Micromanagement: Leadership and Shelly Essay

Words: 940
Pages: 4

Answer to Case of “Micromanagement”
Q1: Is George guilty of micromanaging? Why or why not?
Answer: No. George hates micromanaging and even disagrees that he is micromanaging. He thinks “micromanaging” is an excuse that Shelly threw out to dissemble her incapability, for the reason that a successful manager would never micromanage those employees who are capable enough. In additional, he thought Shelly is not so enthusiastic and hungry-to-learn as the beginning, which costs him a lot of time to correct her mistakes. Therefore, George may be angry rather than guilty.

Q2: What influence tactics does George use with Shelly and what is her reaction to those tactics? Give an example to support your response. To what degree do his tactics
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In this group, the relationship between leader and members is cold and impersonal with formal leader authority and less effective influence on members. Under this tense relationship, eventually, members would be tired off to boss by bad performance and less OCBs. To make it better, 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 occur as well. By bringing Shelly from out-group to in-group, Shelly could enhance her performance and meet company’s 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 help Shelly better meet George’s 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 would 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