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Introduction: The Tough guy case study focuses on Chip Mazey, a newly appointed Vice President of the Hudson Smith Gordon. Though many of the employees that worked with Chip Mazey had a problem with his attitude around the workplace, none was bold enough to confront him. The employees faced many challenges as none of them has the power to change. They all considered it “tricky business”. The employees were hesitant to report Mazey’s attitude mainly because they thought he would deny the allegations or reporting it to the seniors would result in a tense situation within the workplace. As such, they all chose to bear with his sharp, unprovoked, and unrelenting lashings. Defining the Problem: Chip Mazey, man who has been with the organization, has done wonders to the organization with his sheer intelligence and working style, known to have shown productive results. Yet he also had bagged the ill reputation of being a ruthless and reprove in nature. Mazey though has been part of the organization for a longtime, developed poor interpersonal and managerial skills. Hardly appreciates of their work, never gave credit or appreciated for good work and also had disgusting behavior of selling other’s ideas as his. His mantra for controlling and influencing his subordinates was to put them under pressure and float fear among them. Almost every employee have a disconcerting experiences with VP. In fact Mazey doesn’t share all the details that are required to complete the task, created panic in the minds of the employees by showcasing the meetings which were not planned and used to assign the tasks which were no necessity. He constantly took means of threatening, demanding, intimidating which clearly shows that he was dominant in nature and... ... middle of paper ... ...ngo. Manuel Mendonca. Ethical Dimensions of Leadership. ISBM 0-8039-5787-4. SAGE Publications, India. Lussier, R.N., & Achua, C.F., (2010). Leadership, Theory, Application, & Skill Development. (4th ed). Mason, OH: South-Western Cengage Learning. Allen Nan, S. (2008). Conflict resolution in a network society. International Negotiation, 13(1), 111-131. doi:10.1163/138234008X297995 Brubaker, D., & Verdonk, T. (1999). Conflict transformation training in another culture: A case study from Angola. Mediation Quarterly, 16(3), 303-319. Tost, L., Gino, F., & Larrick, R.P (2013). When power makes others speechless: The negative Impact of Leader power on team performance. Academy Of Management Journal, 56(5), 1465-1486. doi:10.5465/amj.2011.0180 Yemen, G., Clawson, J., & Bigelow, E.T. (2007). Tough Guy. University of Virginia, Darden Business Publishing.