Hbr Case Study – Challenge the Boss or Stand Down
CONTEXT AND PARTICIPATION
Frank Davis (Antagonist):
• Marke8ng Director (17 years experience)
• Tom’s new boss
• Recently promoted from Tom’s current post.
• Unhappy with Tom’s unexpected promo8ons
• He has a very aggressive growth goal for next year
Shannon McDonald:
• Division Vice President
• Promotes Tom’s without consul8ng Frank
• Previous rela8ons with Tom
THE ISSUES
• Tom disagreed with Frank (his new boss) on
the new marke8ng plan proposed for the
following year in the client’s mee8ng.
• Frank felt disrespected and decided to report
Tom to Shannon.
• Frank decided to micro manage Tom which
made Tom feels as if Frank is building a case
to get him fired.
THE KEY ISSUES
• Behavioral conflict supervisor/subordinate
• Failed to establish a good common ground
• LiSle understanding on each others role
and responsibili8es
• Lack of coopera8on & engagement
• Challenging authority
• Ethics/misused of power
DILEMMAS
• Frank was not pleased with Tom’s
performance during a well-aSended client’s
mee8ng
• Shannon was convinced by Frank for Tom’s
performance monitoring
• Tom has to choose whether to adjust to the
requirements of the new posi8on or make an
effort to challenge Frank
THE VIEWS
• Tom made a cri8cal mistake by challenging
Frank openly in public instead of privately.
• He should updated his situa8on to Shannon.
• It is crucial for individual who work in a team
to have mutual respect between each other.
• “The boss is always right” as Frank has no
inten8on to change his mindset
Affective Events Theory
Affective Events Theory:
Analysis on Tom’s
Affective Events Theory:
Analysis on Tom’s
• Tom is clearly having an emo8onal episodes by reac8ng
nega8vely in the strategy planning mee8ng
• This is due to the series of emo8onal events:
• Pressure on the current projects that he is working on
• Ambi8ous/stretch target given by Frank
• High expecta8on from all par8es
• Lack of experience/guidance which leads to him struggling to
manage all the above
• These sort of emo8onal fluctua8on will create varia8ons in his
job performance and sa8sfac8on
RECOMMENDATION
As