Introduction
Bob Knowlton received a leadership promotion to be the controller of Photon Unit in the organization. He viewed the position given to him as a miracle as he did not have enough confidence in his own skills as well as knowledge. In addition, Knowlton was not at ease with new and brilliant people introduced to his group and his reactions to such occasions negatively impacted his career and the entire working conditions of the company he worked for.
Motivation
Bob Knowlton should quit the job basically because his case reflects how several working styles of his type can unconstructively impact the workplace. His behaviors within the organization could to a larger extent contribute to poor working relationships as he was found not to be a welcoming leader.
In relation to the theory of Julian Rotter about the locus control decisions on whether an individual is to be reinforced within the organization or rather externally. The theory states that a person who takes the responsibility of controlling his or her own destiny is found to be internally motivated. Such an individual may not be able to resist the external forces compared to those who depend on external reinforcement; Knowlton’s personal situation of rivaling new people introduced to his area needed external motivation instead of internal reinforcement (Robbins & Judge, 2009).
However, with external support, Knowlton did not actually show some improvements, a situation that made his boss to consider Fester as the most brilliant person and put him in the same group. Since Knowlton had been used to internal motivation, he could not integrate the brilliant ideas of Fester that were very relevant for external reinforcement. This could to a greater extent solve his abrasiveness and poor attitudes towards other people for the entire working procedures in the lab. This clearly indicates that Knowlton took control of his own destiny and his motivational weaknesses could be transferred to any other job if allowed to continue with the work.
Leadership failure
Knowlton took sides with the frustrated colleagues instead of acting as a leader by putting the group together. Contrary to the expectations, he chose to take sides. He also failed to control the meetings despite him being the project head and the group master. With all the external motivation and support, Knowlton could not control the work environment that identified him as an individual who rejects conformity.
On the importance of sensitivity to people and the group changes as a leadership skill, Knowlton believed that Jerrold, whom he considered to be so superior, appreciated his work performance and that they were good friends.
When Festers, who appeared to be self-confident and brilliant, was introduced at the workplace, Jerrold congratulated and offered him a chance to participate in the undertaken projects. Knowlton got annoyed and felt that his position was under the threat. Clawson also stated that Knowlton greatly valued Festers, yet Festers later disrupted the team work (Robbins & Judge, 2009).
Knowlton thought of his leadership to be at stake since Jerrold, his superior, liked Fester so much an idea he openly showed to the team. Fester was very brilliant and solved some difficulties within the team and therefore, imagined that Fester was indirectly taking up the responsibility of leadership to control the team.
Failure to share his opinions and conflicts with fellow team members and Jerrold, Knowlton kept to his problem that negatively impacted the company. As a result of repeating the poor functioning manner of the lab as well as the team, a problem that made Fester confront and introduce his own research for the company. This consequently made Knowlton to loose self-esteem and the respect from his entire team members (Robbins & Judge, 2009).
In one of their meetings, Knowlton appreciated Fester for raising points on re-examining previous work operations. He accepted individual effort as way for making advanced development within the company. According to him, group meetings were basically for keeping the group members united and that they assisted very weak individuals within the group to suit those who are capable of advancing well and very fast.
When Fester was introduced to the company as very brilliant and with challenging styles of leadership, Knowlton failed to respond as a capable leader for the team could do to exercise his level of authority and take control of any upcoming problem that could interfere with the progress of the team members.
Poor personality
The personality of Knowlton is poor for the job. He failed to be proud of his on skills and the position he achieved to work hard for more promotions. Knowlton realized that he was not capable enough that he considered Fester to be the most suitable person to share with his opinions concerning photon projects. However, him being the team leader, he was expected to share his own ideas with the entire group members. His relationship with Festers did not even last for long as he was afraid of him to take up his leading position for the group.
The personality of Knowlton appeared to be developed in a manner that to him support and reassurance were greatly valued. Knowlton did not recognize the support given to his contributions and their endorsement when they were apparently recognized by his superior. He also lacked the interpersonal skills that could enable him to weigh his perceptions and due to his own failure to recognize the reinforcement for whatever he accomplished in his area of work, raised the sense of him feeling in secured (Robbins & Judge, 2009).
Knowlton could not comprehend the intentions of Festers which clearly indicated that he did not have adequate communication skills. He seemed not to show his actual thoughts and the emotional state, but the attitude he had towards other people revealed his true personality. He could not efficiently communicate with the rest of other members and with his own head.
Knowlton seemed to have managerial capabilities. However, the rewarding idea of his mind could not recognize them. These managerial abilities seemed to be the major competence but when he constantly felt insecure that was actually what he relied on at his place of work.
Conclusion
In summary, sensitivity to people and the group as a managerial skill changes the leadership styles. The personality of Knowlton seemed to be developed in a way that according to him support and reassurance were the basic needs for management of any team. Knowlton did not recognize the support given to his contributions and their approval when they were apparently recognized by his superior
Bibliography
Robbins, S. & Judge, T. (2009). Organizational Behavior, 13th edition. Pearson New York: Education