This piece looks at perception in leadership working with a classic case study of a company leader, Bob. I’d love to comprehend bob as somebody whose aim had always been to be the head or maybe become a leader in a lab, which might have become the ultimate goal in his career.
I would like to feel that bob was subordinate to somebody when he came to the laboratory and did not envisage he was going to lead anytime soon. I would also prefer to infer he was not prepared to be a pioneer and we can see his response upon his appointment as a project head for the thought he stumbled on.
Giving leadership position to someone simply because they discovered something very intriguing shouldn’t be the sole criteria for appointing people to take leadership positions. If a person states that Keyes was not competent for the job for which he was hired, that wouldn’t be fair. As I recall, it had been a consequence of his art that he was hired in the first location.
In analysing the pleasure he felt on remembering Dr. Wang’s words on accomplishment and promotion, it is important to be aware that he already saw himself as an achiever and yet one who made the respect of his superior.Jenkins is an ideal example of the abrasive character. His perception can’t be said to be wrong; but the major obstacle he had was his attitude and manner of strategy.
The next line of his dialog with Keyes reveals that he already assumed he was knowledgeable and had significantly more experienced on the subject matter.When presented with the graphs, Jenkins was not polite enough to carry them home to at least spend some time on them, and give a listening ear to Keyes to enable him understand the gist of the project, the targets and objectives. This could have been a route for them to reason together, and form a powerful ally; that would have encouraged Keyes to feel comfortable enough (and not feel as though someone was invading him) to finally regard him as one who had in-depth knowledge on the topic matter.
The words,”I’ve been playing with autocorrelation functions of surfaces, you know that things”, was the height of his show-off speech. Had he chose to not mention how much he knew about autocorrelation, and had listened carefully to Keyes and let him take him through the undertaking, he’d have won the respect and trust of Keyes.
I am also of the opinion that Jenkins was overly forward; how would you encounter someone’s work space and in a brief while, you’re already leading the way to show him or instead lecture him on what he had been about revealing you?Perception in Direction: Movements in Keyes’ group
Keyes’ staff could be described as a person which religiously observed the place of having meetings. These meetings have been supposed to discuss jobs, solve issues, talk about the methodologies, and appraise the job up to now. Instead of serving the purpose, I’m of the view that these meetings, evolved into a route for Keyes to show-off his prowess to the team.
It is clear that the job of the group was completed by just two individuals, himself and John. This made it impossible for the rest of the team to be actively engaged in problem solving and supplying meaningful services into the group. Each time they struck a hitch, they easily gave up without exhaustively exploring the possible paths of solving the issues individually or as a group.Perception in Direction: Bob’s sense and style of leadership
Bob had some good traits as a leader which every leader should ensure he adopts while working in an extremely paced work environment. Bob was motivated and could do anything required to impress his superior to make sure his marketing. He maintained a cordial relationship with his group and guaranteed he conveyed with his superior on the developments of the project.
His relationship with his wife helped him cool off the strain and frustration he was facing in the laboratory. As much as he had been moved, it was solely because of the promotion that would have the completion of the undertaking. It could be deduced that he felt frustrated and threatened immediately he felt that he Jenkins was planning to take his place and thereby make loose the promotion he was looking forward to getting.Bob spent useful time which would have aided the job reminiscing on past accomplishments instead of face the current challenge.
While it’s good to celebrate milestones achieved, it is likewise essential that the leader doesn’t lose sight of the vision of the work area and should ensure that all hands are on deck to achieve greater. In a bid to shy away out of his frustrations, Bob applied for another job without communicating his reservations and options to Dr. Wang.
A leader must always times take responsibility of the tasks ensured in his maintenance and should maintain active communication with his superiors about his struggles both emotional and otherwise.
Perception in Leadership: Role and Responsibility of Dr. Wang in this situation
Since the head of the lab, Dr. Wang’s function in this scenario was that he put the ball rolling for all that happened between Jenkins and Bob. Putting myself in his shoes, I’d have not debriefed Jenkins and ship him to meet Bob in his workplace. The ideal thing to have done was to send for Bob to come meet him in his office immediately Jenkins arrived.
That way, Dr. Wang would have previously introduced them to each other, clarify why Jenkins was coming on board and put clearly defined functions for them and likely put a time frame that their work collectively will be appraised. As head, Dr. Wang had the responsibility of coordinating the different project leaders and ensuring their goals and objectives are met.
Perception in Leadership: What I’d you’ve done with Jenkins if I were Keyes
If I had someone like Jenkins in my team, the very first thing I would do is to research him to learn his strengths. Next, I’ll engage him in a friendly discussion to determine the consciousness of the abrasiveness. This will enable me get to know him better and possibly device another approach to handling his personality.
If this persists after a while, I will have a general meeting requesting all to write exactly what he or she likes or dislikes about each person in the group and ensure they do not disclose their identities. I’ll do this in order that in my next meeting, I can show him exactly what folks think about his attitude towards them. When he persists, I will write to Dr. Wang describing the situation and recommend he should be moved to another department if he refuses to change.
Perception in Leadership: What I’d have done to influence Dr. Wang when I were Keyes?
First, I’d understudy Jenkins and allow him instruct me what he knows particularly after work hours each day, since we are usually together. To affect Dr. Wang, I’d change my format of committing him reports. I’d have also redirected my focus to the project and search for better methods to fix the problems.
Perception in Leadership: This wreck could have been avoided
Appropriate communicating by Dr. Wang into Jenkins and Bob could have averted this challenge. I also expected that Bob should have not taken the action he required; he had been too quick to conclude that Dr. Wang had attracted someone to replace him. Even when Keyes had an opportunity to converse with Dr. Wang, he looked as if all was well and painted another image of Jenkins’ character.
I am of the opinion that this is what made the entire situation degenerate to exactly what we have. Perhaps, if Dr. Wang had understood the true picture of matters, the situation could have been prevented.