The document provides an overview of the leadership styles of Alan Lafley and Steve Jobs in transforming Procter & Gamble and Apple respectively. It discusses their personality traits like passion and vision. It describes how they used transformational leadership to communicate their visions, motivate change and innovation. It also examines how they motivated employees through empowerment, recognition and high standards, and fostered teamwork through consensus decision making and challenging goals.
How to structure the leadership of large corporations â and specifically whether to split or combine the roles of Chairman and CEO â remains an active and often controversial question.
In order to cast new and up-to-date light on the question of whether and when to change the Chairman-CEO structure, we studied the experience of the Fortune 100 over the last decade and more. In this report we share our observations, conclusions, and recommendations regarding leadership structure, including the increasingly important role of independent Lead Director whenever the Chairman and CEO roles are combined.
Today, no one is safe from forces and pressures, which are exerted on it, because of a significant number of
the requirements in particular as regards competitiveness,the need for change, or the crises and the
deregulations. In front of the economic and social turbulences which we know, the creation of new
company appears as a cause of general interest. This research papers focuses on the problem of the
entrepreneurship, and more particularly on the stake which this domain represents in our society, by
treating the entrepreneurial teams as an opportunity for success the entrepreneurial project. To face this,
entrepreneur must reconsider their behaviors and their practices to renew themselves, to open out and
reinforce their position in the market. Some of these practices form what one calls the entrepreneurial
orientation. For this reason, we will devote this paper for better encircling and apprehending the concept of
entrepreneurial team. We focused on review literature through a survey of a sample of entrepreneurs from
Tunisia.
Nowadays, HRM has become an important function in the company and a strategic dimension which led many companies to include in their plans and policies. This importance has gone crescendo since the pressure of external environment is hardly strange to the outbreak of HRM and its conspicuous metamorphosis. Hence, more and more companies are implementing HR practices that can boost their organizational performance. Nevertheless, the link between HR practices and performance is not fully explained due to apparently little empirical research. The concern of the current pape r is to highlight this relationship through seeking to select HR practices that promote performance based on the adopted business strategy. The objective of this research is to explain how the application of HRM practices can increase organizational performance. To answer our research question, we chose the case study of a Tunisian company that has employed over 600 people specialized in metal construction and boilermaking. Methedologically, to understand the company's practices and its business strategy, we conducted two interviews that concerned the HR manager of the company and the head of operations. The interviews that we conducted revealed that the company recorded a substantial difficulty in aligning HRM practices with business strategy and organizational objectives and it invests very little in the development of skills although it offers a product respecting the highest quality standards. The last deficiency shows that there is lack of strategic planning and lack of shared organizational vision that cause constraints to the identification of objectives and management practices to be implemented.
How to structure the leadership of large corporations â and specifically whether to split or combine the roles of Chairman and CEO â remains an active and often controversial question.
In order to cast new and up-to-date light on the question of whether and when to change the Chairman-CEO structure, we studied the experience of the Fortune 100 over the last decade and more. In this report we share our observations, conclusions, and recommendations regarding leadership structure, including the increasingly important role of independent Lead Director whenever the Chairman and CEO roles are combined.
Today, no one is safe from forces and pressures, which are exerted on it, because of a significant number of
the requirements in particular as regards competitiveness,the need for change, or the crises and the
deregulations. In front of the economic and social turbulences which we know, the creation of new
company appears as a cause of general interest. This research papers focuses on the problem of the
entrepreneurship, and more particularly on the stake which this domain represents in our society, by
treating the entrepreneurial teams as an opportunity for success the entrepreneurial project. To face this,
entrepreneur must reconsider their behaviors and their practices to renew themselves, to open out and
reinforce their position in the market. Some of these practices form what one calls the entrepreneurial
orientation. For this reason, we will devote this paper for better encircling and apprehending the concept of
entrepreneurial team. We focused on review literature through a survey of a sample of entrepreneurs from
Tunisia.
Nowadays, HRM has become an important function in the company and a strategic dimension which led many companies to include in their plans and policies. This importance has gone crescendo since the pressure of external environment is hardly strange to the outbreak of HRM and its conspicuous metamorphosis. Hence, more and more companies are implementing HR practices that can boost their organizational performance. Nevertheless, the link between HR practices and performance is not fully explained due to apparently little empirical research. The concern of the current pape r is to highlight this relationship through seeking to select HR practices that promote performance based on the adopted business strategy. The objective of this research is to explain how the application of HRM practices can increase organizational performance. To answer our research question, we chose the case study of a Tunisian company that has employed over 600 people specialized in metal construction and boilermaking. Methedologically, to understand the company's practices and its business strategy, we conducted two interviews that concerned the HR manager of the company and the head of operations. The interviews that we conducted revealed that the company recorded a substantial difficulty in aligning HRM practices with business strategy and organizational objectives and it invests very little in the development of skills although it offers a product respecting the highest quality standards. The last deficiency shows that there is lack of strategic planning and lack of shared organizational vision that cause constraints to the identification of objectives and management practices to be implemented.
THE IMPACT OF ENTREPRENEURIAL ORIENTATION ON STRATEGIC ALLIANCESâ FORMATION A...Mauro de Oliveira
Â
Although entrepreneurship and alliances research fields provide valuable information on exploitation and knowledge
basis, the studies relating Entrepreneurial Orientation (EO) to Strategic Alliances (SA) formation remains limited. To the best of our knowledge, only five studies (Marino et al., 2002; Teng, 2005; Franco & Haase, 2013; Brouthers et al, 2014; Shu et al., 2014) related entrepreneurship to SA. However, these studies did not consider Lumpkin and Dessâ (1996) EO perspectives as a multiple construction, and these studies failed to consider how these two factors [EO and Top Management Team (TMT)] interact and influence SA. Overall, our belief is that large corporations and small and mediumsized
enterprises (SME) that effectively integrate EO to SA are well
positioned to continuously create wealth.
The present study aimed to examine the effect of the entrepreneurial orientation (EO) on organizational performance (OP). This study was motivated by the mixed findings in literature regarding the relationships between EO and organizational performance. Owing to the mixed results, a novel stream of research was created and this motivated further examining of the impact of other variables that may shed a light on the nature of the relationship. Several theories have been proposed in literature posit the direct relationships among strategies, resources and capabilities as antecedents of success. In this study, copies of questionnaires were distributed to 300 Libyan banks branches, where 200 copies of questionnaires were returned and analyzed. The proposed hypothesis was tested through PLS-SEM and the study results showed that EO positively predicted organizational performance.
IN THIS SUMMARY
CEOs face a life that not many people have the opportunity to experience. Not only are they in a position to effect great change, but as leaders of companies, they also have an incredible amount of responsibility and accountability on their shoulders. Adapting to change and navigating a company through both success and failure can be hugely challenging, yet there are CEOs who seem to do it with ease and confidence. What are their secrets? In The New Secrets of CEOs, authors Steve Tappin and Andrew Cave explore this very question and delve into the mindset of a CEO. After conducting hundreds of interviews with CEOs, Tappin and Cave present a broad spectrum of executive insights, thoughts on what drives them, and how they operate.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/new-secrets-ceos
THE IMPACT OF ENTREPRENEURIAL ORIENTATION ON STRATEGIC ALLIANCESâ FORMATION A...Mauro de Oliveira
Â
Although entrepreneurship and alliances research fields provide valuable information on exploitation and knowledge
basis, the studies relating Entrepreneurial Orientation (EO) to Strategic Alliances (SA) formation remains limited. To the best of our knowledge, only five studies (Marino et al., 2002; Teng, 2005; Franco & Haase, 2013; Brouthers et al, 2014; Shu et al., 2014) related entrepreneurship to SA. However, these studies did not consider Lumpkin and Dessâ (1996) EO perspectives as a multiple construction, and these studies failed to consider how these two factors [EO and Top Management Team (TMT)] interact and influence SA. Overall, our belief is that large corporations and small and mediumsized
enterprises (SME) that effectively integrate EO to SA are well
positioned to continuously create wealth.
The present study aimed to examine the effect of the entrepreneurial orientation (EO) on organizational performance (OP). This study was motivated by the mixed findings in literature regarding the relationships between EO and organizational performance. Owing to the mixed results, a novel stream of research was created and this motivated further examining of the impact of other variables that may shed a light on the nature of the relationship. Several theories have been proposed in literature posit the direct relationships among strategies, resources and capabilities as antecedents of success. In this study, copies of questionnaires were distributed to 300 Libyan banks branches, where 200 copies of questionnaires were returned and analyzed. The proposed hypothesis was tested through PLS-SEM and the study results showed that EO positively predicted organizational performance.
IN THIS SUMMARY
CEOs face a life that not many people have the opportunity to experience. Not only are they in a position to effect great change, but as leaders of companies, they also have an incredible amount of responsibility and accountability on their shoulders. Adapting to change and navigating a company through both success and failure can be hugely challenging, yet there are CEOs who seem to do it with ease and confidence. What are their secrets? In The New Secrets of CEOs, authors Steve Tappin and Andrew Cave explore this very question and delve into the mindset of a CEO. After conducting hundreds of interviews with CEOs, Tappin and Cave present a broad spectrum of executive insights, thoughts on what drives them, and how they operate.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/new-secrets-ceos
I need you to answer 3 discussion post questions from my peers and s.pdfallurafashions98
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I need you to answer 3 discussion post questions from my peers and state whether you agree or
disagree:
1.
I have chosen to complete the Fortune 500 CEO comparison using Apple, as from what I have
read, has had two of the most contrasting leadership styles in the last 20 years that we were all
witness to. Steve Jobs and Tim Cook contributed significantly to the company's success and
continued success.
Leadership Traits Tim Cook Steve Jobs
Teamwork High Low
Control of Employees Low High
Visionary Moderate High
Attention to Detail High High
Customer/Shareholder Service High Moderate/Low
Tim Cook encourages collaboration, teamwork, and a democratic work environment. The change
in team environment team success was a push by Tim Cook. He included himself in team
decisions and could be questioned or challenged. The Tim Cook era took the customers requests
and input, and customer service was placed higher on the list than in previous times, which
helped Apple remain with the market share. The highlight of showing that Tim Cook cares for
the customer and shareholders is that he can apologize when the company fails and
acknowledges shortcomings.
Steve Jobs was known as an authoritarian leader and dreamer. He was part of Apple in the
beginning, was pushed out and came back in the late 90s and is viewed as the one who made
Apple what it is today. Steve Jobs was also known for his extreme attention to detail,
micromanaging, and aggressive tactics with employees. These traits sound negative, but without
Steve Jobs, there would be no Apple, and without Apple and some of its widely used products,
we would not have many of the products/competition we have from other companies.
Both CEOs have been highly successful in their time as CEO of Apple. Steve Jobs gave us the
iPod, iPhone, and iPad, utilizing visionary ideas and deciding that they were possible and Apple
would be the one to do it. Tim Cook pulled together the different groups and teams within Apple
to create further progression and customer satisfaction. Jobs was tasked with building this
company that needed to be fixed and revived, and Cook was charged with maintaining and
growing the base.
2.
I have chosen Jeff Bezos and, former CEO and Andy Jassy, current CEO of Amazon for my
comparison. These two men are very similar in many ways but when it comes to understanding
and appreciating a balance of work and personal life Jassy has Bezos beat.
With Bezos being the founder, Amazon is his creation and his baby and he cannot see that
anything else including a home life is more important. This characteristic does not make for
happy employees. Jassy has been an inside employee at Amazon for a long time and appreciates
that employees need a life outside of work (Jeff Bezoss successor, n.d.). As we have leaned
throughout this course, happy employees are more productive, efficient, and loyal.
These two men share many traits such as competitiveness, detail oriented, determination, and
empowerment. Jassy has a s.
The Change AnalysisAccording to Tock (2012), a successful CEO.docxmehek4
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The Change Analysis
According to Tock (2012), a successful CEO possesses 5 traits such as passionate curiosity, team smarts, fearlessness, simple mindset, and battle hardened confidence. However, not all CEOs possess these traits. Thus, a strong sense of leadership is vital when there comes a time when an organization needs a change to maintain or become successful. Two companies that currently acquired new CEOs are Yahoo and Apple. Both companies have been gone through changes within the organization with the new CEOs.
Yahoo organization has increased its revenue in stocks, acquisitions, and business launches under the current CEOâs, Marissa Mayer, leadership success (Mangalindan, 2013). One of the biggest changes that Mayer implemented was ending the work from home program. The change brought about scrutiny not only from the employees of Yahoo but other companies as well (Koster, 2013). However, despite the scrutiny and negativity around the change, the CEO stood her ground and instead implemented new changes to positively influence collaboration and productivity in the workplace. For instance, Mayer ensured that she communicated to all employees via web as well. Also, in order for Mayer to create the change, she hosted social happy hours which allowed employees to bond with one another and also allowed free meals in the cafeteria to all staff members (Koster, 2013). She transformed the culture of the company to collaborate together to become a successful organization again.
In addition, Apple has gone through changes as well with the current CEO Tim Cook. Under Tim Cook, the executive leadership has expanded with promotions and extra responsibilities for these members (Guglielmo, 2012). With the recent launch of a faulty Maps application for the Iphone, there were heavy negative press and scrutiny about the organization. Cook addressed the problem by removing Scott Forstall, who was responsible for the software to become an interim advisor instead. Instead, he appointed several executives to higher positions and gave them higher compensation. The change was to retain the executives and reward the employees for their years of service to the company (Guglielmo, 2012).
The similar changes that the companies have gone through are the change of CEOs. Apple had to change CEO due to the medical ailment of the former CEO, Steve Jobs. However, it was already a successful and growing company that is continually increasing its revenue. Tim Cook, the current CEO has made changes to increase executive leadership in order to retain their service to the organization. As a result, the companyâs low turnover rate in the company continues to be low as with Steve Jobâs leadership role (Guglielmo, 2012). Cook also wants to change the image of Apple to become more a philanthropist organization. Cook wants to continue to expand the organization, however give back more to charities and the communities (Internation Business). As for Yahoo, the recent chang ...
For the world to be a preferred global village, countries in different continents need to get closer to
each other not only through the demolition and removal of borderline barriers that separate them, but through
international trade and integrated economy. The countryâs prosperity is a consequence of the ability by state
owned as well as private companies to perform efficiently and competitively. It is critical therefore that for these
companies to perform and operate competitively, their visions and missions require visionary leaders who have
appropriate foresight, so as to steer the business boat to the right direction. State owned organization in particular
can attain their visions if their leaders are knowledgeable of business proficiencies. It should be realized that
leaders are not only born to lead but that outstanding leaders are also made. Proper, relevant and adequate
leadership development programs are keys to focused business intent. A company that retracts from developing
its leaders is not only bound to be a laggard but is doomed to an ultimate downfall. Indeed, a country should
identify the problem area so as to decisively and proactively deal with the operational challenges. For the
challenges that hamper leadership development to be overcome, it is critical to lay down the background of the
problem area, so as to have focused solutions.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Running head STRATEGIC CHANGE GLOBAL CREATIVE ORGANIZATION 1S.docxtoltonkendal
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Running head: STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 1
STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 6
Daniel Ortiz
Strategic Change: Global Creative Organization
LDR 531
Farooq Khan
University of Phoenix
March 8, 2017
Strategic Change: Global Creative Organization
The leaders in most global organizations have to deal with growing complexities in the industry and the market, uncertainties, workplace diversity, and highly volatile markets. The changes taking place in the market may affect the performance of their businesses as well as their competitiveness in the global market. As the business conditions continue to change rapidly, the leaders should be in a position to adjust accordingly and match this pace as a way of maintaining the performance of the organizations. As a global and creative organization, a firm should be able to nurture and develop such creative leaders who are capable of navigating the complexity of the market and maintain the firm's competitive advantage. As such, a leader of a creative organization should be in a position to establish the right direction, pace, and a meaningful work environment that supports the growth of individuals and the entire organization (Anderson et al, 2015). The leader should be able to facilitate the engagement of all the stakeholders and ensure that they assume responsibility in as much as they are held accountable for the performance of the firm. Also, one should lead effectively through maintenance of relationships, systems, and processes that facilitate the execution, focus, attainment, and maintenance of the desired results. This essay explores Apple Inc., as a creative organization that has been able to attain considerable success in the global market through effective and creative leadership strategies.
Apple Inc. has grown to become a global leader in the technology industry. Apple has successfully operated in the market through the application of creative and innovative strategies, which has enabled them to counter competitive pressures and attract customers from across the world. As a successful business organization, it is important to understand the value of creative leadership as well as innovation as a way to the attainment of greater competitiveness in the market. Apple Inc. is an appropriate example of the impact of effective leadership that is based on creativity and innovation can transform the future of an organization (Anderson et al, 2015).
Over the years, creativity and enabled the company to develop and improve the quality of their products continuously, thus being able to serve the rapidly evolving needs of their global customers. Through effective creative leadership, by individuals such as Steve Jobs, Apple has been able to move to higher levels of performance and maintain this competitive advantage in the market by innovating and renovating their products to suit the market dynamics. Creative leadership is able to focus on the enhancement of cha ...
Case StudyWhat escapes many businesses when they merge is a concer.docxmichelljubborjudd
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Case Study
What escapes many businesses when they merge is a concern for the changes in culture. As mergers progress a significant amount of research is done on financials, markets, sales operations, etc. Far less attention is paid to integration of employee/employer relationships after the details of the merger are complete (Featherly, 2006). Kevin Wilde, Chief Learning Officer at General Mills, compares culture to the water in a fish bowl. The water surrounds and sustains, but the fish remain unaware of it's exact properties. When two fishbowls merge, the resulting change is atmosphere is subtle, but still a shock to the system (Featherly, 2006).
One concern newly-merged companies have is the integration of the sales forces. When General Mills and Pillsbury merged in late October of 2001, the combined sales of the new company was estimated at $13 billion and it become the 5th largest food company, doubling it's annual sales (General Mills-Pillsbury gets the ok, 2001). This larger, more complex system took on 40 new countries and major markets (Whitney, 2004). The goal of the Chief Learning Officer on behalf of the organization was to get everyone working toward the same goals.
It's critical to engage the sales team immediately. Without revenue, the company will falter immediately. After some initial training, Wilde thought the two sales teams were working in tandem. It was quite a shock for him to find out that in a climate survey the original Pillsbury team gave very low scores to the question asking if they understood their jobs, their goals, and how to get things done (Whitney, 2004). This was clearly cause for concern.
Case Study Questions
After reading the case study consider the following questions.
What issues of integrating employees arise in a merger the size of that undertaken by General Mills and Pillsbury?
What do you think underlies the low scores of understanding jobs, goals, and getting things done from Pillsbury's original salesforce?
What should Kevin Wilde, the CLO, do to bring the two salesforces together? Be specific and consider the whole OD process.
What other kinds of training should the new company offer to ensure the workforce is ready for a new future together?
...
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
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Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
Replies-------------------------------------------------------------------------------------
1ST)
Organizations and their internal functions are incredibly dependent on the culture which they framed to align their business activities. Learning in organizations redefines the intentions and business processes of organizations. Therefore, religion is one of the strong determinants or evidence to estimate whether business activities are running on a safe platform or not. But culture will not be the same at all because culture will get influenced by the ideologies, values, beliefs, strategies, and other business aspects. In which leaders tend to run their organizations to reach markets effectively, improve their sales, and achieve core objectives. However, there are four kinds of organizational culture in which each has its significance.
Clan culture
Clan culture is a kind of nature in which organizations that have adopted that culture will tend to nourish and improve the abilities of employees and individuals. It strongly reflects that such organizations believe in the development of organizations through personal interests and efforts. The primary domain of this culture is "accomplishing things together and combined efforts".
Adhocracy culture
Organizations relied on such kinds of cultural values that are likely to take up risks and explore things to create innovations to reach markets with the first of its kind products. The main motive is to " design and implement things first".
Market culture
Most organizations have adopted a market-oriented culture in which organizations trade their outcomes to people who are in need. The ultimate motive of this culture is to get the assigned job done" (Burcu Guneri Cangarli, 2012).
Hierarchy culture
Companies which are having a hierarchical structure of culture are very likely to control business operations with contained and focused strategies. The more if such cultured organizations are to "do things rightfully".
The common assumptions regarding culture are to be right to their rules and the company's regulations, whereas more deep-seated cultural assumptions are associated with the core business objectives. It can be explained that achieving business objectives by attaining customer satisfaction is one of the exams to reflect that (Gabriel, 2015).
References
Burcu Guneri Cangarli. (2012). Multidimensionality of organizational culture and its relationship with bureaucratic, market, clan and output control in MNCS. African journal of business management, 6(6). https://doi.org/10.5897/ajbm11.615
Gabriel, K. (2015). Organizational Development, Organizational Culture and Organizational Change. SSRN Electronic Journal.https://doi.org/10.2139/ssrn.2686104
2nd one :
Organizational issues are the most common obstacles that often stifle organizations to perform their activities smoothly. Leaders are accountable to eradicate these problems and facilitate employees to continue their work and efforts. But a comm.
Crackingthe CodeofUntil now, change in business has beCruzIbarra161
Â
Cracking
the Code
of
Until now, change in business has been
an either-or proposition: either quickly
create economic value for shareholders
or patiently develop an open, trusting
corporate culture long term. But new
research indicates that combining these
"hard"and "soft"approaches can radically
transform the way businesses change.
T \ HE NEW ECONOMY has ushered in great businessopportunities -and great turmoil. Not since the IndustrialRevolution have the stakes of dealing with change heen so
high. Most traditional organizations have accepted, in theory
at least, that they must either change or die. And even Internet
companies such as eBay, Amazon.com, and America Online
recognize that they need to manage the changes associated
with rapid entrepreneurial growth. Despite some individual
successes, however, change remains difficult to pull off, and
few companies manage the process as well as they would like.
Most of their initiatives-installing new technology, downsiz-
ing, restructuring, or trying to change corporate culture-have
had low success rates. The hrutal fact is that about 70% of all
change initiatives fail.
In our experience, the reason for most of those failures is
that in their rush to change their organizations, managers
end up immersing themselves in an alphabet soup of initia-
tives. They lose focus and become mesmerized by all the advice
available in print and on-line about why companies should
change, what they should try to accomplish, and how they
should do it. This proliferation of recommendations often
leads to muddle when change is attempted. The result is that
most change efforts exert a heavy toll, both human and eco-
nomic. To improve the odds of success, and to reduce the hu-
man carnage, it is imperative that executives understand the
nature and process of corporate change much hetter. But even
that is not enough. Leaders need to crack the code of change.
by Michael Beer
and NitÂąi Nohria
HARVARD BUSINESS REVIEW May-func 2000 133
Cracking the Code of Change
For more than 40 years now, we've been studying
the nature of corporate change. And although every
busincss's change initiative is unique, our research
suggests there are two archetypes, or theories, of
change. These archetypes are based on very differ-
ent and often unconscious assumptions by senior
executives- and the consultants and academics
who advise them- about why and how changes
should be made. Theory E is change based on eco-
nomic value. Theory O is change based on organi-
zational capability. Both are valid models; each
theory of change achieves some of management's
goals, either explicitly or implicitly. But each the-
ory also has its costs -often unexpected ones.
Theory E change strategies are the ones that
make all the headlines. In this "hard" approach
to change, shareholder value is the only legiti-
mate measure of corporate success. Change usually
involves heavy use of economic in-
centives, drastic layoffs, downsizing,
and restru ...
1. BUSM3195 - LEADERSHIP AND MANAGEMENT
INTRODUCTION
Procter and Gamble Co. (P&G) is an American multinational corporation (MNC) where
its business focuses on fast-moving consumer goods. Durk Jager, the former chief
executive officer (CEO) of P&G, reorganised the company to meet the growing demand
of globalisation. However, his drastic plans proved futile as thousands of followers were
confused and demoralised by his move. As a result, P&Gâs stock went into tailspin after
reducing two earning projections (Tichy & Bennis 2007). Therefore, in 2000, Jager was
eventually replaced by Alan George Lafley, who later transformed the company to its
current state. In 2007, P&G was ranked as the 8th largest corporation in the world by
market capitalisation, the 14th largest company by profit in the States and also the top ten
in Fortuneâs most admired companies list.
Apple Inc. (Apple), a relatively younger organisation, is also an American MNC.
However, it deals with consumer electronics and software product instead. Apple was in
a dire state before Steven Paul Jobs, aka Steve Jobs, took the post of CEO. Under his
charge, several popular products were created and some of them include the Macintosh
computers, iPod, iPhone and Macbook etc. In 2008, Apple has achieved worldwide
annual sales of US$32.48 billion in its fiscal year ending September 2008 and Fortune
magazine had also named Apple as the most admired company in the States.
The successful revival of these two companies can be attributed to the effective
leadership of their CEOs, Alan George Lafley and Steve Jobs. They have received
worldwide praises about their leaderships for amplifying their market price and leading
their respective companies from a deteriorating empire to where it is now. Hence, the
Page 1 of 22
2. BUSM3195 - LEADERSHIP AND MANAGEMENT
characteristics of each leader, their transformational leadership, and how they developed
teamwork within their organisation and motivate their employees are significant to
leadership effectiveness.
APPROACH
Firstly, characteristics of leaders can be classified into three categories namely,
personality traits, leadership motives and cognitive factors (Dubrin, Dalglish & Miller
2006). As recent studies had also recognised that these characteristics will facilitate and
determine the effectiveness of leaderships, and it is the integration of these personal
characteristics that cultivate a consistent pattern of leadership behaviours (Zaccaro, Kemp
& Bader 2004). Therefore, the characteristics that attribute to their successful realms are
relevant to their leadership effectiveness.
Secondly, transformational leaders employ a visionary and creative style, not only to
inspire the employees to be creative and innovative, but also to broaden their interest in
their work (Nielsen et al. 2008). They are also able to devote significant energy to lead
and respect the gifts and abilities of their workers (Bryant 2003). Furthermore, they focus
on what they accomplish rather than their personal characteristics and relationships with
followers, and it is especially important as leaders may have to lead people from across
the world (Dubrin, Dalglish & Miller 2006). Moreover, many organisations are facing
turbulent and intense competition. Thus, their transformational leadership, to manage the
chaos and restructure the organisation, are vital to the survival of the organisations in the
long run.
Page 2 of 22
3. BUSM3195 - LEADERSHIP AND MANAGEMENT
Lastly, motivation is a hidden force to induce someone to do something that is desired
through various approaches (Arnold 1988). Hence, it is essential to motivate employees
through the right approach in order to achieve organisational goals (McShane &
Travaglione 2007). Developing teamwork is another important leadership role that is said
to differentiate successful from unsuccessful leaders as it will influence the followers to
work effectively in a cohesive manner (Locke et al. 1999). Hence, their methods of
motivation and fostering teamwork would be relevant in determining their leadership
effectiveness too.
Page 3 of 22
4. BUSM3195 - LEADERSHIP AND MANAGEMENT
ALAN GEORGE LAFLEY
Traits
Lafley has shown immense passion for his work and the people in the organisation. For
instance, even when it is Motherâs Day, he would meet the companyâs head of human
resource, Richard Antoine, to go through reports on the performance of the companyâs
senior executives every Sunday evening (Sosik et al. 2004). The fact that he could even
sacrifice the time with his mother on Motherâs Day has shown his determination and
passion to preserve the companyâs culture of valuing talents.
Additionally, Lafley has demonstrated his farsightedness by acquiring SpinBrush and
Clairol in 2001, shortly after taking over the post of CEO (Berner 2002). From the
acquisitions of these two companies, he actually strengthened the company core strengths
in hair and oral care, and also increased its market share and maintaining a balance
between sales and profit growth where analysts had also expected P&Gâs operating
earnings to increase by 9% (Berner 2002).
Furthermore, Lafley is also soft-spoken, friendly and warm in nature. He displayed a high
level of emotional intelligence, especially his self regulation, by not screaming and
yelling at his subordinates because he believes that the messenger is just as critical as the
message (Berner 2003). Besides that, he also has the ability to build enduring
relationships as he relied a great deal on relationships he had built over the years to
transform P&Gâs culture (George 2006). For example, when a student asked him a dull-
witted question, he showed patience and willingness to listen in order to understand the
Page 4 of 22
5. BUSM3195 - LEADERSHIP AND MANAGEMENT
question by returning to the student repeatedly, resulting in better relationships between
him and his followers (Krauss 2008).
Lastly, Lafley also has insight into people and situations when he by-passed dozens of
potential general manager and appoint Henretta to head the North America baby-care unit
(Tichy & Bennis 2007). Although there was almost a rebellion against his decision, he
upheld his decision and justified why Henretta was better than the other candidates
(Tichy & Bennis 2007). Despite all these, Henrettaâs success has proven that Lafley has
chosen the right person for the post (Tichy & Bennis 2007).
Transformational Leadership
When Lafley took over as CEO, he realised the critical problem he was facing was not
about turning P&G from the losses of US$85 billion in market capitalisation to
profitability. Instead, the crisis confronting P&G was the loss of confidence in the
leadership as the organisation was in a state of chaos. Headquarters and business units
globally were blaming each other for the problems created and employees were calling
for heads to roll (Tichy & Bennis 2007).
Thereafter, Lafley flaunted his transformational leadership by helping his followers
understand that the organisation needed to undergo major changes in order to survive and
eventually managed to transform the culture to a nimbler and more open one (Woolley
2005). He also created awareness and got them to face up to the reality that it is critical
for the organisation to change so that it will be more profitable, resulting in lesser
retrenchments (Tichy & Bennis 2007).
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For instance, only ten days in office, he immediately flew to Europe to listen to the
complaints and addressed their issues in order to help them understand and be aware of
the changes that were ahead of them (Dyer, Dalzell & Olegario 2004). During such
meetings, he shared his core beliefs on the ten things he believed about the fundamentals
of business (Dyer, Dalzell & Olegario 2004). This helped his followers understand the
need for change. As a result, it rallied everyone to work more cohesively in order to
achieve organisational goals.
The corporate culture he advocated was revolved around innovation and creativity
(Hamstra 2008). He made it explicit that innovation in every facet of operations, from
inventing to distributing, is crucial to keep the company in existence (Berner 2008).
Subsequently, in 2001, Lafley allowed innovations to flow freely across the entire
organisation and encouraged outsourcing for innovators to make up at least fifty percent
of its innovations (Skarzynski & Gibson 2008). As such, the organisation had been able
to introduce numerous new products to the market that exemplified the innovation
fortitude of P&G (Skarzynski & Gibson 2008).
Therefore, it is evident that when Lafley mandated about the innovation imperative, he is
intensely transforming the organisation (Skarzynski & Gibson 2008). Furthermore,
Lafley was visionary and was not afraid to make changes. Hence, Lafley transformed a
legendary but ossifying company by organising around innovation (Saporito 2008).
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Motivation and Developing Teamwork
Lafley motivates his employees by empowering the management team to make business
strategic decisions by just providing them the directions. This is similar to the motivating
factors advocated by Herzberg (cited in Sanford & Taylor 2006). On one occasion, he
even shook the hands of a student working in the company and told him that the work he
is doing is vital to the future of the organisation (George 2006). Another example of his
recognition of efforts put in by the followers is that he heaps praises on them, including
his division president, brand managers and other employees (Krauss 2008).
In addition to that, Lafley had used informal techniques to foster the teamwork of his
followers. For example, he had worked very hard to change the companyâs new strategy
to be customer driven innovation (Saporito 2008). Through reiterating the new strategy,
the team would be able to develop a norm that innovation will become a routine for
everyone (Berner 2008). He also encouraged his followers to compete with rivals so that
they will collaborate as a team to win the rivalry as a whole (Lafley & Charan 2008). On
another occasion, before the company started outsourcing, he adopted the consensus
leadership style by having various teams to give inputs and vigorously debate on the issue
(Lafley & Charan 2008). In the course of contributing inputs to significant decisions,
members would feel that they are more valuable to the team and resulting in improved
team effectiveness (Dubrin, Dalglish & Miller 2006).
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8. BUSM3195 - LEADERSHIP AND MANAGEMENT
STEVE JOBS
Traits
Jobs is a leader who is capable of influencing his followers to have strong desire for work
as he possessed a high degree of passion for his work. Even though he always yelled at
them, they appreciated his strong passion where he always spend long hours at work
(Kahney 2008). Thus, he was able to capture the spirit of his followers and work
cohesively towards a common goal (Young & Simon 2005).
Furthermore, Jobs is a leader with low emotional intelligence as he does not care about
his followers' feelings as he strives for perfection incessantly and will hurl verbal attacks
at those who failed to meet his demands (Lee 1994). Additionally, his reputation in the
organisation further enhanced his deficiency in emotional intelligence as he screams at
his followers frequently and randomly fired those unlucky ones (Young & Simon 2005).
Additionally, Jobs had displayed his farsightedness when he reduced the product lines
and cut the wholesale cost with a year in office (Morris & Levinstein 2008). Even though
there were vast numbers of mobile phone models catered to suit the needs of the dynamic
consumer market, he stood on his solid grounds to launch the iPhone, which generated
tons of profits for the company (Burrows 2009). As a result, he not only prevented Apple
from further losses, he also turned Apple into a profitable business (Kahney 2008). In
another instance, he confidently opposed to the major accordance to launch the iMac
without a floppy drive and it proved that the floppy drive technology has diminished
(Kahney 2008).
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Lastly, Jobs has the insights into his people and situation as he makes careful assessment
of the strength and weakness of each staff (Dubrin, Dalglish & Miller 2006). For
instance, he had a core team, where all his outstanding staffs reside in, to assist him with
key assignments such as the Mac project (Kahney 2008). One very good example is
Jonathan Ive, who had helped him in the creation of iMac and iPod (Kahney 2008). Thus,
the formation of the core team allows him to tap on the best knowledge to handle those
projects with utmost importance.
Transformational Leadership
When Jobs took over the position of CEO, due to the incompetency of the previous CEO,
the main crisis facing Apple was that there were too many non-profitable products
causing the organisation to be on the verge of bankruptcy (Burrows 2009). Thus, Jobs
held individual meetings with all product groups. During these meetings, they had to
convince him that the product was profitable or else they will be terminated and he
managed to make them understand the criticality of a change in order for the organisation
to survive (Kahney 2008).
As a result, he took a broad and long term perspective to eliminate those non-profitable
products. His intention was to focus on the core products to increase the profitability of
the organisation and expertise of his followers so that he can obtain the results he aimed
to achieve (Baldoni 2006). As such, he managed to strengthen the brand name and
reincarnate it to thrive in a disruptive age (Morris & Levinstein 2008). Another of his
long term vision for Apple is to convert Apple into a digital hub where digital
entertainments devices could be connected to this technology centrepiece (Kahney 2008).
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10. BUSM3195 - LEADERSHIP AND MANAGEMENT
Furthermore, he managed to convince all the employees that the organisation can develop
new businesses like cell phones despite the intense competition in the market (Burrows
2009). Subsequently, he also managed to convince them that they were in a distinctive
position where they will change the face of computing that no one had created before
(Kahney 2008). As a result, they will be more willing to accept responsibility for what
they have been doing (Baldoni 2006). Hence, ever since the introduction of iPod, his
followers are very much self-fulfilled as Apple has dominated the consumer electronics
market with the complements of iPhone and Mac products (Lyons 2008).
Therefore, Jobs has evidently transformed his followers to widen their interest in their job
by helping them to realise the self-fulfilment they will achieve. Moreover, his vision was
clearly communicated to his followers who helped to transform Apple into a digital hub.
Hence, he is definitely a transformational leader who managed to revive Apple to thrive
in the competitive market.
Motivation and Developing Teamwork
The way Jobs motivate his followers is comparable to Herzbergâs motivators as he
believes in giving capable followers the reins and chances to make good decisions
(Morris & Levinstein 2008). For instance, he recognised the ability of Cook, Apple's
chief operating officer, and entrust the companyâs daily operations in his hands where he
will only make the strategic decisions (Lashinsky & Siklos 2009). He also respects Cook
as the company has already coalesced around him because he did almost nothing that
would make people disrespect him (Lashinsky & Siklos 2009). On another occasion, Jobs
praised Ratzlaff, leader of Human Interface Group, for creating an exciting design for
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11. BUSM3195 - LEADERSHIP AND MANAGEMENT
iMac which gave him a sense of achievement because Jobs was a person with very high
expectations (Kahney 2008).
Additionally, Jobs foster the teamwork of his followers by one of the informal
techniques, demanding performance standards and providing directions. For instance,
during one design meeting, he took a telephone book and threw it on the table demanding
them to build a computer of that size, where the size of the smallest computer back then
was twice as big as a telephone book (Kahney 2008). As a result, it actually serves as a
wakeup call to his followers stipulating them to work cohesively in order to satisfy his
demand (Kahney 2008).
On another occasion, he just gave directions to his team that he was counting on them to
deliver a software demo disk (Kahney 2008). They went back to their cubicles
immediately and start working as a team in order to deliver to their demanding boss as
they did not even had the chance to rebut (Kahney 2008). Therefore, he is said to give the
team lots of challenging goals which eventually brought the team together cohesively.
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12. BUSM3195 - LEADERSHIP AND MANAGEMENT
SIMILARITIES
One of the similarities that both leaders have is their passion in their work. Lafley was
willing to forgo his rest days to guide and manage his staff, while Jobs was known to
work overtime to ensure that tasks were accomplished. Their passion, which is a task
related personality trait, puts everyone on overdrive and things naturally move and fall
into place (Dubrin, Dalglish & Miller 2006). As highlighted by Vallerand et al. (2007, p.
506), âbeing passionate for an activity leads individuals to dedicate themselves fully to
their activity, thereby allowing them to persist, even in the face of obstacles, and to
eventually reach excellenceâ. Hence, it suggests that if a leader has passion for his job, he
should be able to bring about a successful organisation.
Another key similarity they possess is their cognitive abilities. Both of them are
considered to have farsightedness and an intuition to identify people with good potential
to carry out important tasks. Their farsightedness is critical as it helps to shape the vision
and corporate strategy that brought their companies out from crisis. Additionally, their
insight of people and situation helped them to appoint the right people to hold key
positions. In Lafley's case, he recognised that Henretta had the right leadership abilities to
turn around the baby care unit, even though she had no experience in that area. Jobs
displayed similar ability by selecting Jonathan Ive, whose creativity helped to create the
famous iMac and iPod. Thus, it could be concluded that these two cognitive factors are
thought to be essential of an effective leader (Dubrin, Dalglish & Miller 2006).
Apart from having some similar characteristics, they are considered as transformational
leaders. They were able to convince and influence their people to accept and commit to
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13. BUSM3195 - LEADERSHIP AND MANAGEMENT
change. For example, when their followers were not ready to step out of their comfort
zone, they had managed to help their followers understand the importance for change in
order for the companies to survive in the long run. Therefore, transformational leadership
is vital to organisations as it boosts the followers' motivation and their intrinsic needs,
resulting in higher performance from them (Dubrin, Dalglish & Miller 2006).
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14. BUSM3195 - LEADERSHIP AND MANAGEMENT
DIFFERENCES
However, the difference in emotional intelligence distinguishes the two leaders. Lafley is
a leader who has self regulation and social skill which allows him to be able to connect
with his followers and understand them, resulting in better relationship between him and
his followers (Dubrin, Dalglish & Miller 2006). Although he seems to be quite people-
oriented, he is very decisive when it comes to work (Berner 2003). On the contrary, Jobs
is a leader who does not empathise on anyone and socialise with his counterparts.
Although Jobs does not have a high level of emotional intelligence, he is still able to lead
the organisation to achieve the goals successfully. Thus, it appears to imply that the level
of emotional intelligence does not affect leadership effectiveness to a large extent.
Although the two leaders similarly believed that if they desire positive attitudes and job
satisfactions from their followers, they will have to motivate them using Herzberg's
motivators, but they used different approaches to achieve the same results (Herzberg
2003). Lafley is a leader who recognises the efforts of almost everyone in the company as
he constantly heaps praises on his followers. On the other hand, as Jobs sets high
expectations from his followers, he seldom praises them. However, this provides them
with the sense of achievement, which motivates them to produce better results in the
future. Therefore, it may be simplistic to suggest that the two leaders used different ways
to motivate their followers as the fundamental approach which leads to positive attitudes
and job satisfaction is still the same (Herzberg 2003).
Lastly, another key difference between the two leaders is the way they develop teamwork
amongst their followers. Lafley fostered the teamwork by reiterating the strategy in order
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15. BUSM3195 - LEADERSHIP AND MANAGEMENT
for them to develop a norm. Thereafter, his followers are more likely to work cohesively
in order to achieve organisational goals due to the collaboration. On the other hand, Jobs
fostered teamwork by constantly challenging his followers. As a result, they are likely to
focus on a common purpose and work cohesively to meet the standards he set. Therefore,
although the two leaders use two different ways to foster teamwork, their respective
teams are still able to work cohesively to achieve higher quality performance (Dubrin,
Dalglish & Miller 2006).
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16. BUSM3195 - LEADERSHIP AND MANAGEMENT
LEARNING SUMMARY & CONCLUSION
A leaderâs characteristics can have an influential impact on the organisation and the
different characteristics displayed by Lafley and Jobs proved that characteristics are not
the same with every leader, but is unique to the individual. However, Kirkpatrick and
Locke (1991, cited in Pierce & Newstrom 2006) advocated that although possessing the
correct set of characteristics does not guarantee successful leadership, but these are
considered vital preconditions that an effective leader must possess. For example,
effective leaders need to be mentally sharp in order to inspire followers, solve problems
creatively and eventually bring about positive organisational changes (Dubrin, Dalglish
& Miller 2006). Therefore, in contemporary organisations, the traits approach is
definitely still very much appreciated because when the situation becomes more complex,
it will play a more significant role in anticipating successful leaders (Zaccaro, Kemp &
Bader 2004).
Both Lafley and Jobs proved that transformational leadership is particularly valuable for
organisations in crisis as it will increase the followersâ level of trust, loyalty and respect
towards the leader while being motivated to do more than what were expected of them
(Bass 1985, cited in Tsai, Chen & Cheng 2009). In other words, it is able to directly
influence employees to stretch their abilities for task accomplishments (Tsai, Chen &
Cheng 2009). Thus, transformational leadership is ultimately recognised in terms of its
performance outcomes of the organization (Walumbwa, Avolio & Zhu 2008).
Using Herzbergâs motivator to motivate followers is deemed as a positive reinforcement
and they are effective because the desire for recognition is a natural human need, and
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17. BUSM3195 - LEADERSHIP AND MANAGEMENT
employees want to know that their work is beneficial to somebody (Dubrin, Dalglish &
Miller 2006). Thus, it can be detrimental to an organizationâs growth if a manager fails to
recognise employeesâ works (McClelland & Burnham 1990). Therefore, managers, who
wish to be as successful as Lafley and Jobs, must recognise the fundamental needs of
employees to be appreciated, needed and wanted so that they feel respected and
recognised (Arnold 1988). As a result, employees will be more willing to work for the
organization because they regard the organization as part of their life and thus producing
better results (Arnold 1988).
There are intrinsic rewards related to superior teamwork as it will be able to tap on the
diverse knowledge of individuals in the team (Adler 1997). As a result, it can simplify
challenging tasks which will lead to reduction in turnover times and costs (Dempsey,
Larson & Shockley 2009). Additionally, teamwork can also increase followersâ job
satisfaction when they can collectively seek and sort through useful information and
enjoy effortful cognitive activities for solving problems (Park, Baker & Lee 2008). Even
senior managers and professionals are organised into teams to reduce barriers and
decrease bureaucratic red tape (Gautschi 1990). Hence, organisations, that desire to be as
flourishing as P&G and Apple, must utilise the art of teamwork to boost productivity and
increase quality (Gautschi 1990).
In a nutshell, the characteristics of a leader do not guarantee his success, but it is a
prerequisite of an emergent leader. Thus, if a leader, with the correct set of
characteristics, is transformational and has the ability to motivate his followers
appropriately and foster their teamwork, he will definitely be an effective leader.
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