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

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Donald L. Anderson

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Anderson, D., (2018). “Trying to make me fail:” Leadership roles and team performance. In SAGE Business Cases. 2020. 10.4135/9781526439673

Anderson, Donald L. "“Trying to Make Me Fail:” Leadership Roles and Team Performance." In SAGE Business Cases. SAGE Publications Ltd., 2020. 10.4135/9781526439673.

Anderson, D 2018. “Trying to Make Me Fail:” Leadership Roles and Team Performance, In SAGE Business Cases, SAGE Publications Ltd., viewed 6/2/2020, 10.4135/9781526439673.

Anderson, Donald L. "“Trying to Make Me Fail:” Leadership Roles and Team Performance." SAGE Business Cases. SAGE Publications Ltd., 2020. SAGE Knowledge. Web. 6/2/2020.

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  • Case
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  • 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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  • Author Bio

    Donald L. Anderson, Ph.D., University of Colorado, teaches organization development and organization design at the University of Denver. He is a practicing organization development consultant and has consulted internally and externally with a wide variety of organizations, including Fortune 500 corporations, small businesses, nonprofit organizations, and educational institutions. Dr. Anderson's research interest is in discourse in organizational and institutional settings, and his studies of organizational discourse and change have been published in journals such as the Journal of Organizational Change Management, Gestion, and Journal of Business and Technical Communication. He is the author of Organization Development: The Process of Leading Organizational Change (4th ed.), and is also the editor of the text Cases and Exercises in Organization Development & Change (2nd ed., SAGE Publications, 2017). Dr. Anderson serves on the editorial board of the journal Management Communication Quarterly and he is a member of the Academy of Management.

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