012, EMG faced several challenges in achieving its vision that hindered its business growth. These arose after Youssef Salah, the former export director of EMG, was appointed as the company CEO. In Elsewedy’s absence, EMG faced liquidity problems, as the banks demanded that it repay all its debts. At the same time, the business suffered severe losses owing to its inefficient operations. Elsewedy decided to return to EMG in September 2014 to find a solution and help the business recover to ensure its continuity and sustainability. After taking a holistic view of the crisis at hand, he was faced with a dilemma and several questions: Was the company leadership effective? Would a change in leadership be required? How could he lead effective change in light of the current crisis? How could he ensure that EMG did not end up in a similar predicament in the future? This case was designed to teach leadership in crisis and change management in the metering industry. Complexity academic level: This case study is intended for graduate and undergraduate students studying a leadership or management course. It can help students comprehend the challenges that arise when a large business undergoes a management transition during a crisis. The case study also considers how leaders are shaped by crises. This case study can be considered as level 1 on a 1–3 scale, as the full description of the situation is given in the case study and the task of the students is to analyze the leader and his decisions using various academic concepts and theories (Erskin et al., 2003). Supplementary material: Teaching notes are available for educators only Subject code: CSS 7: Management science.</p>}},
author = {{Apaydin, Marina and Fayed, Malak and Eshak, Maha}},
issn = {{2045-0621}},
keywords = {{International business strategy; Leadership; Management science; Strategic management}},
language = {{eng}},
number = {{3}},
pages = {{1--26}},
publisher = {{Emerald Group Publishing Limited}},
series = {{Emerald Emerging Markets Case Studies}},
title = {{Emad Elsewedy, Crisis Management Through the Lens of a Leader}},
url = {{http://dx.doi.org/10.1108/EEMCS-10-2022-0361}},
doi = {{10.1108/EEMCS-10-2022-0361}},
volume = {{13}},
year = {{2023}},
}