Essay - Management and Organizational Behavior the Leadership Style can Make or...

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The leadership style can make or break a leader's place in the organization. This paper discusses the case of Sir Richard Greenbury in the same context.


How would you describe ***** Richard *****'s ***** style?

***** suggested in ***** article, Sir ***** Greenbury's leadership style was quite autocratic (Bevan, 2001). His behavioral style is suggestive of totalitarianism, though all ***** the good for Marks & Spencer which attained highest profits in its history under his *****. From the way Sir Greenbury has handled ***** interview and the associated questions, it seems that he ***** inclined to think his way to be the right way. At ***** & *****, he made unilateral decisions, dictated work methods, provided little room for *****er input ***** even limited *****ir knowledge of goals to the next step to be performed and sometimes gave feedback ***** was negative, if necessary (Bartol & Martin, *****). All this combined to make him ***** in his style where he conjured up ***** vision for t***** company, as he believed *****o be the best person for do*****g so. ***** Greenbury's position at Marks ***** Spencer ***** his extensive experience at the company made ***** think he knew what w***** best for t***** firm and was entitled to steer the employees in the ways that he thought best. Though Sir Greenbury was not wrong in thinking that he possessed ***** best knowledge about the company in every way, he was wrong in limiting worker input. This is because it not only alienated t***** ***** bu***** al***** hurt h***** reputation as a competent le*****der. Moreover *****'s inclination to listen ***** employees only if he understood t*****ir viewpoint completely ***** if their ideas meshed with his (Davidson, 2001), also created resentment. Such a ***** makes employees think as ***** their contri*****tion does not matter. ***** Greenbury was well meaning at heart, his style came down heavy on people around him because of the bossy way in which he steered employees towards *****. From ***** interview it seems that Greenbury thought what he did was in the ***** *****terest of the ***** and that he should be admired and ***** resented for his *****. Though ***** ***** ***** he think was best ***** the firm and he was not looking for pers*****al gain, he fails to understand that the other employees ought to feel ***** they are making substantial contribution by ***** ***** being included in decision mak*****g rather than just taking orders and getting the tasks done. The employees must have felt that they were limited to just getting the tasks done ***** Sir Greenbury was not interested in communicating the ***** to ***** company. He instead chose ***** involve employees at the stage of action ***** not at the stage ***** decision making regarding setting goals. As a result, he came across as autocr*****ic. Moreover Greenbury's inclination to give negative feedback if required, ***** created *****. Since Greenbury was so full of achieving t*****


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