“Trying to Make Me Fail:” Leadership Roles and Team Performance

Abstract

An organization development (OD) consultant returns to work with a team that has been in conflict. The OD practitioner learns that another leader has been added and conflict has returned to the team. The new leader’s team is performing poorly and, as a result, he may be on the verge of being fired. Interviews with members of the organization reveal how another leader’s aggressive and bullying style creates a stressful work environment and how unclear roles, decision patterns, and team processes create barriers to team performance.

This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

2024 Sage Publications, Inc. All Rights Reserved

You are not authorized to view Teaching Notes. Please contact your librarian for instructor access or sign in to your existing instructor profile.
locked icon

Sign in to access this content

Get a 30 day FREE TRIAL

  • Watch videos from a variety of sources bringing classroom topics to life
  • Read modern, diverse business cases
  • Explore hundreds of books and reference titles