Case Overview “Why are we losing all our good people?” This was a question in an article, which appeared in the Harvard Business Review (HBR) to explore business leadership, specifically human resource management. The case focuses on a fictitious firm, Sambian Partners, which was losing its top performers to rivals even though it offered a good workplace (Lawler, 2008). The issue of attrition is further complicated by unknown reasons responsible for employees’ departures, and employee survey failed to reveal much information about the cause of the attrition to the management executives. Further, the case study provides an opportunity for four experts to offer their views on managerial issues facing the firm. Concepts Meaningfully Incorporated The fundamental concept covered in class is leadership. Leadership is covered alongside other related concepts, such as motivation, recognition, flexibility, gender roles, problem-solving skills, and organizational charts. Throughout this case study, related concepts of leadership will be identified for presentation. The case study shows leadership or lack of it thereof, but solutions must be found to prevent the high rate of top talent attrition at Sambian Partners. In today’s complex work environment, leadership should be defined by strong principles in decision-making, diverse managerial skills, and effective communication skills. In this regard, a leader should think, plan, and act strategically, evaluate implications of decisions made, and initiate changes that acquire and retain top talents in an organization. Hence, organizations should focus on leadership development to inspire changes in their employees, assist in career developments and personal growth, and provide flexible procedures for employees with diverse needs. Some Leadership Issues Identified at Sambian Partners and Case Analysis Leadership itself is not effective at Sambian. Helen, although qualified as an architect, seems to display ineffective leadership. Helen is impulsive as a leader. While situational leadership requires leaders to be agile and react according to a prevailing situation, it focuses on directive and supportive practices. That is, a leader should make appropriate decisions in a given situation by analyzing the situation. A leader should assess employees to determine their competencies and commitment to execute a given task. Contrary to situational leadership dimensions, Helen reacts to top employee attrition by promoting a level-six employee who cannot handle certain responsibilities at her new level. By nature, Helen makes her subordinate nervous, and this implies a poor interactions or communications between a leader and subordinates. Besides, she had not clearly defined a long-term vision for employee management. Consequently, she resorted to short-term solutions for complex issues, which they had not managed to find their root causes. The path-goal theory centers on how leaders motivate subordinates to accomplish designated goals. However, Helen has not established how to motivate her staff to perform their roles, notwithstanding the fact that Sambian is a great place to work. Helen ignores suggestions by Mary by not consi