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 ***** case of Sir Richard Greenbury in the same context.


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

***** suggested in the article, Sir ***** Greenbury's ***** 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 leadership. From the way Sir Greenbury has handled the interview and the associated questions, it seems that he was inclined to think his way to be the right way. At Marks & Spencer, he made unilateral decisions, dictated work methods, provided little room for worker input ***** even limited *****ir knowledge of goals ***** the next step to be performed and sometimes gave feedback ***** ***** 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 ********** to be ***** best person for doing so. ***** Greenbury's position at Marks ***** ***** ***** his extensive experience at the company ***** ***** think he knew what w***** ***** ***** the firm and was entitled to steer the employees in the ways that he *****t best. Though Sir Greenbury was not wrong in thinking that he possessed ***** best knowledge about the ***** in every way, he was wrong in limiting worker input. This is because it ***** only alienated the ***** but also hurt his reputation as a competent le*****der. Moreover *****'s inclination to listen ***** employees only if he understood *****ir viewpoint completely and if their ideas meshed with his (Davidson, 2001), also created resentment. Such a style m*****kes employees think as ***** 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 *****. From the interview it seems that Greenbury thought what he did was in the ***** *****terest of the company and that he should be admired and not resented for his *****. ***** Greenbury ***** what he ***** was best ***** the firm and he was ***** looking for personal gain, he fails to underst***** that the other employees ought to feel ***** they are making substantial ***** by ***** of being included in decision ***** rather than just tak*****g orders and getting the tasks done. The employees must have felt that ***** were limited to just getting ***** tasks ***** because Sir Greenbury was not interested in communicat*****g the ***** ***** ***** company. He instead chose to involve employees at the stage of action ***** ***** at ***** stage ***** decision making regarding setting goals. As a result, he came across as autocratic. Moreover ********** inclination to give negative feedback if required, ***** created *****. Since Greenbury was so full of achieving t*****


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