Leadership Style

Paper Summary:

This paper presents a case study of a manager and how he needs to change his leadership style in order to benefit the organization and employees around him. The paper discusses the benefits of a transformational leadership style that encourages greater participation and contribution from each employee. The paper also discusses the inspiration and enthusiasm that this type of leadership style can generate for the employees.

From the Paper:

"Much of George's reliance on micromanagement comes from his egotistical nature, which makes him feel he must control every aspect of the product to realize the results he desires (Fandt & Quirk, 48). For George to realize greater success he should work on adopting a transformational leadership style, or one that emerges as a "shared focus of self awareness" among strong willed partners (Fandt & Quirk, 28). This will help George work with Shelley to develop shared self-awareness and shared focus. It will also work very well because Shelley seems the type of employee that is just as strong willed and egotistical as George is. This may actually result in a shared vision and improved organizational outcomes if the two learn to work well together."

Sample of Sources Used:

• Ashby, Meredith D. & Miles, Stephen A. 2002. Leaders Talk Leadership: Top Executives Speak Their Minds. New York: Oxford University Press.
• Benfari, Robert C. 1999. Understanding and Changing Your Management Style. San Francisco: Jossey-Bass.
• Fandt, Patricia M. & Quirk, Michael P. 2000. The 2nd language of leadership. Hillsdale: Lawrence Erlbaum Associates.
• Fryer, B. 2004. "The micromanager." HRB Case Study.

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