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

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

  • Case
  • Teaching Notes
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.

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