You have a hard working team of talented and positive employees. You tend to practice what chapter 9 calls people-centered management. You like to give your employees freedom to make decisions and that freedom motivates them since they are already driven to succeed. HOWEVER … your upper management is very old school and would prefer you to have employees practice very defined routines that often run counter to your leadership style. How might you navigate these tricky waters as a supervisor? (Other than reading chapter 9 for background, you won’t find this answer in the book. Have some fun with a substantive answer and respond to a fellow classmate.)
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