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An engineer had been made the works manager of a firm, supplanting a retired employee who had been considered outstandingly successful.

The engineer had more than seven years of experience in the firm, was well trained, was considered a hard worker, was respected by his fellow engineers for his technical competence and was regarded as a `` comer ''.

However, he turned out to be a complete failure in his new position.

He seemed to antagonize everyone.

Turnover rates of personnel went up, production dropped, and morale was visibly reduced.

Despite the fact that he was regarded as an outstanding engineer, he seemed to be a very poor administrator, although no one quite knew what was wrong with him.

At the insistence of his own supervisor -- the president of the firm -- he enrolled in a course designed to develop leaders.