Bob as a Leader

From his thoughts , ‘he was interested in positioning the group well for the longer term with clients , vis-à-vis the intensifying competition, and asked if he was developing younger staff and the organization to handle the rapidly growing number of clients’. Even though the above statements seem to suggest Bob was a leader whose interest was providing direction and vision, this is not so because that already was CCGs strategy: much of their success was attributed to relationships built with clients. they believed that the best to meet clients needs was to tackle any client problems or opportunities with team effort and provide long term service. It prided itself on being able to put together a team of outstanding talents drawn from anywhere to meet clients needs. And so Bob was only thinking if he best suited the role of managing such talents.

To suggest bob was a manager will reguire as to identify managerial qualities such as planning, controlling, staffing and problem solving and effective communication which clearly were bobs flaws as outlined in his conversation with Jane

-they didn’t understand the long term competitive situation

-there were many misunderstandings and arguments within staff

-no feedback on how she was doing and her chances of becoming a partner

-chronic understaffing

BOB as A leader

bob had concerns with John burgess his partner who had been involved in the company for almost a decade . John knew the consulting issues related to their clients and did a good job in serving them. However he was not forthcoming with new ideas and was not productive in developing new client relationships nor did he go out of his way to provide guidance to the vice presidents/associates. These sentiments suggest bob possessed characteristics of leadership such as Mentoring ,Coaching ,Aligning and being innovative.