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

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


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

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


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