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INTRODUCTION-
“The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one’s vision, courage of their conviction and the ability to effectively communicate both of those things”
-Jeff Weiner, CEO at LinkedIn
Jeff Weiner has been ranked amongst the top 50 CEOs by Glassdoor consecutively for the past 4 years (ranked No.1 in 2014). His humane management skills and charismatic nature has received praise across the industry. After his appointment as CEO of LinkedIn, not only has LinkedIn grown its employee base, but has successfully transformed from a start-up company into a public company in
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He ensures to practice humility, by not imposing authority, but instead being open to feedback and empower his employees by different means such as giving them flexibility and freedom to explore new ideas. He is known to be very approachable and listens without condescension or interruption. A classic example is, according to his employees, his meetings always kick start by announcing recent team achievements and appreciating their accomplishments. Last but not the least, he never fails to inspire his people by showing he has their backs even during times of crisis, remains open minded when receiving feedback and always ensures to make time to talk to his employees and hear their grievances. He is quoted …show more content…
He does not distance himself from his subordinates. He doesn’t hesitate to roll up his sleeves and get his hands dirty. One such example is shared by a colleague- Fred Kofman, LinkedIn's VP of leadership and organizational development is quoted saying-
“Most CEOs sit at the front of a boat and tell their employees where they need to row; Weiner grabs a surfboard and catches a huge wave, inspiring everyone behind him to do the same. The surfers are all riding the same wave, sharing the same vision, but are putting much more of their heart and personality into their work than the grunts in the rowboat”
He strongly believes that self-motivation is the key to success for any individual and therefore advocates that every employee invest time in finding what makes them happy and to focus more on making a difference and less on running towards titles and defined roles.
Compassionate Leader- Jeff Weiner was moved by Dalai Lama’s teachings on compassion and exercises its strengths in his leadership style. One of his Executives (Mike Gamson) recalls Jeff telling him a story (taught by the Dalai
Along with providing staff a degree of flexibility and independence in their daily assignments, Wade likewise sets expectations, deadlines and goals. Furthermore, Wade works with each staff member, helping them improve their individual skills while attaining the Division’s goals. When necessary, he expends additional time mentoring staff, helping them overcome obstacles. Even though he may feel exasperated at times by the lack of progress in an employee, he does not shy away from the challenge of helping the employee reach their
Idealized influence. Idealized influence includes leaders’ charisma, or their ability to generate strong emotions in followers, and is considered the most important of the four characteristics of transformational leaders (Avolio, Bass, & Jung, 1999). Charismatic leaders are confident in themselves and hold a strong conviction in their beliefs, evoking passion in their followers (Bass, 1985). They many times place the team’s needs before their own, and they guide the organizational culture into the change envisioned (Bass et al., 2003). Bass (1985) suggested that charismatic leadership strongly influences followers, thus positively influencing organizational performance. This ability to influence is due largely in part to the charisma exhibited by the leader (Bass & Avolio, 1994). Ehrhart and Klein’s (2001) review of literature concerning charismatic leadership found four behaviors repeatedly referred to as “charismatic”: (a) communicating high performance expectations, (b) exhibiting confidence in followers’ ability to reach goals, (c) taking calculated risks, and (d) articulating a value-based vision of the future (Kark & Van Dijk, 2007). Accumulated evidence points to transformational and charismatic leadership as influential modes of leadership that are associated with high levels of individual and organizational performance (Dvir, Eden, Avolio, & Shamir, 2002; Kark & Van Dijk, 2007; Lowe, Kroeck, & Sivasubramaniam, 1996).
Pfeffer, J., & Sutton, R. (2006). Are Great leaders in control of Their Companies?. In Hard Facts,
Jones, D. (2010, February 15). CEO Loescher uses his moral compass to steer Siemens - USATODAY.com.News, Travel, Weather, Entertainment, Sports, Technology, U.S. & World - USATODAY.com. Retrieved March 23, 2012, from http://www.usatoday.com/money/companies/management/advice/2010-02-14-siemens-CEO-advice_N.htm
Continuously, there is the affiliative style which means that a leader creates a positive harmony for his employees (Six leadership styles: selecting the right leader, 2016). In other words, that leader put people first and tasks second. The Democratic leader focuses on the decision making, also, the employees in this organisation have the skills, knowledge require. Therefore, the leader trust them in their
Managers are not only interested in status quo, but also production, expansion and growth. Management was a system to control machines. Leadership can never be controlled. Where one sits in life determines what you see. To be a good manager one must look at views from different perspectives. As situations change, leadership relations change. Leadership cannot be transactional. It can only work if both parties keep their agreements. A class survey was held to compare leaders to managers. The overall opinion was that they are similar in many ways. A leader and a manager can be one in the same. The difference be...
Thomas, R.J., & Silverstone, Y. (2015, March 03). How smart CEOs use social tools to
To become a truly effective leader, one must encapsulate the various behaviors related to the aforementioned course learnings in his/her persona and demonstrate such behaviors daily. This course has allowed me to identify four behaviors that all leaders must portray to be effective. The first of which is that a leader must be inspirational. To do so, a leader must set the appropriate vision and direction for the organization and provide a path to achieving defined goals. Additionally, a leader must induce the proper levels of motivation so that each employee has sufficient incentive to work towards the organization’s goals. As discussed in the class, motivation can be accomplished by factors such as rewarding hard work and providing the correct opportunities to employees. While these are motivating in that employees desire to be fairly compensated and to be doing work they deem valuable, inspiration comes more from organizational culture. A leader will be inspirational by setting a tone that appreciates each employee’s contribution, no matter how small in scale it is. Further, employees are inspired when they work collaboratively in a group setting and can capitalize on individual strengths to drive organizational goals.
...ers. He found that “supervisors with the best records of performance focus on their primary attention on the human aspects of their subordinate’s problems and on endeavoring to build effective work groups with high performance goals.”
This theory shapes followers into future leaders by providing them a freedom to control their behavior, elevates followers’ concerns from physical to psychological needs, and inspires subordinates to consider a group rather than self-interests and communicates designed outcomes to let subordinates perceive changes as wealth while. Transforming leadership has an elevating effect on both sides, leader and the led, because it improves the level of conduct and human interaction.
In chapter eleven case study, we were asked, What special qualities of Steve Jobs seem to have contributed to his leadership success as Apple’s CEO? We think Steve Jobs was a successful leader because he was imaginative; passionate about his job, he had the ability to push employees to create new things, had confidence, and believed
The purpose of writing this essay is to give an idea how these two respected CEOs of multinational companies has changed the world. Technology is booming nowadays, even the minor things that we can do manually are done using technology. Steve Jobs, the co-founder of Apple computer and Bill Gates, the co-founder of Microsoft, has changed the world. These two leaders are best known for their innovations which has taken our world to the next level. Steve and Bill has got something in common. Surprisingly, both of these CEO had never graduated from college, but they are known to be the world most successful leaders and they both work in the same kind of company (Lashinsky, 2013). Nevertheless, their leadership styles differs (Peralta,2011). The way they treat the employees at the workplace is in contrast.
Leadership and management are two words that are commonly mistaken; the relation and the differences between them are often unclear. Leadership can be defined as the ability to influence a group toward the achievement of a vision or a set of goals." Managers are there to plan, organize, lead and monitor employees' activities. Leaders also have to be able to guide an organization through change. As we will see later, vision is a crucial component in the success of this task.
First and foremost, leaders help to motivate and develop employees in a workplace. There is a popular quote that states, “a manager
Weber defined charismatic leadership as “resting on devotion to the exceptional sanctity, heroism, or exemplary character of an individual person, and of the normative patters or order revealed or ordained by him”. (QUOTE) Northouse defines charismatic leadership the same as transformational leadership. Many of history’s prominent leaders have been considered to be charismatic leaders. The question is often raised if charismatic leaders are formed by their surrounding environment or if the characteristics of a charismatic leader are innate and decided before birth. While the definitive opinion of Northouse on the debate is unknown, Weber believes the ability to be a charismatic leader is a divine right and of superhuman origin. While the origin of the ability to be charismatic is still looming, there is one thing that is for certain, charismatic leaders are extremely effective. Charismatic leaders are generally followed by those who unquestionably have faith in them. The followers relinquish all forms of independence from their follower and truly believe in them. These leaders have the ability to “run the room” so to speak, and they are able to captivate a room merely by their powerful and warming personality. Weber surrounds his theory around charisma being the idea that it is not a trait but rather a working and outstanding relationship between the leader and the followers.