his command no matter how hard the war is. Great companies have employees that love their organization and are willing to go the extra mile to make the company a more profitable one. Leaders do not get respect when they abuse the powers they have. With the organization granting him power, he took it to bad use by implementing his narrow-minded decisions that only displayed his perspective of situations. The scene is even worse when his personality contains a temper with a short fuse, an ego stiffer than concrete, and a mouth that has a snap more ferocious than a crocodile. Also, I believe that his whole goal of improving the company came from the wrong starting point, which was solely the shareholders. He simply went out of the way to please his shareholders at the expense of treating his employees like child laborers in Burma. I believe the key to success always starts with happy employees who respect their leader. The factors of a bad leader, no team work, a bad personality, and the wrong purpose for improvement lead to a bad situation that had no ending of continuous problems since not many people had the power to control him, besides the board of directors which he had hand-picked himself. Dunlap’s firing turned way overdue mainly because many people had relationships with Dunlap that went way back in times. And even when he did get fired, many did not want to be the one announcing his departure. Dunlap’s firing was bound to happen sooner or later since nothing he had done profited the company. Feeling betrayed by Sunbeam and his board, one of his last quotes at a leadership lecture in Australia was “If you want a friend, buy a dog. I’ve got two” (Byrne 149). Even after all the chaos he caused, he is still so stubborn and caught up in his ego to realize what he had done wrong at Sunbeam. Admitting to one’s mistake is one of the first steps towards improvement and success. It is no...
