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Leadership Principles and Practices for Technical Organizations

In: Business and Management

Submitted By markaylapowers
Words 549
Pages 3
Leadership Principles and Practices for Technical Organizations
Case Study

I think Jim Baylock was a destructive leader because he got a lot of praise on how good he was at his last place of employment. He started off well and had great work ethic and built a team around him that could succeed but things went down hill from there. The way he handled his employees and his time was unprofessional and rude. A destructive leader can be a person who builds teams whose results do not serve the common good. That is exactly what Jim did. He also dismissed people that questioned his leadership like any of the famous dictators of the world. He was rude, mean, and he did not care that sales were plummeting.

The underlying causes of Jim’s incompetence was that he could not get results and he destroyed team morale and cohesiveness. Jim could build a great team and work hard at his other job. He showed that by having success right out of college but I do not think that he was suited for the vice president of sales position. He did not know how to motivate his employees, he over worked them, he was unprofessional, and he did not care to fix it.

Jim was seen as a high-potential candidate because he had so much energy and motivation fresh out of college. He was promoted so quickly that people could not see his faults in the way he managed a team. I think the CEO still sees Jim as a high performer because the CEO favors Jim over anyone else. I do not think that Jim made it that far with out some help from higher-ups in the company. Jim had no experience in leading a sales team and he does not know how to treat people the right way. The CEO condoned his behavior, Jim did not want to try to improve anything, he just had the title vice president of sales.

If I were Jim’s boss I would ask him if he cared about his job. Hopefully he would answer yes, because otherwise I...

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