The document discusses leadership style and organizational effectiveness. It begins with an introduction on leadership and provides definitions of leadership. It then covers various leadership theories such as transformational, transactional, and contingency leadership theories. It also discusses six different leadership styles identified by research. The document uses Apple Inc. as a case study, providing a timeline of key events and analyzing Steve Jobs' transformational leadership style. It discusses the impact of Jobs' style on organizational behavior at the individual and group level. Finally, it explores the relationship between leadership, organizational climate, and organizational effectiveness.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
In this file, you can ref useful information about performance appraisal of wipro such as performance appraisal of wipro methods, performance appraisal of wipro tips
Short Quiz based on Human resource management.
Subscribe on YouTube - https://www.youtube.com/channel/UCnSp_MjvR1ihLcSFDCfCbOg
Follow on Instagram - https://instagram.com/masroorbaig/
Catch up on Facebook - https://www.facebook.com/MasroorBaig1996
Measuring Organizational Culture and Leadership: Evaluation of the Organizati...Marwah Zagzoug, PhD
A presentation that describes and evaluates the instrument measurement tool known as the Organizational Description Questionnaire (ODQ) to assess its reliability, validity, and usefulness in measuring organizational culture and leadership.
In this file, you can ref useful information about performance appraisal of wipro such as performance appraisal of wipro methods, performance appraisal of wipro tips
Short Quiz based on Human resource management.
Subscribe on YouTube - https://www.youtube.com/channel/UCnSp_MjvR1ihLcSFDCfCbOg
Follow on Instagram - https://instagram.com/masroorbaig/
Catch up on Facebook - https://www.facebook.com/MasroorBaig1996
Measuring Organizational Culture and Leadership: Evaluation of the Organizati...Marwah Zagzoug, PhD
A presentation that describes and evaluates the instrument measurement tool known as the Organizational Description Questionnaire (ODQ) to assess its reliability, validity, and usefulness in measuring organizational culture and leadership.
In this lesson, Brother Monday Umoh taught the brethren on leadership evaluation as regards the sustenance of the Church leadership. Please read for more insights.
Innovative Leadership in Education for the New Normal Timothy Wooi
Objective
To introduce Educators to the Concepts and Features of Innovative Leadership, preparation and effective practices.
Preparing Educators with Innovative Leadership characteristic and features applicable to practice, making a difference in School Improvement.
Developing successful Principals and Leaders to lead school with Innovative Leadership styles, building Relationship, Collaboration and Trust.
5 Keys to Social Leadership Development - Webinar 04.23.14BizLibrary
What does leadership even look like today? What are the opportunities for learning and development in our more collaborative and social workplaces? And how can we adapt, move forward and develop leaders well-equipped to thrive in this fast changing world?
www.bizlibrary.com/webinars
Effective employee motivation has long been one of the elusive “Holy Grails” of management. Motivation refers to the internal and external factors that stimulate excitement and energy in a person to be continuously interested and committed to a particular goal.
Leaders are often faced with the challenge to motivate their employees: How do I consistently motivate my employees to “go the extra mile” for the organization? How do I get employees to give their 110%? Although motivation is highly individualized, having a sound framework to understand the psychological processes involved in motivation will greatly help leaders. One such framework that can be applied to the workplace is Maslow’s Hierarchy of needs.
We at ChangeDynamics ( http://www.changedynamics.biz ) have been helping clients to drive performance in their organization. If your organisation is interested in improving overall performance, please contact us to learn how you can drive performance through multiple dimensions. We are happy to have a no commitment discussion to exchange ideas that may help your organisation.
This paper investigates the macroeconomic drivers of house
prices in Malaysia using VECM, over a fifteen year period.
The key macroeconomic factors investigated were real
GDP, bank lending rate, Consumer Sentiment, Business
Condition, Money Supply, number of loans approved, Stock
market (KLSE) and Inflation. The macroeconomic factors
found to be significantly related to the Malaysian housing
prices were inflation, Stock Market (KLSE), Money Supply
(M3) and number of residential loans approved. The results
hint at the potential of a housing price bubble as GDP
wasn’t identified as a driver of house prices.
Recruitment Practices in Malaysian Knowledge Intensive Start-UpsShanmuga Pillaiyan
This paper investigates Strategic Human Resource Management (SHRM) practices adopted by knowledge intensive start-up companies in Malaysia. SHRM is considered a key to the success of these firms in line with the Resource-Based-View (RBV) of the firm. Particular focus was given to recruitment practices as recruitment is viewed as having the most significant short term impact for start-ups. This paper is based on the case study of three Malaysian knowledge intensive start-ups. The study finds that Malaysian start-ups do not perceive SHRM as critical for their success. Owner-managers of Malaysian start-ups prefer an informal & unstructured SHRM process. Key SHRM areas of recruitment and compensation are ad hoc. These findings are in line with other studies carried out globally. This paper discussed the pros and cons of the SHRM practices at Malaysian Knowledge intensive start-ups and recommends a framework for recruitment in small knowledge intensive start-ups is proposed.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Leadership Style and Organisational Effectiveness
1. Leadership Style and
Organisational
Effectiveness
20 July 2012
SHANMUGA PILLAIYAN (010194)
TAN CHEE HOAW (010120)
KEVIN CHOO (010226)
HELMMY SHAHNY MOHD MUSTAFA (010268)
AMRI MOHD SOFIAN (010563)
GURMEET SINGH (002967)
2. Agenda
1.
Introduction – What is Leadership?
2. Leadership Models & Styles
3. Case Study – Apple Inc
I.
Historical Milestones
II. Steve Job‟s Management Style
III. Impact on Organisation Behaviour
IV. Evidence of Organizational Effectiveness
4.
Comparisons with Other Leaders
5. Conclusion
Nottingham Malaysia
July 2012
Slide 2
3. What is Leadership ?
“The ability to influence a
group toward the
achievement of goals”
(Robbins 2003)
“Management is doing
things right, leadership
is doing the right things”
(Warren Bennis and Peter Drucker)
Robbins, Stephen. Organizational Behavior. 10th ed. Upper Saddle River, NJ: Prentice, Hall, 2003.
Nottingham Malaysia
July 2012
Slide 3
4. Leadership Theory
The Evolution of Leadership Theory
Transactional
Theory
Behavioural
Styles Theory
1940
1950s
Trait Theory
Nottingham Malaysia
1960s
Transformatio
nal Theory
1970s
1980s
1990s
Contingency
Theory
July 2012
Slide 4
5. Leadership Theory
Transformational Leader
1.
Leaders stimulate and inspire(transform)
followers to achieve extraordinary outcomes
2. Characteristics:
I.
Leadership is proactive
II. Works to change the organizational culture
by implementing new ideas
III. Employees achieve objectives through
higher ideals and moral values
IV. Motivates followers by encouraging them to
put group interests first
V.
People will
follow a
person who
inspires
them.
Intellectual stimulation: Promote creative
and innovative ideas to solve problems.
Nottingham Malaysia
July 2012
Slide 5
6. Leadership Theory
Transactional Leader
1.
Leaders promote compliance of his followers
through both reward or punishment.
2. Characteristics:
I.
Leadership is reactive
II. Works within the organizational culture
III. Employees achieve objectives through
rewards and punishments set by leader
Subordinates
are not selfmotivating
IV. Motivates followers by appealing to their
own self interest
V.
Management-by-exception: maintain the
status quo; stress correct actions to
improve performance
Nottingham Malaysia
July 2012
Slide 6
7. Leadership Theory
Contingency Theory
1.
According to the contingency approach of
leadership, a single leadership style is not
applicable to all situations.
2. The 3 contingency models of leadership styles.
I.
Fiedler‟s Contingency Model
II. Hersey and Blanchard‟s situational theory
III. Path Goal Theory
a single
leadership
style is not
applicable to
all situations
IV. Tannenbaum and Schmidt‟s leadership
continuum
Nottingham Malaysia
July 2012
Slide 7
8. Leadership Style
Research done by the consulting firm Hay-McBer Associates (Harvard
Business Review, 2000) , found six different leadership styles as the
following:
1.
The coercive style
2. The authoritative style
3. The affiliative style
4. The democratic style
5.
The pacesetting style
6. The coaching style
Nottingham Malaysia
July 2012
Slide 8
9. Leadership Style
-Details
Coercive
Authoritative
Affiliative
Mode of Operation
Demand immediate
compliance
Mobilize people toward a
vision
Create emotional bonds and
harmony
The style in a phrase
“Do what I tell you.”
“Come with me.”
Maximizes people's
commitment toward
organisation goal, enhance
clarity and flexibility
“People come first.”
Advantage
Efficient and effective
Disadvantage
Erode flexibility,
motivation and
responsibilty.
Failed when a leader is
working with a team of
experts who are more
experienced than him
Drives up trust and
flexibility, build up sense of
recognition and belonging.
Allow poor performance to
go uncorrected, and leaves
people rudderless
In a crisis, to kick start When changes require a
To heal rifts in a team/
When the style works
a turnaround, or with new vision, or when a clear motivate people during
best
problem employees
direction is needed
stressful circumstances
Nottingham Malaysia
July 2012
Slide 9
10. Leadership Style
-Details
Democratic
Pacesetting
Coaching
Mode of Operation
Build consensus through
participation
Expect excellence and
self-direction
Develop people for the
future
The style in a phrase
“What do you think?”
“Do as I do, now.”
“Try this.”
Advantage
Drives up flexibility and
responsibility
Fast pace, focus and
result oriented.
Coaching improves
flexibility, responsibility
and commitment.
Disadvantage
Endless meetings and
elusive consesus. People
end up feeling confused
and leaderless
Erode Flexibility and
responsibility. Lack of
commitment.
Time consuming
When the style works
best
To help an employee
To build buy-in or
To get quick results from
improve performance or
consensus, or to get input a highly motivated and
develop long-term
from valuable employees competent team
strengths
Nottingham Malaysia
July 2012
Slide 10
11. Organisational Climate
The term organisational climate was first defined by psychologists
George Litwin and Richard Stringer. It refers to six factors that
influences working environment:
1.
Flexibility- How free employees feel to innovate.
2. Responsibility- Sense of responsibility to the organization.
3. Standards- The level of standards that people set.
4. Rewards- The sense of accuracy about performance feedback and
aptness of rewards.
5.
Clarity- The clarity people have about mission and values.
6. Commitment- The level of commitment to a common purpose.
Nottingham Malaysia
July 2012
Slide 11
12. Leadership Impacts Company Performance
Leadership has a direct impact on Organisational Climate
and Organisational Performance.
LEADERSHIP
1. Leadership
Models
2. Leadership
Styles
Nottingham Malaysia
ORGANISATIONAL
CLIMATE
1.
2.
3.
4.
5.
6.
Flexibility
Responsibility
Standards
Rewards
Clarity
Commitment
ORGANISATIONAL
EFFECTIVENESS
1.
2.
3.
Product Innovation
Profit
Share Price
July 2012
Slide 12
15. Steve Job’s Leadership Characteristics*
Visionary
Transformational
Persuasive
Leadership
Gifted
Inspirational
Detail Oriented
Passionate
Relentless
Autocratic and
Blunt
Pace-setting
Manipulative
Approach
Rude
*drawn from comments and quotes from friends,
colleagues, employees, fans, anc competitors
Nottingham Malaysia
Dismissive
Spiteful
Hostile
July 2012
Slide 15
16. Steve Job is a Transformational Leader
• When Jobs returned to Apple in 1997, his assessment was that the company
was ninety days from going bankrupt
• In May 1998, Jobs announced the new direction for Apple to focus on just
four core products: laptops for consumers & professionals & desktops for
consumers & professionals. The direction was simple & clear.
• The high value placed on ideas is one of the things that Steve burned into the
Apple culture & it will likely to continue to guide the company into the future
• Steve Jobs
became a steward of creative thinking & became its greatest advocate
while expecting such behaviour from each employee
built an organization that recognized the needs for creativity,
Nottingham Malaysia
July 2012
Slide 16
17. Impact on Organizational Behaviour
Individual
1.
Emotions: Most employees at Apple are fans of Steve Jobs, and
tend to “hero-worship” him from afar. Senior and middle
management personnel who have regular contact with Steve,
approach him with a mixture of reverence (because of their
immense respect for him and his vision) and fear (because of his
“take-no-prisoners” style of management)
2. Attitudes: Apple sets the tone of the work culture within the
organization from day 1, and focuses on developing the higher
levels of their employees‟ hierarchy of needs, which are Esteem
and Self Actualization.
3. Values: Employees with a high nAch* disposition appear to thrive at
Apple, due to the focus on Motivators instead of Hygiene Factors
* nAch – Need for achievement
Nottingham Malaysia
July 2012
Slide 17
18. Impact on Organizational Behaviour
Feedback from Apple employees:
“Steve Jobs is revered at the company.” – Apple Employee
“Watching Apple grow in the Steve 2.0 era has been nothing short of astonishing.” – Apple
Network Engineer
“ I am proud to say that I work for Apple. The products speak for themselves and it is great to be
able to use them.” - Apple Project Manager (Austin, TX)
“Great products and phenomenal co-workers! An awesome work environment that
cultivated creativity and competition. I woke up every day and could not wait to get to
work!” – Apple Account Executive (Atlanta, GA)
“Apple is an amazing company with a very successful management. Innovation is at the heart
of all decisions. Successful organization. And great products.” – Apple Employee (location n/a)
“Apple is an amazing company, with cutting edge products, unparalleled customer service focus and
a place that cultivates a family atmosphere. Very enjoyable working environment.” –
Apple Employee (location n/a)
Apple is an amazing place to work. There are so many opportunities to grow and learn. “- Apple
Employee (Cupertino, CA)
Nottingham Malaysia
July 2012
Slide 18
19. Impact on Organizational Behaviour
Group: Communication
• The approach to management & talent development is top-down
with an all-knowing CEO aided by a powerful executive team – ET
o the purpose of the ET is to coordinate things & set the tone for
the company through effective communication platforms
• The company maybe top-down, but the executive –team format
engenders a system of managing up
teams throughout the organization are in a constant state of
communication by preparing their boss or their boss‟s boss to
present at an executive team meeting
Nottingham Malaysia
July 2012
Slide 19
20. Impact on Organizational Behaviour
Group: Conflict
Given Apple‟s product silo structure in a relatively flat organization,
internal conflicts are usually resolved within the small teams in each
silo independently. The thoroughness of Jobs‟ vision and mandates, as
well as his blunt manner, usually precludes conflicts from significantly
affecting day-to-day operations, leaving the onus of satisfactory conflict
resolution to the various stakeholders of the organization.
Nottingham Malaysia
July 2012
Slide 20
21. Impact on Organizational Behaviour
Organisation Structure
The Organization
Organizational culture: Loyalty, Evangelistic,
Hero-Worship
Decision Making: Top down approach, tempered
by upwards management
Change: The organization is resilient and adaptable
to changing circumstances due to a strong
structure and culture.
Nottingham Malaysia
July 2012
Slide 21
22. Job’s Impact on Organizational Behaviour
Organisational Climate
1.
Flexibility- Apple employees are encouraged, even expected to
continually innovate, but always within the boundaries of Steve‟s vision
2.
Responsibility- Most Apple employees proudly feel a deep, abiding sense
of responsibility towards the company and behave accordingly
3.
Standards- Steve sets very high standards for performance and
innovation, and every Apple employee is expected to adhere and exceed
those standards
4.
Rewards- Apple‟s remuneration is on par with market trends, and they do
not seem to be focused on obtaining and retaining talent through hygiene
factors
5.
Clarity- Every Apple employee has a clear sense of what they need to do
on a day-to-day basis
6.
Commitment- Despite his brusque manner, most Apple employees
remain committed to realizing Steve‟s vision
Nottingham Malaysia
July 2012
Slide 22
23. Evidence of Organizational Effectiveness
Steve Left
For Good
Steve Left
Nottingham Malaysia
Steve Came Back
July 2012
Slide 23
24. Staff force for Apple, Microsoft and HP.
Staff Force (2001-2010)
350,000
300,000
250,000
200,000
HP
Microsoft
150,000
Apple
100,000
50,000
0
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
(Source: Financial Reports)
Nottingham Malaysia
July 2012
Slide 24
25. Profit per employee
(Source: Yahoo Finance)
1.
With 46,600 employees and a turnover of 20 billion dollars in
2010, each Apple‟s employee generates a turnover of 419 528
dollars per year.
2. While, Microsoft with 244,831 dollar at 3rd place. And HP with
28,096 dollar per year.
Nottingham Malaysia
July 2012
Slide 25
26. Comparisons with other Leaders
• Born in September 1954
• A UCLA drop out
• Six time Forbes Businesswoman of the year
• First female CEO of a fortune 20 company
with a mandate to shake things up
• Also known as “Fiorina Shakeup”
She is Carly Fiorina
CEO of Hewlett-Packard (1999 to
2005)
Nottingham Malaysia
July 2012
Slide 26
27. Comparisons with other Leaders
Carly‟s Leadership
Carly’s leadership traits
• Fostered a top-down approach to management (Transactional).
Conflicted with the old-style of HP: a completely decentralised
management approach
• Exhibited a truly coercive – pace-setting leadership style
• Dynamic and headstrong leader
• Highly motivational speaker
• “Consummate” Saleswoman – Customer satisfaction
Nottingham Malaysia
July 2012
Slide 27
28. Comparisons with other Leaders
Carly‟s Leadership
Carly’s downfall as a leader
• Was not able to delegate tasks
• Move too fast and too drastic with changes for the organization to
cope
• Neglected to foster employee needs resulted in high turnover
• Was not able to form and communicate a cohesive, convincing and
powerful vision of HP‟s future
Nottingham Malaysia
July 2012
Slide 28
29. Comparisons with other Leaders
Carly‟s Leadership - A Transactional Leader
Conclusion
• Carly failed to execute HP‟s strategy and deliver improvements in
HP‟s profits and stock price
• Was asked by HP‟s BOD to resign due to lack of leadership skills
needed to take advantage of emerging market opportunities
• Indeed, Carly was a very good businesswoman but she could not
prove herself as a leader.
• She saw her downfall when she could not relate to her
employees, and without followers, there cannot be a leader
• Perhaps, Carly could be a successful leader by adding more people
centred leadership skills into her highly dominant job centred
leadership style.
Nottingham Malaysia
July 2012
Slide 29
30. Comparisons with other Leaders
Carly‟s Leadership
Hewlett Packard‟s Organizational Effectiveness
Carly joined HP
Carly helm as CEO
1999 to 2005
Carly left HP
Nottingham Malaysia
July 2012
Slide 30
31. Comparisons with other Leaders
Bill Gates‟ Leadership
1. Co-founded Microsoft with Paul Allen
2. Philosophy – his vision turned to his philosophy which ultimately
the focus is about running software in every computer
3. Fast in taking in ideas and turned them into a successful product –
„95 Microsoft response to internet with the launch of MSN
4. Transformational Leader – visionary, and inspirational
5. Authoritative, and Democratic – free hand to research and create
teams for more product development & launches BUT careful in
control and judgement
6. Microsoft 2005 from 7 decentralised business unit converted to 3
centralised units.
Nottingham Malaysia
July 2012
Slide 31
32. Comparisons with other Leaders
Bill Gates‟ Leadership
Characteristics
1. Intelligent
2. Visionary
3. Passionate
4. Innovative
5. Risk Bearer
6. Continuous Learner
Nottingham Malaysia
July 2012
Slide 32
33. Comparisons with other Leaders
Bill Gates‟ Leadership - Organisational Effectiveness
• Microsoft IPO in 1986 at $21.00 (13 March 1986) Close at $28.00
• Pays a quarterly dividend of $0.20
• Stocks has split 9 times over 26 years
Nottingham Malaysia
July 2012
Slide 33
35. Conclusion
1.
Industries that experience a high rate of change and uncertainty (in terms
of products, paradigm shifts, business climate) like computing, internet
services and telecommunications benefit more from transformational
leadership than any other leadership model. The success of an organization
within these industries depend heavily on the vision of its leader to
successfully navigate the inherent uncertainties.
2.
Transformational Leaders who are proven visionaries are able to easily
gather around them people who are willing to buy into their visions and
passionately commit to making them a reality.
3.
Both Jobs and Gates are considered Transformational Leaders because of
their ability to inspire high levels of innovation, creativity and productivity
from their employees through their visions
4.
A leader can afford to be autocratic, even dictatorial and still lead an
organization successfully as long as the leader continues to be successful in
his role as a visionary.
Nottingham Malaysia
July 2012
Slide 35