Greg knew that he was getting results at the large home health company that he founded and manages. Activity is a given when he is around. He sees people jump when he yells during his staff meetings. He is great at getting people back on track by interrupting conversations, identifying people’s mistakes, and telling subordinates which decisions to make.

Greg considers himself the quarterback of the company: He has the football and decides who will receive the pass. Greg also enjoys being the center of attention. He knows he is indispensable and he is constantly busy.

He starts meetings by stating his opinion of what should be done and receives almost unanimous agreement. However, his staff has grown from a few people to more than 200. Now he is spread thin trying to remain involved in most decisions, and his employees have stopped showing initiative and simply wait for his direction.

Case Questions

a. Using two theories from this chapter, describe six changes in Greg’s job description that would lead to better motivation for his employees.

b. What other changes would you make?