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 organization. This paper discusses ***** case of Sir Richard Greenbury in the same context.


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

As suggested in the article, Sir Richard 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 pr*****its in its history under his leadership. From the way Sir Greenbury has handled ***** interview and the associated questions, it seems that he ***** inclined to think his way ***** be the right way. At Marks & *****, he made unilateral decisions, dictated work methods, provided little room for worker 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 t***** combined to make him ***** in his style where he conjured up the vision for the company, as he *****lieved ***** be ***** *****st person for doing so. Sir Greenbury's position at Marks & Spencer ***** his extensive experience at the company ***** him think he knew what w***** best ***** the firm and was entitled to steer the employees in the *****s that he thought *****. Though Sir Greenbury was not wrong in thinking ***** he possessed the best ***** about the company in every way, he was wrong in limiting worker input. ***** is because it ***** only alienated the employees but also hurt his reputation as a competent leader. Moreover Greenbury's inclination to listen ***** employees only if he understood t*****ir viewpoint completely and if their ideas meshed with his (Davidson, 2001), also created resentment. Such a style m*****kes employees think as if their contri*****ion 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 *****ed employees towards *****. From the interview it seems that Greenbury thought ***** he did ***** in the best interest of the company and that he should be admired and not resented for his *****. Though Greenbury did what he think was ***** for the firm and he was ***** looking for pers*****al gain, he fails to underst***** ***** t***** other employees ought ***** feel that they are making substantial contribution by way ***** being included in decision making rather than just taking orders and getting the tasks done. The employees must have felt that ***** were limited to just getting ***** tasks done because Sir ***** was not interested in communicating the ***** ***** the company. He instead chose to involve employees at the stage of action and ***** at the stage of decision ***** regarding setting goals. As a result, he came across as au*****cratic. Moreover ***** inclination to give ***** feedback ***** required, ***** created *****. Since Greenbury was so full of achieving the


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