The Effects of De-energizing Ties in Organizations and How to Manage Them
Parker, A, Gerbasi, AM and Porath, CL (2013) The Effects of De-energizing Ties in Organizations and How to Manage Them Organizational Dynamics, 42 (2). pp. 110-118.
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Ask people whom they have worked with and most will recount stories of those who have motivated them, those who have made them laugh, and those with whom they have shared good times. Dig a little deeper and stories might be told about those colleagues who have brought an individual close to tears or rage due to their anger and frustration. For example, Mike, an executive vice president at an entertainment company, told us about his experience handling several layoffs with a general manager. As this VP broke the difficult news to this GM’s loyal employee, the GM sat with his feet perched up on the conference table, working away on his computer. He didn’t bother to look up from his computer screen, much less thank his direct report, or express his sympathy. The VP recounted that he was particularly upset, as he had gone to great lengths to try to coach the GM on leadership skills, after sensing employees’ frustrations with him. The VP indicated that he left the room feeling particularly de-energized by the whole encounter. There were also longer lasting effects for the GM: a number of negative interactions similar to this one pushed the VP to let him go several months later.
|Divisions :||Faculty of Arts and Social Sciences > Surrey Business School|
|Date :||6 April 2013|
|Identification Number :||10.1016/j.orgdyn.2013.03.004|
|Copyright Disclaimer :||© 2013 Elsevier Ltd. All rights reserved|
|Depositing User :||Symplectic Elements|
|Date Deposited :||11 Aug 2016 14:27|
|Last Modified :||11 Aug 2016 14:28|
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