 Fragile Alliances, Building a Reputation: A Narrative Case StudyAryanne Oade
Chapter Chapter 9 in Building Influence in the Workplace, 2010, pp 175-196 from Palgrave Macmillan Abstract: Abstract An ambitious and technically adroit senior technology manager decides that he wants a new challenge. For the past ten years he has run a series of technology teams that design and install custom-made enhancements to the trading systems used by an investment bank. The technology manager uses a combination of the first, second, and fourth influencing styles. His approach to a project involves setting direction and being clear where the project is going; maintaining a steady focus on the quality and detail of the work; and keeping an eye out for opportunities to sell and market his team’s achievements to his trading clients. The technology manager’s somewhat pugnacious, delivery-oriented style works well in the robust and fast-paced banking culture, and his work is valued by his clients. His team members like working for him too. They appreciate his desire to develop them, be supportive of them, and remain loyal to them provided that, like him, they perform consistently well. Keywords: Team Member; Team Leader; Technology Manager; Business Service; Technology Team (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-27745-8_9 Ordering information: This item can be ordered from DOI: 10.1007/978-0-230-27745-8_9 Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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