What A Star That A Jerk

illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other

authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised

I want to live the American Dream. I have the wife, but I also want the two children with the house that has a white picket fence. To do so, I have to work. Since entering the workforce at 16, I’ve held many jobs working in food and beverage, fast food, and investment industries. Working in these industries has provided me with opportunities to work with different managers. All of the managers I’ve worked with had different personalities and management. The purpose of this paper is to identify the management styles I encountered, the type of bosses they were, and the leadership styles they demonstrated.

When it comes to the failure of managers, chad believes that manager’s inability to listen, being self-centered, not a team player, and failing to take responsibility most often contributes to their failure. “I remember a time when a colleague of mine was leading a project on the development of a new customer interaction system. His biggest downfall was he did not listen to his frontline employees, when it came to some of the inadequacies of the new system. This ultimately led to him being removed from the project and he never really came back form that.” (C. D. Cerkoney, Personal Communication, February 27, 2012).

Present day managers have an obligation to their employees and organization to be effective and efficient leaders. Leaders are expected to create an atmosphere that values a supportive work environment and transparent communication. In the case of Two Tough Calls, Susan frequently criticizes Phil’s and Terry’s work performance due to poor work performance. However, Susan outlines several managerial imperfections throughout the entire case; weaknesses such as irreverence, unequivocal personality, and a lack of motivational skills.

In the “New Vice President” case study, Mid-West University faced a hiring freeze and leadership dilemmas. With the change in executive positions, Jennifer Treeholm, Associate Vice President for Academic Affairs, acquired the new vice president role. At first glance, she was the perfect candidate. Jennifer dedicated her career to improve the overall culture and mission, and she was familiar with the vice president’s duties. Although Jennifer was highly qualified, her previous relations with the staff rendered her ability to lead and make decisions effectively. As a result the college faced stagnant progress from delayed solutions and preventative measures. Thus, the staff began to doubt her abilities as a leader, which caused the previous employee structure to weaken.

The story is told from the point of view of a bright young man in search of a manager who could successfully lead and manage change. He wanted to work for and eventually become one, and so he spent many years traveling all over the world. He spoke with a wide variety of managers, but was rarely pleased with what he heard or saw. The “tough” managers ran profitable organizations at the expense of its workforce, and the opposite for those who he thought were “nice”. Just as he began to lose hope, the young man heard a story of a local manager whose employees enjoyed working with him and produced great results. To his surprise, the young man was able to schedule an immediate appointment.

He also likes to practice what he preaches. When asked what his subordinates would describe his management style and what they would say about him, he said he “I hope they would say that I treat people equally.” When Mr. Walker replied to the question, what aspects of your management role have you excelled within, he replied “I feel like I have become better at coaching and resolving conflicts among employees.” It is easy to respect Mr. Walker for taking this leadership approach, and it is commendable that the advice he gave in regards to the

But is that all there is to a good supervisor? Or is there more? In an interview with Mrs. Jill Wilcox, a recently retired Assistant Claims Manager for a prominent workmen’s compensation insurance company thinks that the emotional intelligence of an employee also has to do with the ability to lead their team.

This report seeks to explore and analyse the leadership of my former manager, Paul (name has been changed). It aims to critically evaluate his leadership by referencing examples of his behaviour, and applying leadership concepts, theory and case studies. The report describes my observations of Paul as my direct manager, and my view of his interactions with followers, colleagues and superiors. As the report draws on my observations, the analysis is limited to my personal views on his leadership. Additionally, due to the plethora of leadership theories and concepts, I have focussed on concepts that are relevant to Paul’s leadership.

Leadership effectiveness requires hard work and commitment. This paper discusses a case study that showcases how important it is for to successful organizations. Charlie Moore is a Vice President of Chattanooga’s Ice Cream Division. Moore appears to have a good idea of what needs to happen within his company he just does not appear to have the determination to accomplish it. Once the company lost one of its third largest customers and the reaction of the management team painted a clear picture of their shortcomings and failure to operate as a team. All their negative group member roles began to surface. The negative artists began to paint their pictures of blame. A negative artist is a person or persons who reject everyone’s ideas, talk negative about the issue, argues excessively and plays the blame game. There are many avenues for developing an effective team, there is a four-stage process described to assist with this development. Stage one is forming, stage two is storming, stage three is norming, and stage four is performing it also outlines what leaders can do to reduce resistance in each stage. The learner believes that leadership is not for everyone but there is definitely enough research and literature to give any individual a fair shot at becoming a better leader.

The article basically illustrated a rule that all the employees in a corporation can be categorized as four archetypes: the competent jerk, who is competent yet hard to work with; the lovable fool,who’s lovely but knows quite little; the lovable star, who is both acknowledged and likable; and the incompetent jerk: disappointing to work with yet knows nothing. As the authors summarized in this article, on the basis of their research among varying sizes and purposes companies in both North America and Europe illustrated, no matter in which industry and what kind of corporations, people are always willing to work with a likable star but never an incompetent fool. What is more, their research further proved that no matter how smart and qualified a person was, as long as he was considered “extremely disappointing to work with”,nobody would work with that unlikable person.

There are many examples of poor leadership behavior in today’s workplace. Inadequate leadership can be detrimental not only to a team within an organization, but also to the entire organization itself. I believe it is vital for upper management to ensure that their leaders are properly trained and aware of how to handle certain situations and employees. When a leader’s weaknesses are overlooked, large problems occur.

If an abrasive worker is also a brilliant one, then we must give him/her a chance to find success within the organization. If one allows his/her personality to get in the way of success,

In this report I plan to explain “what makes managers effective with people in the workplace today.”