Case Study

The Case of the Bad Boss

What characteristics did Perry lack that prevented him from being a transformational leader?

A transformational leader has to be an individual that encourages positive and motivates the employees. Perry does not exemplify any form of moral standards within the firm as he contradicts his juniors and encourages anarchy. There is a need to foster an ethical work environment that Perry does not portray since it involves having clear values, priorities, and standards. As a leader, Perry lacks ethical and moral character, mainly because of the way he talks to Lia. Transformational leaders should not be egocentrism as it affects the relationship and employee effectiveness ( Robbins & Davidhizar, 2020).

What is wrong with using the ten sayings mentioned in the case?

According to the sayings, it portrays threatening an employee, which is unethical and illegal. The sayings are termed as inconsiderate and inappropriate to dismiss other employees. Leaders must portray a sense of accountability and respect for other subordinates. Employees are supposed to be led to controlled situations in which Perry, as a leader, should do instead of insisting on promoting unity and working culture.

Why does it take strength to admit one is wrong?

In most organizations, leaders are viewed as top management with a sense of respect and authority. The implication of showing weakness among the junior staff reduces their credibility. For a leader to admit a mistake shows that they are accountable for their actions. In the case study, Petty should admit that over micromanaging Lia’s duties was wrong, which would promote strong relationship cohesion. The respect and trust manifest when the authority is answerable to their flaws and mistakes in the organizations.

Why must a transformational leader be willing to admit responsibility?

Transformational leaders are characterized by admitting weaknesses and decides to face the issues openly. Perry is considered a manager who thinks they are above the organizational norms and require no learning and correction of their shortcomings. Moreover, Perry’s shortfalls are an indication that there is inequality and forced control over functions by top managers, thus reducing division and diversification of work. In this case, Perry is blind to his shortcomings and should develop better leadership skills. Leaders need to be eager in accepting responsibility and avoiding to deflect blame, making excuses. Employees usually imitate and follow their role models who have integrity, confidence, and a sense of professionalism. Petty should change his attitude and attain values like generosity, authenticity, interpersonal skills, and humility.

A culture of violence

An organization’s culture can be described as an effective way to behave within the organizational structure ( Warrick, 2017). A culture that is abusive and filled with violence requires a change to mitigate the overuse of the power tools of coercion and the lack of leadership components. An effective organizational culture usually is characterized by having shared beliefs and values created by leaders, directed to staff through communication, and later reinforced. Another organizational culture change happens when the workforce tries to learn new values, assumptions, and processes. Additionally, a toxic culture usually has unmotivated employees and anxious colleagues ( Van Rooij & Fine,2018). According to the hospital incident, the experienced doctor created a hostile and toxic work environment that involves quarreling and threatening another workmate with a scalpel. Other toxic attitudes and activities are fighting, unhappy employees that adversely impact productivity and cooperation. The maintenance of a productive culture is through attraction-selection that allows effective hiring practice. Opening communication lines and the promotion of organizational traditions ensure a long-lasting culture. Strategies like a new employee onboarding and motivational approaches that reward staff promote progression in their careers and leadership. Physicians tend to be powerful stakeholder groups. Therefore, there is a need for the hospital to ensure equity and harmoniously environment to promote safe and productive culture.

References

Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117-121.

Van Rooij, B., & Fine, A. (2018). Toxic corporate culture: assessing organizational processes of deviancy. Administrative Sciences, 8(3), 23.

Warrick, D. D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395-404.