Skip to main content
SAGE Knowledge
SAGE Knowledge
Business Cases

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

Cases

Donald L. Anderson

  • Citations
  • Add to My List
  • Text Size

Citations

Anderson, D., (2018). “Trying to make me fail:” Leadership roles and team performance. In SAGE Business Cases. 2019. 10.4135/9781526439673

Anderson, Donald L. "“Trying to Make Me Fail:” Leadership Roles and Team Performance." In SAGE Business Cases. SAGE Publications Ltd., 2019. 10.4135/9781526439673.

Anderson, D 2018. “Trying to Make Me Fail:” Leadership Roles and Team Performance, In SAGE Business Cases, SAGE Publications Ltd., viewed 9/19/2019, 10.4135/9781526439673.

Anderson, Donald L. "“Trying to Make Me Fail:” Leadership Roles and Team Performance." SAGE Business Cases. SAGE Publications Ltd., 2019. SAGE Knowledge. Web. 9/19/2019.

Copy to Clipboard

Have you created a personal profile? Login or create a profile so that you can create alerts and save clips, playlists, and searches.

Font Size

A Small A Normal A Large
  • Case
  • lockedTeaching Notes
  • Author(s)
  • 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.

    Looks like you do not have access to this content.

    Login

    Don’t know how to login?

    Click here for free trial login.

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

  • 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.

Back to Top

Copy and paste the following HTML into your website