Pythony Johnson Case

Johnny is an entry-level employee who is working hard to gain the knowledge and confidence to perform his assigned duties and gain the respect of his leaders. With time, Johnny becomes a dependable and loyal member of the team and is offered a management position. Now Johnny, is referred to as Mr. Smith and he is given the responsibility of five subordinates who just last week were his peers and friends. Mr. Smith is full of ideas on how he will improve production and make his section the best in the organization.
Problem Statement A newly promoted manager is making the transition from a follower to a leader of people he recently called friends and peers. The new section leader is finding his subordinates are not taking him
Leaders must also receive the same level of mentoring and training to help “teach skills that are necessary for employees to become effective leaders” (Bob Stretch, Southwestern College, 2009, p. 21). Training objectives and techniques that focus on building efficient workforce practices will come to realize people are not equality apply lessons learned. An effective training program from reception integration to senior management is a program built on adapting to personalities and organizational
Employees must know, and trust leaders will do what is right ethically and morally as leaders must have the same trust in their employees. According to "ADP1: The Army" (2012), “Trust is assured reliance on the character, ability, strength, or truth of someone or something.” (A Profession Built on Trust). A leader who demands to be trusted doesn’t understand trust is earned by actions and deeds. When trust is lost between leaders and subordinates the section or organization will suffer from inefficiency and leader effectiveness. The following verse in the Bible refers to weakened trust scenario. “What they trust in is fragile; what they rely on is a spider’s web” (NIV Bible, 2011, Job