Effective leadership and skilful management do not talk only of "telling people what to do" or increasing financial gains and raising pecuniary targets each year. More than anything else, these concepts thrive on vision, on the availability of trainings, on the practice of efficient employee relations, and heeding to the needs of the whole organisational culture.
Perhaps most importantly in this era of transition, leaders themselves must understand that their real legacy will not be the past performance of their financial services organisation, but its sustainable success. Helping leaders learn how to get results by being boundary-less thinkers, network builders, diplomats, and interpreters is a first step in meeting this challenge. Holding them accountable for getting results today and developing next-generation leaders for tomorrow is the quantum leap.
The intention of this research proposal is to analyse and evaluate the managerial effectiveness of 'the management', and the perception of leadership and culture within Pembroke Consulting (PC) and the impact on employees and the organisation. Furthermore, it will be argued that the human relations management concept that entails the participation and involvement of all hierarchical levels has not been operative within PC.
By examining the Company Background, it will be seen that both management and rank-and-file staff have difficulty coping with and adjusting to the series of transitions that have taken place in their organisation that contributed to its "stalemate" status ...