Introduction: The Tough Guy Case Study focuses on Chip Mazey, a newly appointed vice president at Hudson Smith Gordon. Although many of the employees who worked with Chip Mazey had problems with his attitude in the workplace, none were brave enough to confront him. The employees have faced many challenges as none of them have the power to change. Everyone considered it “a complicated business”. Employees were reluctant to report Mazey's behavior mainly because they thought he would deny the allegations or that reporting it to seniors would result in a tense situation in the workplace. As such, they all chose to endure his sharp, unprovoked and relentless lashes. Defining the Problem: Chip Mazey, man who worked with the organization, did wonders to the organization with his sheer intelligence and working style, known for showing productive results. Yet he had also earned the bad reputation of being ruthless and despicable by nature. Mazey although has been part of the organization for a long time, has developed poor interpersonal and managerial skills. He hardly appreciates his own work, has never given credit or appreciation for good work, and has also had disgusting behavior in selling other people's ideas as his own. His mantra to control and influence his subordinates was to put pressure on them and spread fear among them. Almost all employees have disconcerting experiences with VP. In fact, Mazey does not share all the details necessary to complete the task, creating panic in the minds of employees by showing meetings that were unplanned and used to assign tasks that were not necessary. He consistently adopted threatening, demanding, intimidating means, which clearly shows that he was dominant in nature and... middle of paper... ngo. Manuel Mendonca. Ethical dimensions of leadership. ISBM0-8039-5787-4. SAGE Publications, India.Lussier, R.N. and Achua, C.F., (2010). Leadership, theory, application and 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 leaves others speechless: The negative impact of leader power on team performance. Journal of the Academy of Management, 56(5), 1465-1486. doi:10.5465/amj.2011.0180Yemen, G., Clawson, J., & Bigelow, E. T. (2007). Tough guy. University of Virginia, Darden Business Publishing.