Bob’s Meltdown
In the case study, the leaders are not working together to produce smooth outcomes at
Concord Machines. Leadership Theory and Practice defines a leader as having the power of
influence. Leaders need ski
...
Bob’s Meltdown
In the case study, the leaders are not working together to produce smooth outcomes at
Concord Machines. Leadership Theory and Practice defines a leader as having the power of
influence. Leaders need skills and traits to be effective and positive. Leading requires motivation,
openness, social intelligence, problem solving, influence, insight, and initiative. Leaders adjust to
each person they lead to know how to manage them (Northouse, 2015).
Annette Innella was hired by Jay Nguyen, the Chief Executive Officer (CEO), to be the
Vice President of Knowledge Management six months ago. Jay believed the company needed a
new perspective. Jay is using a model way and inspire the vision parts of transformational
leadership in managing his followers (Northouse, 2015). To model the way means to make
values clear and to express oneself (Northouse, 2015). Jay and Robert Dunn, Senior Vice
President, General Manager shared the vision of the company with Annette and let her act on that
vision by bringing in additional consultants. Bob and Jay agreed that everything was okay for
Annette to move forward. Annette brought a proposal to Bob to start a Knowledge Protocol
Group to bring in new ideas, and he agreed to this. Annette was working with a consultant who
she feels has many ideas for the company and was meeting for lunch when Bob blew up at her.
This was a very embarrassing moment for her to the point that she was unable to eat.
Robert (Bob) Dunn is the Senior Vice President at Concord Machines and has been there
for many years. Bob has a good reputation with other employees and is respected. Bob travels to
other areas to get business done and practices transformational leadership. Bob’s vision gives
him a sense of self-efficacy (Sharmir et al., 1993). Bob recently had a very stressful two weeks
full of high demands and deadlines. High stress and demands are part of “heroic leadership” bias
(Yukl, 1999). Jay challenged Bob to do exceptional work, putting much pressure on Bob
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