Devil Wears Prada Review
Devil Wears Prada Review
Jeff Kunkel
West Texas A&M
Miranda Priestly uses a task style of leadership. Task style “refers to the extent to which the manager initiates and organizes work activity and defines the way works is to be done.” (Powell, 2011) Miranda definitely is a leader that defines how the actions of her subordinates should be. She tells them what to do and expects them to handle the tasks regardless of their welfare.
Miranda Priestly is a transactional leader. “Transactional leaders who engage in active management by exception systematically monitor subordinate performance for mistakes, whereas those who engage in passive management by exception wait for subordinate difficulties to be brought to their attention before intervening.” (Powell, 2011) Miranda always seems to be waiting for her subordinates to make mistakes. She does not expect them to be able to cope with her demands. We see this when Miranda tasks Andy with the outlandish task of getting the editor’s copy of a book before it is released. Miranda then also demands her lunch in an unreasonable amount of time. Andy reacts and somehow completes the tasks, where we can see Miranda visibly shocked that she didn’t make any mistakes, and in fact over delivered. This is where we can seem Miranda manages by exception. We also can see that she uses passive management very often. She follows the same routine every morning, where we see that she comes in and throws her coat on Andy’s desk and then goes to her office. From her office, Miranda yells at her assistants for certain things, and still does not care about their welfare. Lastly, we see that Miranda has some hints of laissez-faire leadership style. “Laissez-faire leaders avoid taking responsibility for leadership altogether. Such leaders refrain from giving direction or making decisions and do not involve themselves in the development of followers.” (Powell, 2011) Miranda does not give direction to her employees. When
Jeff Kunkel
West Texas A&M
Miranda Priestly uses a task style of leadership. Task style “refers to the extent to which the manager initiates and organizes work activity and defines the way works is to be done.” (Powell, 2011) Miranda definitely is a leader that defines how the actions of her subordinates should be. She tells them what to do and expects them to handle the tasks regardless of their welfare.
Miranda Priestly is a transactional leader. “Transactional leaders who engage in active management by exception systematically monitor subordinate performance for mistakes, whereas those who engage in passive management by exception wait for subordinate difficulties to be brought to their attention before intervening.” (Powell, 2011) Miranda always seems to be waiting for her subordinates to make mistakes. She does not expect them to be able to cope with her demands. We see this when Miranda tasks Andy with the outlandish task of getting the editor’s copy of a book before it is released. Miranda then also demands her lunch in an unreasonable amount of time. Andy reacts and somehow completes the tasks, where we can see Miranda visibly shocked that she didn’t make any mistakes, and in fact over delivered. This is where we can seem Miranda manages by exception. We also can see that she uses passive management very often. She follows the same routine every morning, where we see that she comes in and throws her coat on Andy’s desk and then goes to her office. From her office, Miranda yells at her assistants for certain things, and still does not care about their welfare. Lastly, we see that Miranda has some hints of laissez-faire leadership style. “Laissez-faire leaders avoid taking responsibility for leadership altogether. Such leaders refrain from giving direction or making decisions and do not involve themselves in the development of followers.” (Powell, 2011) Miranda does not give direction to her employees. When
References: Powell, G. (2011). Leading People. In Women & Men in Management (4th ed., pp. 126-146). SAGE Publications. Zenger, J. (2013, February 1). How Poor Leaders Become Good Leaders. Retrieved December 8, 2014, from https://hbr.org/2013/02/how-poor-leaders-become-good-l