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


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

***** suggested in ***** article, Sir Richard 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 pr*****its in its history under his leadership. From the way Sir Greenbury has handled the interview and ***** associated questions, it seems that he was inclined to think his way to be the right way. At Marks & Spencer, he made unilateral decisions, dictated work methods, provided l*****tle room for worker input and even limited their knowledge of goals ***** the next step to be performed ***** sometimes gave feedback that ***** negative, if necessary (Bartol & Martin, 2001). All t***** combined to make him ***** in his style where he conjured up ***** vision for the company, as he believed to be the best person for do*****g so. ***** Greenbury's position at ***** & ***** and his extensive experience ***** the company ***** him think he knew what w***** ***** for the firm and was entitled to steer ***** employees in the ways that he ********** best. Though Sir Greenbury was not wrong in thinking that he possessed ***** best ***** about the ***** in every way, he was wrong in limiting worker input. ***** is because it not only alienated the ***** but also hurt h***** reputation as a competent leader. Moreover ***** inclination to listen ***** employees only if he understood ********** viewpoint completely ***** if their ideas meshed with his (Davidson, 2001), also created resentment. Such a style makes employees think as ***** 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 *****. From ***** interview it seems ***** Greenbury thought ***** he did ***** in the best *****terest of the company and that he should be admired and not resented for his style. Though Greenbury ***** what he ***** was best for the firm and he was ***** looking for personal gain, he fails to understand ***** the other employees ought ***** feel that they are making substantial contribution by ***** of being included in decision ***** rather than just tak*****g orders and getting the tasks done. The employees must have felt that *****y were ***** to just getting the tasks done ***** Sir ***** was not interested in communicat*****g the vision to ***** *****. He instead chose to involve ***** at the stage of action ***** not at ***** stage of decision making regarding setting goals. As a result, he came across as au*****cr*****ic. Moreover Greenbury's inclination to give ***** feedback if required, ***** created resentment. Since Greenbury was so full of achieving the


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