Micromanagement: Leadership and Shelly

settlement to Case of Micromanagement Q1 Is George guilty of micromanaging? Why or why non? Answer No. George hates micromanaging and even disagrees that he is micromanaging. He thinks micromanaging is an exc recitation that Shelly threw out to dissemble her incapability, for the reason that a successful double-decker would never micromanage those employees who are capable comme il faut. In additional, he thought Shelly is not so enthusiastic and hungry-to-learn as the beginning, which costs him a lot of snip to patch up her mistakes. Thitherfore, George may be angry rather than guilty.Q2 What bend manoeuvre does George use with Shelly and what is her reaction to those plays? Give an example to support your response. To what power point do his tactics engender commit with Shelly? Answer George used 1) sagacious persuasion, 2) Ingratiation, 3) Pressure. 1) Rational persuasion. After reading the release draft at the eldest time, George recommended a new title, and Shelly c ountered that she doesnt agree. To make Shelly align with him, George used the rational number persuasion tactic to analyze the situation logically and possess evidence, and argued why he consists to use such a strong title.The reaction of Shelly here is she pursed her lips and nodded slightly, which means she wanted to argue, but gave up and accepted his suggestion reluctantly. Without enough participation from Shelly, George made the decision himself, largely harming the avow between them in this situation. 2) Ingratiation. After persuading Shelly to adopt his suggestion, George tried to encourage Shelly a little routine by flattering her Thanks Shel, you are the best. Ingratiation tactic was used here.However, Shelly didnt feel any happiness when hearing this, and she no longer like him as before. Again, the trust was failed to engender. 3) Pressure. This tactic was used many times in this case. For example, George demanded Shelly to do two things on the release. George also verbalize I count on you to get these things right. Etc. Shelly had different response on the two situations I mentioned above. In the first case, Shelly accepted Georges suggestion reluctantly. In the second case, Shelly made up her mind nd defended herself by explaining why she wrote it in her way but not Georges way. Obviously, trust was failed to engender again since Shelly didnt meet Georges expectation, and she was unsatiable with George as well. Q3 Using our knowledge of the full-range of leadership model presented in class, how would you bump the type of leader behavior used by George to manage Shelly? Be specific and provide an example. Answer To my understanding, George manages Shelly with the dealingsal leadership. To be specific, he used Management-by-Exception actively.For example, erstwhile George found a mistake on the unfinished release draft, he gave feedbacks and corrections immediately. Then he started to follow the case, and tried to monitor and correct Sh ellys mistakes and keep things constructive in an active manner. This is exactly as Rich said, when George takes an interest, hands-on isnt the beginning of it. Hes cubital joint deep in the stuff. He thought he was providing counselling and required feedbacks to Shelly so that she would improve. This type of leadership behavior is a part of transactional leadership.Q4 The friendship in this case is not meeting its goals regarding visibility, leads and sales. Shelly is responsible for this functional compass of the business. What should George do to lead her more effectively to meet these business objectives? Answer George can lead Shelly more effectively in several ways. Firstly, consort to the Leader-Member Exchange theory, Shelly belongs to the out-group of Georges team. In this group, the relationship between leader and members is ice-cold and impersonal with formal leader authority and less effective influence on members.Under this tense relationship, eventually, member s would be tired off to boss by bad performance and less OCBs. To make it fracture, George can try to give Shelly more freedom, latitude, and responsibility, give her more support, and try to build trust with Shelly. In return, Shelly would probably generate higher performance and satisfaction, and greater dependability, involvement, and eventually, better OCBs would overhaul as well. By bringing Shelly from out-group to in-group, Shelly could enhance her performance and meet come withs business objectives more effectively.Secondly, George should learn how to apply efficient transactional leadership on Shelly. Besides the MBE active he uses, he should also use contingent reward and punishment. By using this tactic would ease Shelly better meet Georges expectations. In this situation, George should communicate with Shelly and give her clear guidance on what would be rewarded and what would be punished, and deliver the promised rewards or punishments every time, therefore, trust w ould be built between George and Shelly.Thirdly, after effective application of transaction leadership, George should go beyond it and try to upgrade to transformational leadership. Transformational leadership requires more trust, credibility and integrity between George and Shelly. George should empower Shelly at a higher level, trust her and respect her decisions. Besides, George should discuss with Shelly about what are their shared goals and values, deliver the guilds short-term and long-term objectives to Shelly, and let she know how her work and efforts would servicing company to approach the objectives.Moreover, George should move Shelly to address higher needs as well salary, such as bigger growth opportunity, etc. Also, according to mystifyings theory, idealized influence, inspirational motivation, intellectual stimulation and individualized good will are some useful methods well implementing transformational leadership. Overall, using transformational leadership woul d help Shelly to perform beyond Georges expectation, so that their team would finally strive companys business objectives more effectively.