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Bosses who don’t listen

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dc.contributor.author Bellows, Scott
dc.date.accessioned 2018-05-23T07:45:03Z
dc.date.available 2018-05-23T07:45:03Z
dc.date.issued 2016-02-14
dc.identifier.uri http://erepo.usiu.ac.ke/11732/3850
dc.description A Newspaper article by Scott Bellows, an Assistant Professor in the Chandaria School of Business at USIU-Africa en_US
dc.description.abstract Mumuli enjoyed leading teams. She worked for a consulting firm for several years before landing her dream job in the technology sector. One of her favourite leadership activities entailed brainstorming sessions with the engineers and programmers. Mumuli treasured the interaction and the solidification of paths forward gained from the meetings. One Thursday morning, she decided to give her staff a satisfaction survey. Upon receiving her employees’ feedback and synthesising the results, much to Mumuli’s shock, the workers felt that she lacked inspirational leadership. Horrified, she sought out an organisational behaviourist to clarify her situation and leadership potential. Is it better for a leader to listen or be heard? Society and most corporations tend to reward the most talkative, overtly gregarious, and consistently outspoken employees. Boards of directors typically like to see a strong CEO taking charge, giving orders, imparting guidance, and holding staff to targets. The CEOs in turn tend to hire executives who hold similar personality preferences who then employ mid-level managers with similar traits. Tragically, the corporate aggressiveness-bias permeates most organisations including right here in Kenya. en_US
dc.subject Society en_US
dc.title Bosses who don’t listen en_US
dc.type Article en_US


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