Essay - Management and Organizational Behavior the Leadership Style can Make or...

MANAGEMENT AND ORGANIZATIONAL BEHAVIOR

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.

MANAGEMENT AND ORGANIZATIONAL *****

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

***** suggested in ***** article, Sir ***** 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 profits in its history under his *****. 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 ***** & Spencer, he made unilateral decisions, dictated work methods, provided l*****tle 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, 2001). All this combined to make him autocratic in his style where he conjured up t***** vision for the company, as he *****lieved to be the ********** person for do*****g so. ***** Greenbury's position at Marks & ***** ***** his extensive experience at the company ***** him think he knew what w***** best for the firm and was entitled to steer the employees in the ways that he *****t *****. Though Sir Greenbury was not wrong in th*****king that he possessed ***** best ***** about the company in every way, he was wrong in limiting worker input. ***** is because it not only alienated the employees but al***** hurt his reputation as a competent leader. Moreover ***** inclination to listen ***** employees only if he understood t*****ir viewpoint completely ***** if their ideas meshed w*****h his (Davidson, *****), also created resentment. Such a style m*****kes employees think as ***** their contri*****ion does not matter. Though Greenbury was well meaning at heart, his style came down heavy on people around ***** because of the bossy way in which he steered employees towards *****. From ***** interview it seems that Greenbury thought what he did was in the ***** interest of the ***** and that he should be admired and not resented for his style. ***** Greenbury ***** what he think was best ***** the firm and he was not looking for pers*****al gain, he fails to understand that the other employees ought to feel ***** they are making substantial contribution by ***** ***** being included in decision ***** rather than just tak*****g orders and getting the tasks done. The employees must have felt that they were ***** to just getting the tasks ***** because Sir Greenbury ***** not interested in communicat*****g the vision to ***** company. He instead chose to involve ***** at the stage of action and ***** at ***** stage ***** decision making regarding setting goals. As a result, he c*****me across as au*****cratic. Moreover Greenbury's inclination to give negative feedback if required, also created resentment. Since Greenbury was so full of achieving the