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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. The teaching objectives include: (1) to discuss the management of perceived lower performers; (2) to illustrate and discuss concepts such as self-fulfilling prophecies and vicious circles; and (3) to present and/or discuss subjects such as the Pygmalion effect, Leader-Member Exchange, Self-Determination Theory, and Procedural Justice.
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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. The teaching objectives include: (1) to discuss the management of perceived lower performers; (2) to illustrate and discuss concepts such as self-fulfilling prophecies and vicious circles; and (3) to present and/or discuss subjects such as the Pygmalion effect, Leader-Member Exchange, Self-Determination Theory, and Procedural Justice.

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