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Questions: 1.Explain how Dan used his technical, interpersonal and conceptual skills. 2.Use the transformational leadership guidelines to analyze Dans leadership. Answers: 1.How Dan used his technical, interpersonal and conceptual skills. In the case study, Dan exhibits three types of managerial skills in different stages of his business. These include Interpersonal managerial skills, technical skills, and conceptual skills. At the initial stages of his business, Dan works mainly as a line manager. In this category, he was able to write 95% of all the incoming orders and conduct purchases of all supplies and materials. In this case, he was able to use his technical skills to do all the activities. Technical skills are techniques which enable managers to achieve their goals, (Kalargyrou, Pescosolido Kalargiros, 2012). They are skills required to increase sales, market different products and design different product types. In the case study, Dan as a manager in the initial stages of his business was able to use his technical skills to work as a general store manager, maintaining accurate records of all his products and supplies. Conceptual skills present the ability of a manager to conduct a more abstract thinking. It allows managers to see the whole scenario in a business by a diagnosis of different states, (Quinn, Bright, Faerman, Thompson McGrath, 2012). In the case study, Dan is able to see how his business is growing. He, therefore, uses his conceptual skills to analyze the need to start delegating duties to other professionals. Therefore, instead of doing 95% of all the orders, he delegates the marketing activities to Kurt, stores management to Brad and production management to Jack. In this case, Dan is able to work as a top-level manager. This is because he is able to use his conceptual skills to predict the general future of the business. He sees his business grew into a large firm and does not want to stress himself with all the duties of the firm, but instead find more competent personnel and delegate different duties to them. The last managerial skill possessed by Dan is the Human or interpersonal skills. Human skills present the knowledge and ability of a manager to work with people, (Kalargyrou, Pescosolido Kalargiros, 2012). In the case study, Dan seeks the services of Alex, his partner as the workload increased. He uses his interpersonal skills to derive an understanding that he could not be able to handle all the activities alone but will require the assistance of some other staff members. Dan also works with Alex to ask the employees how they feel about the management of the whole business, whether their issues were being addressed and whether there were any issues that they would like improved. They also coach, train motivate and guide their employees so that they can jointly work together. This scenario reflects Dan as a transformational leader who is able to inspire his employees to work using his human skills 2.Analysis of Dans leadership using transformational guidelines. A leader is someone who influences others or subordinates and who has managerial authority. Leadership can, therefore, be defined as what leaders actually do. It involves the process of influencing a group of people to achieve certain goals. Transformational leaders are leaders who exhibit the elements of transformational leadership by inspiring subordinates to transcend their private interests for the benefit of a firm by clarifying tasks, roles, and requirements. In the case study, the leadership style of Dan can be described as transformational on the basis of four traits as discussed below: Idealized influence simply means being a role model (Braun, Peus, Weisweiler Frey, 2013). Dan has acted as a role model to all the employees. He started by doing everything alone. He then brought in Alex, his partner to help him when the workload increased. All the employees just follow what Dan used to do. Therefore, Dan does not tell his employees to do what they cannot handle. Sometimes, the employees even solve problems in the course of their duties without referring to Dan. This only shows how Dan has influenced his staff members to work. Dan also exhibits intellectual stimulation. He keeps on challenging his employees to work by delegating duties to them. He has delegated the store management functions to Brad, marketing to Kurt and production to Jack. By doing this, he was able to achieve a 10% increase in sales revenue. Dan also constantly inspires and motivates his employees. This is a form of inspirational motivation, (Hoon, Kolb, Hee Kyoung, 2012). He keeps on asking his employees in better ways they feel the firm should be managed, training, motivating coaching and guiding them so that they may help in achieving the firms objectives. As a transformational leader, Dan shows a genuine concern for the needs of his employees. This is a form of individualized consideration, (Braun, Peus, Weisweiler Frey, 2013). For instance, after partnering with Alex, they ask the employees on how they felt about his management style and what they needed improved but they did not have the opportunity to do so. This enabled him to seek the needs and feelings of his employees towards him. In conclusion, Dan is a transformational leader as he exhibits some basic traits of a transformational leader. He inspires his employees, trains them and motivates them to ensure that they achieve the set objectives. References Braun, S., Peus, C., Weisweiler, S., Frey, D. (2013). Transformational Leadership, Job Satisfaction, and Team Performance: A Multilevel Mediation Model of Trust. TheLeadership Quarterly, 24(1), 270-283. Hoon Song, J., Kolb, J. A., Hee Lee, U., Kyoung Kim, H. (2012). Role of Transformational Leadership in Effective Organizational Knowledge Creation Practices: Mediating Effects Of Employees' Work Engagement. Human Resource Development Quarterly, 23(1), 65 Kalargyrou, V., Pescosolido, A. T., Kalargiros, E. A. (2012). Leadership Skills in Management Education. Academy of Educational Leadership Journal, 16(4), 39. Quinn, R. E., Bright, D., Faerman, S. R., Thompson, M. P., McGrath, M. R. (2014). Becoming A Master Manager: A Competing Values Approach. John Wiley S