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 Sir Richard Greenbury's leadership style?

As suggested in ***** article, Sir Richard Greenbury's ***** style was quite autocratic (Bevan, 2001). His behavioral style is suggestive of totalitarian*****m, though all in the good for Marks & Spencer which atta*****ed 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 ***** inclined to think his way ***** be the right way. At Marks & *****, he made unilateral decisions, dictated work methods, provided little 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, 2001). All this combined to make him ***** in his style where he conjured up ***** vision for the company, as he ********** to be the best person for doing so. Sir Greenbury's position at Marks & Spencer and his extensive experience ***** the company made him think he knew what was ***** for t***** firm and was entitled to steer the employees in the *****s that he *****t best. Though Sir Greenbury was not wrong in thinking that he possessed the best knowledge about the company in every way, he was wrong in limiting worker input. ***** is because it ***** only alienated the ***** but also hurt h***** reputation as a competent leader. Moreover ********** inclination to listen to employees only if he understood their viewpoint completely and if their ideas meshed with his (Davidson, 2001), also created resentment. Such a style m*****kes employees think as if their contri*****ion 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 goals. From the interview it seems ***** Greenbury thought what he did was in the best *****terest of the company and that he should be admired and ***** resented for his style. Though ***** ***** what he think was best for the firm and he was not looking for personal gain, he fails to underst***** that ***** ot*****r employees ought ***** feel ***** they are making substantial contribution by way of being included in decision making rather than just taking orders and getting the tasks done. The employees must have felt that they were ***** to just getting the tasks ***** ***** Sir Greenbury was not interested in communicat*****g the vision to ***** *****. He instead chose to involve employees at the stage of action and not at the stage of decision making regarding setting goals. As a result, he came across as au*****cr*****ic. Moreover Greenbury's inclination to give negative feedback if required, also created *****. Since Greenbury was so full of achieving the


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