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


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

***** suggested in ***** article, Sir Richard Greenbury's leadership style was quite autocratic (Bevan, 2001). His behavioral style is suggestive of totalitarian*****m, though all ***** the good for Marks & Spencer which attained highest pr*****its in its history under his *****. From the way Sir Greenbury has handled the interview and the associated questions, it seems that he ***** inclined to think his way to be the right way. At ***** & Spencer, he made unilateral decisions, dictated work methods, provided l*****tle room for ********** 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 the vision for the company, as he ********** ***** be ***** ********** person for do*****g so. ***** Greenbury's position at Marks & Spencer ***** his extensive experience ***** the company made ***** think he knew what w***** best for the firm and was entitled to steer the employees in the ways that he thought *****. Though Sir Greenbury was not wrong in th*****king ***** he possessed the best ***** about the ***** in every way, he was wrong in limiting worker input. ***** is because it not only alienated t***** ***** but also hurt his reputation as a competent leader. Moreover Greenbury's inclination to listen ***** employees ***** if he *****stood t*****ir viewpoint completely and if their ideas meshed w*****h his (Davidson, 2001), also created resentment. Such a ***** m*****kes employees think as ***** their contribution 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 ***** he did ***** in the best interest of the company and that he should be admired and not resented for his *****. Though Greenbury ***** what he think was best ***** the firm and he was ***** looking for pers*****al gain, he fails to underst***** ***** t***** other employees ought ***** feel that they are making substantial ***** by way of being included in decision ***** rather than just taking orders and getting the tasks done. The employees must have felt that ***** were ***** to just getting ***** tasks ***** ***** Sir Greenbury ***** not interested in communicat*****g the vision ***** the *****. He instead chose to involve ***** at the stage of action ***** not at ***** stage ***** decision making regarding setting goals. As a result, he c*****me across as autocratic. Moreover ********** inclination to give negative feedback if required, ***** created resentment. Since Greenbury was so full of achieving t*****


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