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 ***** Richard Greenbury's ***** style?

***** suggested in the article, Sir Richard 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 pr*****its in its history under his leadership. From the way Sir Greenbury has handled ***** interview and the associated questions, it seems that he ***** inclined to think his way to be the right way. At Marks & *****, he made unilateral decisions, dictated work methods, provided little room for *****er input and even limited their knowledge of goals ***** the next step to be performed ***** sometimes gave feedback that was negative, if necessary (Bartol & Martin, *****). All t***** combined to make him au*****cratic in his style where he conjured up the vision for the company, as he believed to be the best person for do*****g so. Sir Greenbury's position at ***** ***** Spencer and his extensive experience ***** the company ***** him think he knew what was ***** for t***** firm ***** was en*****itled to steer the employees in the *****s that he ********** best. Though Sir Greenbury was not wrong in th*****king ***** he possessed the best ***** 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 *****'s inclination to listen to employees only if he understood their viewpoint completely and if ***** 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 ***** because of the bossy way in ********** he steered employees towards goals. From the interview it seems that Greenbury thought what he did was in the ***** interest of the company and that he should be admired and ***** resented for his *****. Though Greenbury ***** what he think was best for the firm and he was not looking for pers*****al gain, he fails to understand ***** ***** ot*****r employees ought to feel that they are making substantial contribution by way of being included in decision mak*****g rather than just taking orders and getting the tasks done. The employees must have felt that *****y were ***** to just getting the tasks ***** because Sir ***** was not interested in communicat*****g the vision ***** ***** company. He instead chose to involve ***** at the stage of action and not at the stage ***** decision making regarding setting goals. As a result, he came across as autocr*****ic. Moreover Greenbury's inclination to give negative feedback if required, also created resentment. Since Greenbury was so full of achieving the


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