Jerry Maguire (1996)
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Jerry Maguire features a successful sports agent who recognizes his industryÆs values leave him unfulfilled personally. Jerry experiences an epiphany after an insightful experience with the son of one of the injured hockey players he represents. This moves him to a new vision and mission for his company, Sports Management Incorporated (SMI). Labeled, The Things We Think and Do Not Say: The Future of Our Business, the mission statement focuses on greater personal relationships over profits. Jerry gets fired for the effort at transforming the company, but opens his own agency that will become successful in seeing his vision to fruition. Along the way, he earns the admiration and loyalty of follower Dorothy Boyd because he inspired her and makes her belief in her work. JerryÆs traits and leadership style exhibited in the film are akin to those associated with transformational leadership. JerryÆs ability to motivate and inspire followers to implement his vision that empowers them to develop potentiality is the hallmark of transformational leadership. As Bass (1990) maintains, transformational leaders enable ôàfollowers [to] transcend their own immediate self-interests, increase their awareness of the larger issues, and shift the goals away from personal safety and security toward achievement and self-actualizationö (652). JerryÆs leadership style is marked by emotional intelligence in comparison to the other agents at his firm, like Bob Sugar, a backs
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ideas and purposesàthey have a fine power to organize a hob and carry it through with or without helpö (183). We see that JerryÆs extroversion also makes him overlap types. The ENTJ personality ômay sometimes be more positive and confident than their experience in an area warrantsö (Hughes et al. 2002, 183). We see this is true when Jerry believes that his corporate culture will support his new mission and vision for the company. It is also true when it comes to JerryÆs intimate relationships with others.
Beverly Kaye maintains that ôPeople donÆt leave companies, they leave bad bossesö (Hughes et al. 2002, 245). This is why Jerry leaves his company. Though he is fired, he recognizes that his lack of satisfaction with his job and ôposition in lifeö stems from the materialistic and impersonal nature of the corporate culture fashioned by SMIÆs leaders (Crowe 1996). JerryÆs leadership and style also inspire others by increasing job satisfaction. As Hughes (et al. 2002) explains, ôJob satisfaction is not how hard one works or how well one works, but rather how much one likes a specific kind of job or work activityö (244). Before he sets up his own agency, neither Jerry nor Dorothy experience a high degree of job satisfactio
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Some common words found in the essay are:
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Approximate Word count = 1942
Approximate Pages = 8 (250 words per page)
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