Abuse Power in the Position Essay

443 Words2 Pages
The case of the red-faced autocratic leader Jordan joined a global consultancy as the new managing director in one of the company’s developing country offices. Jordan was in the military for a few years before finding success as a business executive, so his management and leadership style has a strong military influence. He is very authoritative, straight to the point, and results driven. He is also brash and abrupt; and in a behavioral test done as part of one of the company’s team building activities, he scored zero for empathy. Jordan very quickly established himself as a strong organizational leader who sets the pace and dictates directions, and he gave his employees very little scope to exercise their own creativity and initiative. This is a practice more common in some military organizations; and this management approach is also typical of many developing country companies, especially in Asia. But while it’s true that Jordan was managing a developing country office, most of his employees were high achieving professionals, with a number of them experienced at C-level advisory consulting. His controlling behavior made some of his junior consultants feel inadequate, but the more senior ones who rightly believed they were much too experienced to just follow his directives just felt resentful. Within six months of taking office, Jordan started seeing some of his consultants leave. In one case, Christina, a mid-level consultant who had been very vocal about her disgruntlement with new management, filed her resignation. In the exit interview, Jordan asked Christina what her plans for the future were. Christina coyly responded that she might try applying for consulting positions overseas. Jordan haughtily responded: “To be honest, I don’t think any of the consultants in this practice are qualified to work overseas.” This shocked Christina, so she honestly replied:
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