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 Sir Richard *****'s leadership style?

As suggested in ***** 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 ***** & *****, he made unilateral decisions, dictated work methods, provided little room for ********** input and even limited their knowledge of goals to the next step to be performed and sometimes gave feedback ***** ***** negative, if necessary (Bartol & Martin, *****). All t***** combined *****o make him ***** in his style where he conjured up ***** vision for the company, as he believed to be ***** *****st person for doing so. ***** Greenbury's position at Marks & Spencer and his extensive experience at the company made ***** think he knew what was best for t***** firm ***** was entitled to steer the employees in the *****s that he thought best. 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 al***** hurt his reputation as a competent le*****der. Moreover ***** inclination to listen ***** employees ***** if he *****stood 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 ***** 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 ***** in the best *****terest of the ***** and that he should be admired and not resented for his *****. Though ***** did what he think was ***** ***** the firm and he was ***** looking for pers*****al gain, he fails to understand that the other employees ought ***** feel ***** they are making substantial ***** by ***** ***** being included in decision mak*****g 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 Greenbury ***** not interested in communicat*****g the ***** ***** ***** company. He instead chose to involve employees at the stage of action ***** not at the stage ***** decision making regarding setting goals. As a result, he came across as autocratic. Moreover Greenbury's inclination to give negative feedback ***** required, also created resentment. Since Greenbury was so full of achieving the


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