Subject category:
Human Resource Management / Organisational Behaviour
Published by:
INSEAD
Length: 9 pages
Data source: Field research
Topics:
Human resource management; Interpersonal behaviour; Leadership; Management style; Procedural justice; Superior and; Subordinates; communication process; Management skills; Participative management; Performance evaluation; Pygmalion; effect; Use of performance measures; Dyadic relationships; Middle management; Delegation
Abstract
Lee Coker believes he must monitor and supervise weaker performers more intensely than managers he perceives to be superior performers. The case describes Lee's theory on this issue, Lee's behaviour (as seen by both himself and his subordinates), and his subordinates' reactions. The main focus is on Lee's relationship with Ed, which is satisfactory for several months but then enters into a vicious circle once certain mechanisms have been activated.
Size:
Not relevant
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
INSEAD
Version: 1996
Length: 24 pages
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Abstract
Lee Coker believes he must monitor and supervise weaker performers more intensely than managers he perceives to be superior performers. The case describes Lee's theory on this issue, Lee's behaviour (as seen by both himself and his subordinates), and his subordinates' reactions. The main focus is on Lee's relationship with Ed, which is satisfactory for several months but then enters into a vicious circle once certain mechanisms have been activated.
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Size:
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Subject category:
Human Resource Management / Organisational Behaviour
Published by:
INSEAD
Version: 1996
Length: 24 pages