De laVega's Difficulties and Request for an Audience with the CEO
De laVega did not request his positions in the organization. It was as if the tasks and responsibilities were not clearly explained to him during the interview. De la Vega should now write a letter to the CEO requesting an audience with him to discuss the significant difficulties impeding his ability to do his job. Communication is a key tool in leadership, and it is like it is not practiced well in this case. Bussard needs to run the firm with his ideas and ignoring even the people that were hired to help run the company. De la Vega should not fear to hold a meeting even with the Chairman of the Board. The longer he takes in the situation, the worse things will turn against him, and the firm will see him as an incompetent fellow that does not need to work for them.
De la Vega's Delay in Addressing Relationship Issues with Bussard
Also, De la Vega took so long to make change the relationship with his boss, Bussard. When he realized that Bussard was overstretching his hands to his roles and responsibilities to the extent that there could not be a clear distinction between their roles in the firm, that was the point he had to react and make his boss see that he is competent and needed space to carry out his duties(Clinton 2012). But instead, he waited for long until things are now becoming worse for him and even for the firm. His role cannot be clearly seen, and even employees are confused to who should they receive direction from.
Characterizing De la Vega's Style as a Follower and Tactics for Improvement
How would you characterize De la Vega's style as a follower? What tactics might help improve his relationship with Bussard? Explain.
De la Vega's style as a follower can be described as an alienated follower. This is the kind of people who thinks critically but are passive in action. They distance themselves from their leader and even team members. They hate confrontation and would rather avoid conflicts than making some correction to the system that requires active participation and contradictions of opinions of others.
In the case study, De la Vega is a critical thinker and a performer. He has been performing well in his previous job, and he has worked his way up against the rival Bi-Tech to secure a position in middle-level management and was so passionate about his job. This clearly shows that he was not only a critical thinker but also a performer. His alienated style of following a leader can be evident from the reaction where he admits that there is a problem, but he does not know how to confront his boss to discuss the same with him(Clinton 2012). He was aware that the time is right for clarity on his roles and responsibility, but he is hesitant to schedule a meeting with the CEO to discuss the same issue. In another instance, employees do not know who to take directions from as they cannot differentiate the roles of CEO and that of the COO, and De la Vega is not in a position to explain anything to them. It is like he has distanced himself from the team and the CEO.
To improve the relationship with his boss, Bussard, De la Vega needs to employ some tactics. First, he needs to have a meeting with the CEO and inform him how he feels about his job at the firm. He should then go ahead and ask for clarity concerning hi roles in the firm and even state some of his achievement as well as assure his boss of good performance through coordination of the teams, CEO, and COO. He should not criticize the boss on his face as such might bring conflicts and the current problem will not be solved.
Consequently, he can go ahead and carry out the roles that were spelled out in the job when he applied for it and did it better to the surprise of the CEO. Another way is to have a meeting with CEO every morning before the start of the work so that they can discuss on how the daily business will be unfolded. The CEO will see his commitment to the work and goals of the firm and thus listen to him more often(Clinton 2012). This will improve their relationship and hence the performance of them both and their team.
What De la Vega Should Have Done From the Beginning
If you were in De la Vega's position, what would you have done from the beginning? Be specific about your actions and timing
If I were De la Vega, everything would have started from the interview panel I would have asked questions on how the CEO works with those under him as well as his roles and how they would be different from mine. When the CEO was talking about his vision for the firm in the interview, I would have asked what he thinks of my vision as well.
Also when thinks looked like taking a different direction, for example when the employees could not differentiate my roles and that of Bussard, the CEO, I would have sought audience with the CEO and demand a clarity on how everything is being handled and the limits of his roles as compared to mine. This would have brought the better working relationship between him, the CEO and even teammates. If the CEO kept ignoring him and does not want to listen to his problem, as is the case in this extract, I would have written a protest letter and even resign. It is not a good idea to work under one that suppresses your talent and capability. Del la Vega will leave the organization a worse of the employee who would not even realize or see any of his achievement under Bussard. Therefore leaving when it is still early would have been the best option for him(Clinton 2012).
In conclusion, the case study can be said to represent a situation in an organization where the structure of the firm is not clear, CEO takes almost roles of his subordinates and does not give them the opportunity to work well according to their roles. The channel of communication is also poor as employees do not know who they should receive direction from. De la Vega ought to have resigned immediately such issues started rising and the failed attempt to solve them. It will save his reputation and even ensure that his talent and skills are put to a better use.
References
Clinton, J. R. (2012). The making of a leader: Recognizing the lessons and stages of leadership development. NavPress.
