Deck 13: Leadership and Change

Question 1

The base rate of managerial incompetence is estimated to be 50-75 percent. This means that a majority of people in positions of authority have difficulties getting a group of people to work effectively together or get results. What do you think about this percentage of incompetent managers? For example, is it too high or low, and why?

Answer 1

The managerial incompetence reflects the inability of the managers to coordinate the activities of the followers and lead them towards the goal achievement. According to this concept the managers fails to achieve goals and objectives. This makes them ineffective and can impact the organization in a long run.
According to the research conducted based on the managerial incompetency, majority of the managers in the business environment fails to build team and achieve results. The base rate of such incompetency is reported as 50% to 75%.
When considering the percentage of the incompetency of the managers in the work places, 50 to 75 % of incompetency is very high. Majority of the managers either fails to build teams or fail to reach the goals or objectives. The majority of the managers shall be carbonized into cheer leaders, in name managers, result oriented managers etc. These managers can bring short term benefits and can meet short term objectives of the organization. But in a long run it can ruin the reputation of the organization, sustainability, employee loyalty etc.

Question 2

You Can't Make Stuff Like This Up
Steve once worked as a regional sales director for a large health insurance company called Blue Star Health. Blue Star Health was once quite successful but had become complacent over the past five years. Competitors gained market share using aggressive marketing and sales tactics, and Blue Star was selling antiquated products and using inefficient processes for settling claims. With falling revenues and margins, Blue Star became an acquisition target and was bought by Anthum, a Fortune 100 company. At the conclusion of the deal Anthum brought in an injection of cash, a reputation for operational excellence, and a new vice president of sales, Jim Blaylock. The CEO of Anthum described Jim as bright, experienced, successful, and "more energetic than the Energizer Bunny." Jim had joined the corporation immediately after college; because of his "potential" the company sent him to law school and rapidly promoted him into increasingly responsible positions. Senior management had tremendous confidence in Jim's leadership abilities and appointed him as the vice president of sales in Blue Star Health, even though he had no previous sales experience.
Steve was initially impressed with Jim's freshness and energy; he was constantly touting "Midwestern values" and the "work ethic of the Midwest." However, the sales management team soon became disenchanted with his views: Steve and his sales team were working 70 to 80 hours a week and becoming exhausted and frazzled. Moreover, Jim's interactions with internal and external clients were lessons in poor human relations. He seemed to seek confrontations, and as time passed, his behavior became steadily more extreme. Jim harangued people, ignored appointments and made no excuses for missing them, made promises he never kept, called sales directors at 6:00 a.m. with insignificant questions, and abused brokers. Those who questioned Jim's leadership were summarily dismissed.
One day Jim asked Steve to arrange a meeting with a broker at 9:00 p.m. The broker was from a large benefit house and was older, and the meeting time was late. However, he was a longtime personal friend of Steve's and as a courtesy agreed to the meeting. Jim did not show up for the appointment and would not answer Steve's calls to his cell phone. After an hour, Steve and the broker went home. When Steve asked Jim why he missed the appointment, he said he was drinking with a friend and did not think the meeting with the broker was important. Jim refused to apologize to the broker and was surprised when business with the broker's organization came to an end.
Jim loved working on high-visibility projects and landed an opportunity to convert the membership of another acquired company to Anthum. This was an important project for Anthum, and shortly thereafter Jim set up an elaborate "war room" in which all sales planning and action would take place. He asked Steve to lead the conversion project, repeatedly announcing that the acquisition was to garner new contracts and to bring quality employees into the organization. At this point Steve had over 70 direct reports in five different locations across the state and some aggressive sales targets. It would be impossible for Steve to hit his revenue numbers and run the conversion project. But Jim cut Steve no slack, and the computer system intended to convert the contracts did not work. Jim spent no time with any of the newly acquired sales team members, and as a result they showed no interest in working for Anthum. Yet Jim made grandiose statements about the quality of the sales force at the acquired company, which implied the current sales employees were unsatisfactory and fostered a sense of mistrust in both sales organizations.
Because of Jim's shoddy treatment, the long hours, and poor sales and invoicing processes, the morale of the sales team began to plummet. Tantrums and tears occurred frequently, and Steve spent a lot of time smoothing feathers and telling team members that things would get better over time. But there was only so much Steve could do, and as team members began to quit, Jim blamed Steve for the decline in department morale. As the situation continued to deteriorate, Steve requested that Jim meet with the remaining staff to talk about their frustrations with Anthum. Jim opted to set up an all-employee breakfast at a local restaurant to address their concerns.
The night before the meeting a major snowstorm hit the city, and the streets were covered with a foot of snow. Some employees had to drive 40 miles to attend the meeting, but everyone made it to the restaurant. The only person missing was Jim, and Steve started calling him 10 minutes before the meeting start time to check on his status. Jim did not answer, so Steve began to call and leave messages every five minutes. Jim finally answered his phone 30 minutes after the meeting start time and told Steve that the reason he was not at the meeting was that he decided to go skiing and people would have to meet with him another day. He also asked Steve to quit bugging him by leaving messages every five minutes. Steve could do little to put a positive spin on this message, and the employees left the restaurant bitter and hurt. Of the 60 people who showed up for the meeting, only one was still with Anthum six months later. Jim never acknowledged his behavior and was "shocked" at the turnover in the sales group. Despite the turnover and declining sales revenues, Jim was still considered the company's darling, and it was commonly believed that the CEO tacitly condoned his behavior.
If Jim was an incompetent manager, what do you think were the underlying root causes of his incompetence?

Answer 2

The case discuss about the leadership approach of Mr. J. Mr. J being a fresher was appointed as the manager of the organization BSH. Mr. J being and energetic and vibrant leader who initially attracted the other leaders and followers. According to the case the bad leadership and in-name-only manager approach of Mr. J has resulted in huge employee turnover.
The incompetent managers are the managers who couldn't produce desired results from their leadership skills and abilities. The underlying root causes of his incompetency have been discussed as follows.
• Mr. J remained unsuccessful in building up potential teams. This inefficiency in building team has reduced the commitment level of the employees towards the organization. A successful leader should possess talented and potential people around him to achieve success. Lack of effective team highlights his incompetency.
• The inability of Mr. J to build relationship is another root cause that can make him an incompetent. The employee lost trust and loyal because of the rude and ignorant behaviour of Mr. J
• Lack of self awareness shall be another reason that made him incompetent.
• His inability to get adapted to the culture of the organization BHS can be another root cause for his incompetency.

Question 3

Think about the ineffective leaders you have worked or played for. What dark-side traits did these leaders possess that caused them to be ineffective?

Answer 3

The effective leaders are the boon for the organization where as the in effective leaders can cause serious damage to the organization. The ineffective leaders are the leader who doesn't possess the relevant leadership skills and abilities. To become an effective leader it is essential that the leaders should focus on developing and growing their leadership skills.
Some of the dark side traits of the leaders that caused them to be ineffective has been discussed as follows.
• Cautions: This trait of the leader him worried, feared about the decisions they make. To be effective, the leaders should be risk taking, challenging, and effective decision makers.
• Mischievous: The leader posses this dark side leadership trait that makes him to break the rules, commitment, etc and act as a wrong role model for the followers.
• Dutiful : The leader is not bold enough to stand for his followers; he accepts unrealistic projects and puts stress on the followers to complete the projects. Such leaders can de-motivate the employees.
• Excitable : The leader exhibits dramatic emotional outbreaks, mood swings etc that makes him very uneasy to handle.

Question 4

You Can't Make Stuff Like This Up
Steve once worked as a regional sales director for a large health insurance company called Blue Star Health. Blue Star Health was once quite successful but had become complacent over the past five years. Competitors gained market share using aggressive marketing and sales tactics, and Blue Star was selling antiquated products and using inefficient processes for settling claims. With falling revenues and margins, Blue Star became an acquisition target and was bought by Anthum, a Fortune 100 company. At the conclusion of the deal Anthum brought in an injection of cash, a reputation for operational excellence, and a new vice president of sales, Jim Blaylock. The CEO of Anthum described Jim as bright, experienced, successful, and "more energetic than the Energizer Bunny." Jim had joined the corporation immediately after college; because of his "potential" the company sent him to law school and rapidly promoted him into increasingly responsible positions. Senior management had tremendous confidence in Jim's leadership abilities and appointed him as the vice president of sales in Blue Star Health, even though he had no previous sales experience.
Steve was initially impressed with Jim's freshness and energy; he was constantly touting "Midwestern values" and the "work ethic of the Midwest." However, the sales management team soon became disenchanted with his views: Steve and his sales team were working 70 to 80 hours a week and becoming exhausted and frazzled. Moreover, Jim's interactions with internal and external clients were lessons in poor human relations. He seemed to seek confrontations, and as time passed, his behavior became steadily more extreme. Jim harangued people, ignored appointments and made no excuses for missing them, made promises he never kept, called sales directors at 6:00 a.m. with insignificant questions, and abused brokers. Those who questioned Jim's leadership were summarily dismissed.
One day Jim asked Steve to arrange a meeting with a broker at 9:00 p.m. The broker was from a large benefit house and was older, and the meeting time was late. However, he was a longtime personal friend of Steve's and as a courtesy agreed to the meeting. Jim did not show up for the appointment and would not answer Steve's calls to his cell phone. After an hour, Steve and the broker went home. When Steve asked Jim why he missed the appointment, he said he was drinking with a friend and did not think the meeting with the broker was important. Jim refused to apologize to the broker and was surprised when business with the broker's organization came to an end.
Jim loved working on high-visibility projects and landed an opportunity to convert the membership of another acquired company to Anthum. This was an important project for Anthum, and shortly thereafter Jim set up an elaborate "war room" in which all sales planning and action would take place. He asked Steve to lead the conversion project, repeatedly announcing that the acquisition was to garner new contracts and to bring quality employees into the organization. At this point Steve had over 70 direct reports in five different locations across the state and some aggressive sales targets. It would be impossible for Steve to hit his revenue numbers and run the conversion project. But Jim cut Steve no slack, and the computer system intended to convert the contracts did not work. Jim spent no time with any of the newly acquired sales team members, and as a result they showed no interest in working for Anthum. Yet Jim made grandiose statements about the quality of the sales force at the acquired company, which implied the current sales employees were unsatisfactory and fostered a sense of mistrust in both sales organizations.
Because of Jim's shoddy treatment, the long hours, and poor sales and invoicing processes, the morale of the sales team began to plummet. Tantrums and tears occurred frequently, and Steve spent a lot of time smoothing feathers and telling team members that things would get better over time. But there was only so much Steve could do, and as team members began to quit, Jim blamed Steve for the decline in department morale. As the situation continued to deteriorate, Steve requested that Jim meet with the remaining staff to talk about their frustrations with Anthum. Jim opted to set up an all-employee breakfast at a local restaurant to address their concerns.
The night before the meeting a major snowstorm hit the city, and the streets were covered with a foot of snow. Some employees had to drive 40 miles to attend the meeting, but everyone made it to the restaurant. The only person missing was Jim, and Steve started calling him 10 minutes before the meeting start time to check on his status. Jim did not answer, so Steve began to call and leave messages every five minutes. Jim finally answered his phone 30 minutes after the meeting start time and told Steve that the reason he was not at the meeting was that he decided to go skiing and people would have to meet with him another day. He also asked Steve to quit bugging him by leaving messages every five minutes. Steve could do little to put a positive spin on this message, and the employees left the restaurant bitter and hurt. Of the 60 people who showed up for the meeting, only one was still with Anthum six months later. Jim never acknowledged his behavior and was "shocked" at the turnover in the sales group. Despite the turnover and declining sales revenues, Jim was still considered the company's darling, and it was commonly believed that the CEO tacitly condoned his behavior.
Why do you think Jim was seen as a high-potential candidate? Why did the CEO still think he was a high performer?

Question 5

Do you know anyone who has derailed from a leadership position? What did the person do? Use the leader-follower-situation model and the six underlying causes of derailment to explain what happened.

Question 6

You Can't Make Stuff Like This Up
Steve once worked as a regional sales director for a large health insurance company called Blue Star Health. Blue Star Health was once quite successful but had become complacent over the past five years. Competitors gained market share using aggressive marketing and sales tactics, and Blue Star was selling antiquated products and using inefficient processes for settling claims. With falling revenues and margins, Blue Star became an acquisition target and was bought by Anthum, a Fortune 100 company. At the conclusion of the deal Anthum brought in an injection of cash, a reputation for operational excellence, and a new vice president of sales, Jim Blaylock. The CEO of Anthum described Jim as bright, experienced, successful, and "more energetic than the Energizer Bunny." Jim had joined the corporation immediately after college; because of his "potential" the company sent him to law school and rapidly promoted him into increasingly responsible positions. Senior management had tremendous confidence in Jim's leadership abilities and appointed him as the vice president of sales in Blue Star Health, even though he had no previous sales experience.
Steve was initially impressed with Jim's freshness and energy; he was constantly touting "Midwestern values" and the "work ethic of the Midwest." However, the sales management team soon became disenchanted with his views: Steve and his sales team were working 70 to 80 hours a week and becoming exhausted and frazzled. Moreover, Jim's interactions with internal and external clients were lessons in poor human relations. He seemed to seek confrontations, and as time passed, his behavior became steadily more extreme. Jim harangued people, ignored appointments and made no excuses for missing them, made promises he never kept, called sales directors at 6:00 a.m. with insignificant questions, and abused brokers. Those who questioned Jim's leadership were summarily dismissed.
One day Jim asked Steve to arrange a meeting with a broker at 9:00 p.m. The broker was from a large benefit house and was older, and the meeting time was late. However, he was a longtime personal friend of Steve's and as a courtesy agreed to the meeting. Jim did not show up for the appointment and would not answer Steve's calls to his cell phone. After an hour, Steve and the broker went home. When Steve asked Jim why he missed the appointment, he said he was drinking with a friend and did not think the meeting with the broker was important. Jim refused to apologize to the broker and was surprised when business with the broker's organization came to an end.
Jim loved working on high-visibility projects and landed an opportunity to convert the membership of another acquired company to Anthum. This was an important project for Anthum, and shortly thereafter Jim set up an elaborate "war room" in which all sales planning and action would take place. He asked Steve to lead the conversion project, repeatedly announcing that the acquisition was to garner new contracts and to bring quality employees into the organization. At this point Steve had over 70 direct reports in five different locations across the state and some aggressive sales targets. It would be impossible for Steve to hit his revenue numbers and run the conversion project. But Jim cut Steve no slack, and the computer system intended to convert the contracts did not work. Jim spent no time with any of the newly acquired sales team members, and as a result they showed no interest in working for Anthum. Yet Jim made grandiose statements about the quality of the sales force at the acquired company, which implied the current sales employees were unsatisfactory and fostered a sense of mistrust in both sales organizations.
Because of Jim's shoddy treatment, the long hours, and poor sales and invoicing processes, the morale of the sales team began to plummet. Tantrums and tears occurred frequently, and Steve spent a lot of time smoothing feathers and telling team members that things would get better over time. But there was only so much Steve could do, and as team members began to quit, Jim blamed Steve for the decline in department morale. As the situation continued to deteriorate, Steve requested that Jim meet with the remaining staff to talk about their frustrations with Anthum. Jim opted to set up an all-employee breakfast at a local restaurant to address their concerns.
The night before the meeting a major snowstorm hit the city, and the streets were covered with a foot of snow. Some employees had to drive 40 miles to attend the meeting, but everyone made it to the restaurant. The only person missing was Jim, and Steve started calling him 10 minutes before the meeting start time to check on his status. Jim did not answer, so Steve began to call and leave messages every five minutes. Jim finally answered his phone 30 minutes after the meeting start time and told Steve that the reason he was not at the meeting was that he decided to go skiing and people would have to meet with him another day. He also asked Steve to quit bugging him by leaving messages every five minutes. Steve could do little to put a positive spin on this message, and the employees left the restaurant bitter and hurt. Of the 60 people who showed up for the meeting, only one was still with Anthum six months later. Jim never acknowledged his behavior and was "shocked" at the turnover in the sales group. Despite the turnover and declining sales revenues, Jim was still considered the company's darling, and it was commonly believed that the CEO tacitly condoned his behavior.
What would you do if you were Jim's boss and heard about the information described here?

Question 7

What role would downsizing play in an organization's overall level of subject matter expertise?

Question 8

You Can't Make Stuff Like This Up
Steve once worked as a regional sales director for a large health insurance company called Blue Star Health. Blue Star Health was once quite successful but had become complacent over the past five years. Competitors gained market share using aggressive marketing and sales tactics, and Blue Star was selling antiquated products and using inefficient processes for settling claims. With falling revenues and margins, Blue Star became an acquisition target and was bought by Anthum, a Fortune 100 company. At the conclusion of the deal Anthum brought in an injection of cash, a reputation for operational excellence, and a new vice president of sales, Jim Blaylock. The CEO of Anthum described Jim as bright, experienced, successful, and "more energetic than the Energizer Bunny." Jim had joined the corporation immediately after college; because of his "potential" the company sent him to law school and rapidly promoted him into increasingly responsible positions. Senior management had tremendous confidence in Jim's leadership abilities and appointed him as the vice president of sales in Blue Star Health, even though he had no previous sales experience.
Steve was initially impressed with Jim's freshness and energy; he was constantly touting "Midwestern values" and the "work ethic of the Midwest." However, the sales management team soon became disenchanted with his views: Steve and his sales team were working 70 to 80 hours a week and becoming exhausted and frazzled. Moreover, Jim's interactions with internal and external clients were lessons in poor human relations. He seemed to seek confrontations, and as time passed, his behavior became steadily more extreme. Jim harangued people, ignored appointments and made no excuses for missing them, made promises he never kept, called sales directors at 6:00 a.m. with insignificant questions, and abused brokers. Those who questioned Jim's leadership were summarily dismissed.
One day Jim asked Steve to arrange a meeting with a broker at 9:00 p.m. The broker was from a large benefit house and was older, and the meeting time was late. However, he was a longtime personal friend of Steve's and as a courtesy agreed to the meeting. Jim did not show up for the appointment and would not answer Steve's calls to his cell phone. After an hour, Steve and the broker went home. When Steve asked Jim why he missed the appointment, he said he was drinking with a friend and did not think the meeting with the broker was important. Jim refused to apologize to the broker and was surprised when business with the broker's organization came to an end.
Jim loved working on high-visibility projects and landed an opportunity to convert the membership of another acquired company to Anthum. This was an important project for Anthum, and shortly thereafter Jim set up an elaborate "war room" in which all sales planning and action would take place. He asked Steve to lead the conversion project, repeatedly announcing that the acquisition was to garner new contracts and to bring quality employees into the organization. At this point Steve had over 70 direct reports in five different locations across the state and some aggressive sales targets. It would be impossible for Steve to hit his revenue numbers and run the conversion project. But Jim cut Steve no slack, and the computer system intended to convert the contracts did not work. Jim spent no time with any of the newly acquired sales team members, and as a result they showed no interest in working for Anthum. Yet Jim made grandiose statements about the quality of the sales force at the acquired company, which implied the current sales employees were unsatisfactory and fostered a sense of mistrust in both sales organizations.
Because of Jim's shoddy treatment, the long hours, and poor sales and invoicing processes, the morale of the sales team began to plummet. Tantrums and tears occurred frequently, and Steve spent a lot of time smoothing feathers and telling team members that things would get better over time. But there was only so much Steve could do, and as team members began to quit, Jim blamed Steve for the decline in department morale. As the situation continued to deteriorate, Steve requested that Jim meet with the remaining staff to talk about their frustrations with Anthum. Jim opted to set up an all-employee breakfast at a local restaurant to address their concerns.
The night before the meeting a major snowstorm hit the city, and the streets were covered with a foot of snow. Some employees had to drive 40 miles to attend the meeting, but everyone made it to the restaurant. The only person missing was Jim, and Steve started calling him 10 minutes before the meeting start time to check on his status. Jim did not answer, so Steve began to call and leave messages every five minutes. Jim finally answered his phone 30 minutes after the meeting start time and told Steve that the reason he was not at the meeting was that he decided to go skiing and people would have to meet with him another day. He also asked Steve to quit bugging him by leaving messages every five minutes. Steve could do little to put a positive spin on this message, and the employees left the restaurant bitter and hurt. Of the 60 people who showed up for the meeting, only one was still with Anthum six months later. Jim never acknowledged his behavior and was "shocked" at the turnover in the sales group. Despite the turnover and declining sales revenues, Jim was still considered the company's darling, and it was commonly believed that the CEO tacitly condoned his behavior.
What would you do if you were Steve?

Question 9

Is Hugo Chavez, the president of Venezuela, a bad leader? What data could you use to make this evaluation? Would your evaluation of Chavez change if you lived in a slum in Caracas or owned a large business in Venezuela?

Question 10

You Can't Make Stuff Like This Up
Steve once worked as a regional sales director for a large health insurance company called Blue Star Health. Blue Star Health was once quite successful but had become complacent over the past five years. Competitors gained market share using aggressive marketing and sales tactics, and Blue Star was selling antiquated products and using inefficient processes for settling claims. With falling revenues and margins, Blue Star became an acquisition target and was bought by Anthum, a Fortune 100 company. At the conclusion of the deal Anthum brought in an injection of cash, a reputation for operational excellence, and a new vice president of sales, Jim Blaylock. The CEO of Anthum described Jim as bright, experienced, successful, and "more energetic than the Energizer Bunny." Jim had joined the corporation immediately after college; because of his "potential" the company sent him to law school and rapidly promoted him into increasingly responsible positions. Senior management had tremendous confidence in Jim's leadership abilities and appointed him as the vice president of sales in Blue Star Health, even though he had no previous sales experience.
Steve was initially impressed with Jim's freshness and energy; he was constantly touting "Midwestern values" and the "work ethic of the Midwest." However, the sales management team soon became disenchanted with his views: Steve and his sales team were working 70 to 80 hours a week and becoming exhausted and frazzled. Moreover, Jim's interactions with internal and external clients were lessons in poor human relations. He seemed to seek confrontations, and as time passed, his behavior became steadily more extreme. Jim harangued people, ignored appointments and made no excuses for missing them, made promises he never kept, called sales directors at 6:00 a.m. with insignificant questions, and abused brokers. Those who questioned Jim's leadership were summarily dismissed.
One day Jim asked Steve to arrange a meeting with a broker at 9:00 p.m. The broker was from a large benefit house and was older, and the meeting time was late. However, he was a longtime personal friend of Steve's and as a courtesy agreed to the meeting. Jim did not show up for the appointment and would not answer Steve's calls to his cell phone. After an hour, Steve and the broker went home. When Steve asked Jim why he missed the appointment, he said he was drinking with a friend and did not think the meeting with the broker was important. Jim refused to apologize to the broker and was surprised when business with the broker's organization came to an end.
Jim loved working on high-visibility projects and landed an opportunity to convert the membership of another acquired company to Anthum. This was an important project for Anthum, and shortly thereafter Jim set up an elaborate "war room" in which all sales planning and action would take place. He asked Steve to lead the conversion project, repeatedly announcing that the acquisition was to garner new contracts and to bring quality employees into the organization. At this point Steve had over 70 direct reports in five different locations across the state and some aggressive sales targets. It would be impossible for Steve to hit his revenue numbers and run the conversion project. But Jim cut Steve no slack, and the computer system intended to convert the contracts did not work. Jim spent no time with any of the newly acquired sales team members, and as a result they showed no interest in working for Anthum. Yet Jim made grandiose statements about the quality of the sales force at the acquired company, which implied the current sales employees were unsatisfactory and fostered a sense of mistrust in both sales organizations.
Because of Jim's shoddy treatment, the long hours, and poor sales and invoicing processes, the morale of the sales team began to plummet. Tantrums and tears occurred frequently, and Steve spent a lot of time smoothing feathers and telling team members that things would get better over time. But there was only so much Steve could do, and as team members began to quit, Jim blamed Steve for the decline in department morale. As the situation continued to deteriorate, Steve requested that Jim meet with the remaining staff to talk about their frustrations with Anthum. Jim opted to set up an all-employee breakfast at a local restaurant to address their concerns.
The night before the meeting a major snowstorm hit the city, and the streets were covered with a foot of snow. Some employees had to drive 40 miles to attend the meeting, but everyone made it to the restaurant. The only person missing was Jim, and Steve started calling him 10 minutes before the meeting start time to check on his status. Jim did not answer, so Steve began to call and leave messages every five minutes. Jim finally answered his phone 30 minutes after the meeting start time and told Steve that the reason he was not at the meeting was that he decided to go skiing and people would have to meet with him another day. He also asked Steve to quit bugging him by leaving messages every five minutes. Steve could do little to put a positive spin on this message, and the employees left the restaurant bitter and hurt. Of the 60 people who showed up for the meeting, only one was still with Anthum six months later. Jim never acknowledged his behavior and was "shocked" at the turnover in the sales group. Despite the turnover and declining sales revenues, Jim was still considered the company's darling, and it was commonly believed that the CEO tacitly condoned his behavior.
Was Jim Blaylock a bad leader, a competent manager, an in-name-only manager, a results-only manager, or a cheerleader? What data would you use to make this determination?