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?

As suggested in the 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 pr*****its in its history under his *****. From the way Sir Greenbury has handled ***** interview and the associated questions, it seems that he was inclined to think his way to be the right way. At Marks & *****, he made unilateral decisions, dictated work methods, provided l*****tle room for worker input and even limited *****ir knowledge of goals to the next step to be performed ***** sometimes gave feedback that was negative, if necessary (Bartol & Martin, 2001). All t***** combined ********** make him ***** in his style where he conjured up the vision for the company, as he believed to be ***** *****st person for do*****g so. ***** Greenbury's position at Marks & Spencer and his extensive experience at the company made ***** think he knew what was best for the firm ***** was entitled to steer ***** employees in the ways that he ********** *****. Though Sir Greenbury was not wrong in th*****king 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***** employees bu***** al***** hurt h***** reputation as a competent le*****der. Moreover ********** inclination to listen ***** employees only if he *****stood t*****ir viewpoint completely and if their ideas meshed with his (Davidson, *****), also created resentment. Such a ***** makes employees think as if their contri*****tion 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 ***** interview it seems that Greenbury thought ***** he did was in the ***** *****terest of the ***** and that he should be admired and not resented for his style. Though ***** ***** what he think was best for the firm and he was not 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 ***** rather than just tak*****g orders and getting the tasks done. The employees must have felt that *****y were limited to just getting the tasks ***** ***** Sir Greenbury was not interested in communicating the ***** to the company. He instead chose ***** involve ***** at the stage of action ***** ***** at the stage ***** decision making regarding setting goals. As a result, he came across as autocr*****ic. Moreover Greenbury's inclination to give ***** feedback ***** required, ***** created resentment. Since Greenbury was so full of achieving the


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