interfering in Brodsky’s processes, his level of autonomy and responsibility is being reduced and therefore limiting his ability to get the tasks completed as he sees fit. By Keller embracing a relational leadership model and ensuring that Brodsky feels included, his input considered, and by empowering him to see tasks through end-to-end without interference from management, his level of commitment should greatly increase. Knowing that he is expected to complete a task fully, rather than him resting on the “crutch” that is upper management’s interference, should make him realize that he does actually have skills that can be put forth to better serve the company and improve the processes that he is in charge of.Relational Trust AnalysisRelational trust in the case of Brodsky and Keller is non- existent. This is largely due to the lack of trust development at the beginning of their working relationship and breeches that were created and experienced by both parties throughout the course of their work together. Moving forward it will be important to address and repair trust to create a more productive working environment.From the beginning, trust was not established between the two men and this has led to many of the problems that they have been unable to resolve. They did not have a perception of similarity because they do not have the same values, personality, or social category outside of gender. They did not have the trust building actions that we would have expected such as self-disclosure, partially due to Brodsky being closed-off at work, or a demonstration of skill to one another.In addition to the lack of established trust, there have been breeches in the small amount of trust that was built. Keller believes that he is in a position of absolute authority over Brodsky, and this positional/legitimate authority should be enough for Brodsky to change and adapt his work style. In addition, Keller outlined many issues that made him unable to trust Brodsky in therole of commercial director outside of just his hands-off leadership style. These incidents included: his inability to effectively communicate and resolve the distributor’s lawsuit, his lack of planning when arranging the flight to the firm’s annual convention of top sellers by keeping the sales and marketing team separate from the key distributors, and the break of trust through insistence of formality with vendors that he had previously agreed to be informal with (5,6). However, Brodsky was put into the director position by the company leadership due to his expertise and does not believe that his expert authority is trumped by Keller’s title. He often sees Keller as breaking his trust when he “oversteps his authority” and interferes in the Commercial Department’s affairs. “He claimed that the head office should not interfere with the sales function so as to encourage greater autonomy and responsibility in the field” (4).
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- Fall '08
- Management, Brodsky, Dmitri Brodsky