Subject category:
Human Resource Management / Organisational Behaviour
Published by:
International Institute for Management Development (IMD)
Version: 26.02.2020
Length: 2 pages
Data source: Field research
Abstract
This is part of a case series. This 2-page case describes the decision Jan took to try to change the way he led IG&H, having been made aware of the harm his leadership was inflicting on the people he managed. He described this realization as 'an emotional breakthrough'. The case ends with his decision to attend an executive program on Leadership, raising the following questions for class discussion: Can a program change a career-long leadership behaviour? Why or why not? And what is possible and likely to change in Jan's case and what is not?
Video trailer
Time period
The events covered by this case took place in 2012-2020.Geographical setting
Region:
Europe
Country:
The Netherlands
Featured company
IG&H
Employees:
201-500
Industry:
Consultancy
About
Abstract
This is part of a case series. This 2-page case describes the decision Jan took to try to change the way he led IG&H, having been made aware of the harm his leadership was inflicting on the people he managed. He described this realization as 'an emotional breakthrough'. The case ends with his decision to attend an executive program on Leadership, raising the following questions for class discussion: Can a program change a career-long leadership behaviour? Why or why not? And what is possible and likely to change in Jan's case and what is not?
Video trailer
Settings
Time period
The events covered by this case took place in 2012-2020.Geographical setting
Region:
Europe
Country:
The Netherlands
Featured company
IG&H
Employees:
201-500
Industry:
Consultancy