Two founders, two leadership styles: QNP, Kazakhstan

Learning outcomes Case overview/synopsis This case study presents a dilemma of two leadership styles in an organization by two founding partners and how they must try to integrate them for effective leadership and employee commitment to the organization. Students would be able to learn from a unique business setting in Central Asia and explore how cultural values and assumptions influence an organization. The case study also presents how leadership can be globally relevant, the difficulties associated with multiple partners and measures to adopt in solving these challenges. The case study describes Upabekov, one of two co-founders of Qazaq National Product (QNP), who has identified a leadership challenge in his company and is willing to implement changes to his leadership that can help solve the problem. Since Upabekov’s approach to leadership clashes with that of Nurmagambetov the co-founder, who implements a more top-down approach, Upabekov must embark on a mission to change course. In addition to consulting his leadership professor and coming up with ways the QNP Education division can contribute to solving this challenge, Upabekov must convince Nurmagambetov of his ideas and find a way to harmonize their different leadership styles at QNP to achieve the long-term goals and success of the business. Complexity academic level Audience: advanced undergraduates, MBA and executive MBA students. Ideal courses: leadership, managerial effectiveness and organizational behavior. Best used after: sessions on leadership styles, organizational change or cultural frameworks (Hofstede/Globe). Supplementary material Teaching notes are available for educators only. Subject code CSS7: Management science.