Thomas Green: Power, Office Politics, and a Career in Crisis





Thomas Green: Power, Office Politics, and a Career in Crisis

Identification of Key Problem

The central issue at stake in this particular case involves the lack of respect for leadership by Thomas Green towards his boss, Frank Davis. This is illustrated when Green takes an issue with his boss regardless of the significance of following the set chain of authority. Accordingly, Tom challenges the authority of Frank publicly. Even though he may be convinced that organizational hierarchy is inconsequential, he is mistaken considerably. Undeniably, Green ignored the fact that he was not the primary selected person for the Senior Marketing Specialist position by his boss (Sasser and Beckham 3). Based on this form of negligence, Green fails to take note of the importance of the preliminary strike positioned against him. Because of this, he does not prioritize earning the trust of Frank in the right way by refusing to provide a significant report promptly. In addition to this, Green fails to keep Frank informed concerning his duties and responsibilities in general.

Identification of Causes

Indeed, Thomas Green experienced a collective of issues that were avoidable. Regardless of this, the protagonist continued assaulting the valuable relationship that he had with Frank. Foremost, Green was not willing to engage in the concept of followership. Accordingly, for any organization to attain success, there should be individuals that are willing enough to follow as well as those that are willing enough to lead (Daft 196). In this context, Green was not ready to assume the position of a follower. He was well aware of Frank’s disinclination towards him. Therefore, the strike against him by his boss did not take well with him. Consequently, Green did not apply effective followership. Generally, effective followers establish a similar behavior towards every individual irrespective of their position within the firm (Daft 200). In addition, they possess the initiative to assert positive change. In this respect, Green is not an effective follower since he only focuses on serving his best interests rather than those of Davis and the organization.

Identification and Evaluation of Alternative Solutions

Irrespective of the mistakes that Green has committed, it is still possible to apply certain resolutions. Foremost, Green may start by delivering an apology to his boss for challenging him in public. This mainly involves building a relationship with the leader. As an imperative aspect of managing up, the effective follower establishes a good relationship with the leader in order to assist him or her in catering to the needs of other subordinates and the respective organization (Daft 201). Hence, for Green, establishing close social bonds with Davis will create a platform for a positive working relationship with him as well as an opportunity to rekindle his significance to the organization. In addition to this, Tom should engage in the process of managing up by establishing a reconnection with Shannon in an approach that is callously contemplated. He should apologize by restating his reasons for leaving her out of his efforts and his opposition towards the company’s boss.

Recommendation and Justification

In recommendation, the best alternative would be to manage up. Specifically, the act of managing up will involve Frank establishing a positive relationship with his boss, Frank Davis. Since his opposition to hierarchy is most apparent to the entire organization, an apology to Davis and efforts to assert close social bonds with his boss will steer other employees towards a culture of positive followership. Even though this resolution may not save him from a possible strike as well as lack of support from Davis, it will at least give him an opportunity to neglect his interests and serve those of the company.            

Works Cited

Daft, Richard L. The Leadership Experience. Stamford: Cengage Learning, 2015. Print.

Sasser, W. Earl, Jr., and Heather Beckham. “Thomas Green: Power, Office Politics, and a Career in Crisis.” Harvard Business Review. 1-11, 2008. Print.

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