Managerial-Leadership Case Study: Falling from Big Enough to Too Small in competence for the role
Mike Cardus
APRIL 29, 2013
The most frightening thing about having a manager that is “Too small” and creates under-performance and dis-engagement is the gradual reduction in level of competence of the subordinate team, which creates broad departmental under-performance and increased dis-engagement. Jackie had recently been hired as vice-president of engineering.
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