Jeffery Immlet and Robert Nardelli were both very strong and affective leaders. Jeffery Immelt was known for his charisma, positive reinforcement and goal setting strategies along with his employees satisfaction. Robert Nardelli was more known for his strict, goal setting theories. Robert Nardelli was harder on his goal deadlines and gave more challenging goals with little guidance. On the other hand, Immelt was more laid back and gave more guidance on how to reach your goals with soften deadlines and larger rewards for meeting them.
Jeffery Immelt practices the goal setting theory (p289). The goal setting theory of motivation assumes that behavior is a result of conscious goals and intentions. Immelt sets out to develop an understanding of
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This theory (p291) says that behavior results in rewarding consequences or punishment consequences. Although rewarding consequences usually result in improved behavior, Nardelli usually resulted in using punishment consequences and replace full timers with part timers to teach them a lesson and also cut labor costs. Underperforming executives were often called down from their ranks. Nardelli was relentless to determine every critic wrong and fulfill his new vision for the future of Home Depot. A big strength of Robert Nardelli is to be a cross-cultural leader (p331). Nardelli was known for hiring many military veterans, senior citizens, and people of culture. He recruits from AARP, four different Latino advocacy groups and the military. He supported all different kinds of people and gave opportunity to some who had none. Both of these profound leaders make a huge impact on the field they pursued. Jeffery Immelt took GE up and beyond expectations of a work place environment and made General Electric a truly worthwhile place to have your career. Robert Nardelli doubled Home Depot’s sales from $46 billion in 2000 to $80.1 billion in 2005. Nardelli brought Home Depot to be the youngest company to reach $40 billion in revenue but he lost a lot of managers and executives on his way to the
To commence with the first, motivation is regarded, by indulgence in serious studies and experimental research of countless years by academicians and scholars, as an internal process that makes a person move toward a goal which is not directly measurable
Davenport was primarily motivation was the establishing and maintaining of close interpersonal relationships with his followers. While Savage, on the other hand, was primarily motivated by task accomplishment. As in this type of situation Savage’s style is more effective. However, even though Davenport failed in this situation I feel that his leadership style has the potential to be highly successful in an environment that are more favorable. In this example Savage was faced with a crises. In periods of crisis leaders identify problems and implement solutions tend to be the most effective. Clearly Savage does a better job of making his expectations clear.
The most effective leaders know better than to try to be someone they are not. They should always be searching for opportunities to reinvest in their strengths. Leaders need to stay true to who they are and make sure they have the right people around them. The book says those who surround themselves with similar personalities are at a disadvantage to those who are secure enough to be surrounded by people who strengths will compliment theirs.
The reinforcement theory was of interest for a consideration as a tool in my current work environment and possibly be utilized as intervention of controlling the behaviors of employees. Since, I have observed the negative behavior of employees displayed due to varies unjust reasons that demotivate them to perform at an optimal level. Therefore, I believe implementing positive reinforcement to rebuild trust and to motivate employees by acknowledging a job well done, reward programs, and providing challenging task would encourage them and give them something to strive for to be higher achievers. In addition, all things mention and utilizing the reinforcement theory can reinforce the desired behavior in the workplace. Furthermore, I think that
Most recent theories on motivation conclude that people will start certain behaviors under the belief that this behavior will accomplish desired goals or outcomes. With Lewin (1936) and Tolman (1932) leading the charge, the goal-oriented behavior led researchers to want to understand more on the psychological value people attribute to goals, people’s expectations on reaching these goals, and the structures which keep people striving to achieve these goals. After some recent findings on goal-oriented behavior, researchers were able to differentiate different types of goals, whereas before researchers assumed that goals that were valued the same, with the same expectations of achievement, would need the same amount
In my career…in my life I have been exposed to a handful of exceptional leaders that have influenced me in positive ways. For me, it took time to ascertain who those good leaders were – mostly because of my tendency to perform long and drawn-out analysis of their traits before forming a conclusion - typical ‘C’ personality (DiSC). The person that has always been at
The author believes that goals and desires require an individual to be motivated to move from one state of being to the next. This motivation encompasses the emotional, cognitive, social, and biological drives that trigger behavior (Maslow, 1943). Accordingly, the word motivation befalls the frequently used description of why an individual achieves a goal, and the term motivation originates from the Latin root movere, which means “to move.” Therefore, motivation stands as the state that “moves” an individual to act in a particular way. For instance, when one is lying on the beach on a warm summer day and begins to feel hot, the physical need to cool down might cause one to stand up, go to the water for a dip. If the heat remains too over-bearing,
Locke originally introduced the goal-setting theory of motivation in the 1960’s and based his research on previous findings by Ryan and Lewis (Miner, 2015), both psychologists who had studied the impact of intentions and
To know what makes an effective leader, one must know what leadership is. According to our textbook, the definition of leadership is the ability to influence a group towards the achievement of goals. In this case, the group is General Electronic Corporation. For a big business empire like GE, obviously, the final goal is to make as much profit as it can to please its shareholders. Let’s see what the article describes about how Jack influences his team to achieve this goal: “Growing a company that was valued by the market at $13 billion when he took it over in 1981 to a behemoth worth more than $400 billion when he retired last year is what is called wealth creation – big time.” Without Jack, GE couldn’t have today’s accomplishment.
With that interview, I have learnt a lot of leadership styles and motivational theories, which I studied in my University lectures from Mr. John. This paper is the reflection of what I learnt from him.
The basic premises of the goal-setting theory is the relationship between how difficult and specific a goal is and people’s performance. We live in a goal-oriented society as people usually adhere to specific targets with a plan of action for guidance. Lack of accomplishment of goals leads to job dissatisfaction. Locke’s Goal-Setting Theory from 1968 has been a powerful way of motivating people and is often utilized in whole organizations to increase focus and productivity. The more specific and difficult goals are designed the more likely staff can achieve these goals as opposed to being too vague or easy goals. An organization should consider the five following principles of goal setting: clarity, goal difficulty, goal acceptance, goal specificity and feedback. Organizations that set clear and challenging goals and are open to honest feedback have a greater chance of achieving goals. According to Locke and Latham (2002), goal setting can be useful in predicting job satisfaction. Job satisfaction is an important attribute for employee productivity and commitment to the
"Reward power is conveyed through rewarding individuals for compliance with one’s wishes"(Abudi 2011). Jack used this reward power, especially to his top 20% ranking employees. This changed the culture at GE in that being rewarded for success was something new. Employees strive for perfection, this really changed how people saw the business.
In his decades of business, one of the key characteristics that propelled Rockefeller to success was his strong leadership abilities. It wasn't his status, nor his age that made Rockefeller a great leader. Instead, it was his influence. People around him wanted to follow him; they were inspired by him to do more than they ever thought they were capable of. It was his ability to create a strong sense of teamwork and his own energy and passion that drove his workers and thus his company.
The Great Man theory postulated that great leaders are born not made. This theory attempted to identify the set of attributes that all natural born leaders have in common. There is indeed truth to the belief that some people inherently have more leadership gifts than others, however, it has now become clear that leadership is actually learnable. This perception birthed the trait theory of leadership that examines which individual characteristics should be pursued to lead effectively. The premise of this concept is if you possess certain traits and attributes people will follow you. The weakness of this theory is that it identified dozens of traits but no single set emerged as ideal for all circumstances. Closely related is the skills theory of leadership, as in trait theory it attempts to identify a key set of attributes but in this case practical skills rather than staple qualities of a leader. The premise of the skills theory is that if you want people to follow you, you need technical, conceptual, and persuasive skills along with diplomacy, affability and visionary acuity to see the big picture and to think strategically (Day, Fleenor, Atwater, et al, 2014). Next, there is the Situational Leadership theory which argues that there is no one size fits all model. Certain traits, skills, and styles fit better in one situation than another so a leader must adapt. Transactional leadership and transformational leadership are two theories that can be considered together. Transactional Leadership proposes there is a reciprocity of behavior between the leader and follower and people will follow based on the incentives in place. Therefore, the leader’s job is to find the right combination of rewards and
According to Greenberg (1999), motivation is defined “as a process of arousing, directing and maintaining behavior towards a goal.” Where “directing” refers to the selection of a particular behavior; and ‘maintenance” refers to the inclination to behave with consistency in that manner until the desired outcome is met.