Susan’s engagement with law has taught her the basic morality that helped her in returning to the mainstream. Therefore, it is very natural that there will be a huge difference between the perspectives of the other employees and her. To Susan, Jack belongs to the same background as her and urges for a second chance to return to normal life. Just as Henry Clarkston believed her and assisted her to heal the past wounds, she also wanted to help Jack Reed in same way. Therefore, she does not give much importance to Jack’s culmination when an employee blamed him for theft. She was relieved finding Jack’s innocence. After the second case of theft, the real tension begins when other employees became sure about the thief and wanted Jack’s dismissal. Now, as an executive, she employed Jack because she had trust on him but she can neither oppose nor ignore the employees’ demands (Lord-Kambitsch, 2014). Beside this, the actual records about Jack have been disclosed to the workers. In this situation she is in a dicey position whether she should dismiss Jack or listen to her intuition.
The employees of an organisation try to work in a comfortable and secured ambience. At first they had no negative feeling about Jack Reed and made a friendly relationship without any knowledge about his past. Their concerns were aroused when they started suspecting Jack for theft. After they came across his past records they started to feel insecure. It is very natural that they are concerned about their own possessions as well as the security of the workplace environment. Therefore, they demanded Jack’s dismissal to the manager (Wood et al., 2016).
Susan Harrington is the distribution manager in Clarkston Industries and has been serving her post for almost twenty years. Due to her past experience she recognises the value of ethics, as well as labour. She empathises with Jack’s misfortune and provides needed help to Jack for correcting his life (Van Loon, 2016). Susan is an empathetic leader therefore, understands the employees’ feelings, motives and situation. Jack urgency moves her and leads her to put trust on a convict. On the other hand, the employees’ demand for security concerns Susan. She is not an autocrat therefore; she cannot act according to her instinct but rethinks before making any decision.
Jack had come in a conflict with law few months ago and now he wants a new start. He urges for second chance and wins the hearts of the executive as well as his co-workers. In spite of getting a very low job profile he accepts and tries to do his work attentively. He conceals his past records as that may create problem to start afresh. After few days he was accused of stealing but asserts his innocence to the manager. He is defensive when interrogated and convolutes his answers.
Susan fears to lose trust and questioned by the employees for her real intension but as an executive she cannot just judge and fire an employee because of other’s demand (Wray?Bliss, 2013). Jack might be a pilferer but none has seen him to steal. Therefore, without any clear evidence she cannot fire Jack only depending on rumours.
Lord-Kambitsch, E. (2014). Introduction to empathy: activation, definition, construct. Think Pieces: A Journal of the Arts, Humanities, and Social Sciences, 1(1), 1-8.
Van Loon, R. (2016). The secret of being a leader. Searching the essence.
Wood, J. M., Zeffane, R. M., Fromholtz, M., Wiesner, R., Morrison, R., Factor, A., ... & Osborn, R. N. (2016). Organisational behaviour: Core concepts and applications. John Wiley & Sons Australia, Ltd.
Wray?Bliss, E. (2013). A crisis of leadership: towards an anti?sovereign ethics of organisation. Business Ethics: A European Review, 22(1), 86-101.