The time has now come for these breeches to be put in the past and for situational constraints to start dictating some of their relationship. When in a crisis, Brodsky can be counted on to turn out results; however, unless Keller wants to create a high stress competitive environment, he needs to start relaying his mutual need for Brodsky’s contributions or create an economic incentive. This economic incentive is largely tied to Keller’s authority over Keller and must be handled in their next meeting. Recommendations In order to re-establish trust with Brodsky, Keller needs to enact the following recommendations in his trust building conversation. He needs to start by taking responsibility formicromanaging and for not appreciating the experience and insights that Brodsky has/can/could
provide. He then needs to explain that his reaction was due to the high-pressure nature of their situation, and go on to further detail the tasks that need to be accomplished in order to successfully fulfill the company’s plan. At this point in the conversation he should start to get Brodsky’s input on how Brodsky thinks that he can best contribute, determine how the roles that he is unable to fulfill should be delegated, and how the roles that he is now solely responsible forwill be monitored and dealt with. After fleshing out these details, Keller should now be able to step back and allow Brodsky to work without being micromanaged and the two will have concrete documentation that will show if and how well the new workload is being handled by Brodsky.As the situation stands now, Keller is in a position where he has to decide how to apply his reward and coercive authority over Brodsky. As identified in the case, he has to decide if he isgoing to withhold the annual bonus that Brodsky is expecting as a punishment or give it to him as a reward for his past performance. Moving forward, this will be a critical decision and will largely dictate if and how the reparatory trust building between himself and Brodsky will happen.It is important to note that Keller has only rewarded Brodsky’s work when it involved him cooperating with others to accomplish goals “Brodsky’s efforts and cooperation with other departments during the preparation of the budget impressed him” (7). Going forward, Keller needs to readjust these rewards. To begin to repair the situation, Keller needs to make some immediate changes. Keller is currently leading Brodsky in a directive and pacesetting way and that leadership style is clearly not fitting the situation or the motivational preferences of Brodsky (based on the evidence previously stated). Instead, Keller should be using more of a visionary leadership style; visionaryleadership is useful in situations where someone’s motivational preference is a need for achievement. It’s also an effective leadership style when an organization has a market culture.
You've reached the end of your free preview.
Want to read all 6 pages?
- Fall '08
- Management, Brodsky, Dmitri Brodsky