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Transformational theory of leadership 1978
Challenges of transformational leadership
Challenges of transformational leadership
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Peter Löscher, the former CEO of Siemens Corporation, helped the company get out of a precarious predicament. Using his transformational leadership, his unique qualities of intelligence, knowledge, expertise, self-confidence, integrity, and maturity and his legitimate and expert power he helped dig Siemens out from a deep hole of legal problems that it could not have survived without his help. With his cross-cultural leadership style, Löscher was able to motivate and influence the variety of employees that worked for him to move Siemens to a better place in the business world. Even with this help and the great qualities he possesses, Löscher was only CEO of Siemens for 6 years.
Going into Siemens Peter Loscher was faced with many challenges mainly the bribery scandal. Many wondered how he was going to turn the company around. Loscher went back to the basics, transforming an organizational tall structure to a flat structure to ensure better control of the organization and to make efficient decisions through more effective communication. Depending on his cross-cultural leadership style, meaning he contains the ability to motivate and influence members of different cultural groups into achieving the valued outcome. The first thing he did was ask for 100 days before making any decisions. Loscher was quoted saying “When in business the underlying principle is trust.” That’s exactly what Loscher did with his first 100 days as CEO. He spent his time getting to know the company and engaging with individuals. He was assessing the need for change. Traveling around the world from China to India to Japan to Brazil to the U.S., he settled into a routine meeting with customers over breakfast, politicians, high-potential Siemens employee at lun...
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...ng by finding solutions to problems together.” This does not mean that Siemens will stand by if Russia breaks international treaties.
Siemens is also involved with building facilities for offshore wind turbines on the east coast of England, since Britain is quickly expanding into wind power. Siemens is investing about $264 million in the production and installation facilities because of the promising prospects for the offshore energy market in Britain, supported by the government. The company again is headed in the right direction.
Works Cited
http://www.nytimes.com/2011/07/31/business/siemens-ceo-on-building-trust-and-teamwork.html?pagewanted=all&_r=0
http://usatoday30.usatoday.com/money/companies/management/advice/2010-02-14-siemens-CEO-advice_N.htm
https://knowledge.wharton.upenn.edu/article/siemens-ceo-peter-loscher-a-company-is-only-as-good-as-its-values/
Prior to Fuller’s transfer, management at the Carson’s location was poorly run using the classical approach. While this approach can be successful, management has to find a good middle ground between caring for the company and caring about their employees. A traditional classical approach recognizes that there are five important factors to running a successful business (Miller, 19). According to text, these factors are planning, organizing, command, coordination and control (Miller, 19-20). These factors can be seen when you look at Third Bank as a whole. In the study, the CEO saw the issues in his company and put a plan together to improve. He had meetings with management, like fuller, to organize a solution. He then commanded all locations
...ties and differences of the leadership of Steve Jobs and Fr. Jose Arizmendiarrieta that the leadership required for organisations to succeed is unique to the goals and definition of success portrayed by the leader. Their leadership styles were reflected in the organisations development and it can be seen why leadership in organisations is of such importance. What is also clear is that there is no right or wrong way to lead – Fr Jose achieved a sustainable profitable cooperative, Jobs archived a highly profitable company. The leadership practice used needs to fit the organisations vision, the needs of the stakeholders, and be ingrained into followers. The followers need to buy in to the leader’s vision and goals and play their part in implementing the steps required for success. The leader is ultimately responsible for guiding the followers along the path to success.
Pfeffer, J., & Sutton, R. (2006). Are Great leaders in control of Their Companies?. In Hard Facts,
In 2009 when Sergio Marchionne took over one of the Chrysler plants had around 200 workers and by the end of the summer over 4500 people were employed; at that location alone. During his 60 minute interview Mr. Marchionne gives a lot of acknowledgement to his employees crediting them for the successful turnaround in the company. This shows us that he is the type of leader who would motivate through the positive reinforcement theory because his positivity in the comments to his employees shows that he isn’t taking full credit for all the work that was done and the success that has happened. When Mr. Marchionne became CEO of Chrysler he moved his office down where the engineers work on the 4th floor. “No need for a top-floor penthouse, which sits empty where a chairman and three vice chairmen used to be, when a fourth floor office will suffice.” (Allpro.com). This was one of his first step in creating change of direction in a company which was used to being lead by leaders who didn’t fully engage with the employees. Another point to mention, and a result of his close contact with the engineer, is that the engineers were performing for him and were able to get a brand new car model designed and produced in less than a year; which proves his leadership style works. In order for a great leader to get this kind of effective cooperation from his employees shows his skills in leadership. By giving them positive reinforcement and being a motivational leader with high hopes with an optimistic vision for the future he was able to get them to perform and meet his standards and goals in a short allotted amount of time. This constrictive timeframe was strategic in reentering the automotive industry with a new product to boost sales and pro...
There are so many examples of Pausch working hard to achieve his goals and dreams in this book. As a child, Pausch stated that one his childhood role models was James T. Kirk of “Star Trek.” I learned so much by watching this guy in action. He was the distilled essence of the dynamic manager…” (Pausch 50).
Sears Holdings is a company in transition. Now, faced with adversity and the threat of bankruptcy looming its leadership has come under scrutiny. “Great leaders not only have drive; they want to lead. Also important is a high need for power, a preference to be in leadership rather than follower positions. A high power need induces people to attempt to influence others, and sustains interest and satisfaction in the process of leadership. When the power need is exercised in moral and socially constructive ways, rather than to the detriment of others, leaders inspire more trust, respect, and commitment to their vision (Bateman, pp 399, 2007).”
This paper will explore how the company is fairing under the leadership of its current CEO, Andrea Jung. There are two opposing views regarding the company's current and future success. One group feels that the firm has a promising future with Jung at the helm while the other group does not. This paper will analyze the pros and cons uncovered by each team member and discuss which view prevailed in the debate and why.
Microsoft is a computing software company. Microsoft was made and founded on April 4th 1975 by two young men who were captivated by computers. Their names were Bill Gates and Paul Allen. The homebase was in Redmond, Washington. Microsoft became one of the most famous and successful companies in the world. “Microsoft was one of the pioneers responsible for bringing the personal computer into the lives of millions of people.” (Musolf). The company has had such a great impact that now the name “Microsoft” is now virtually synonymous with computer software.
Roberto Goizueta and Jack Welch are two of the best leaders in American companies. Welch and Goizueta Leadership Assignment Introduction = == == ==
Lou Gerstner's IBM 1. What struggles does Lou Gerstner face in his plan to make IBM network-centric? Consider internal and external impediments. In order to make Lou Gerstner’s plan effective he had to make many changes with in the IBM company. Gerstner set up a team with Jerry York and Richard Thoman along board.
Siemens is a German conglomerate that specialise in electronics and electrical engineering. They currently operate in four different sectors, these being Healthcare, Industry, energy and Infrastructure & Cities sector (Siemans a). They are represented in 190 countries (Siemens b), employ around 362,000 employees (Siemens c) and in 2013 achieved a revenue of €75,882 million and a net income of €4,409 million (Siemens d). This essay will focus on Siemen’s energy sector.
Seeing a tense relationship between employees and management, Paul Simard, wanted to find a way to improve the relationship between them. His opinion, after taking a seminar on building trust in the workplace, was that if a valid degree of trust could be met between employees and management, then it would build a preferred working environment, lessen stress, and raise work productivity. His first move to create
When Jack Welch was named CEO of General Electric, Welch saw a company in trouble even though the business world saw GE as an intrinsically healthy corporation, secure in its position as a world industrial leader. Welch knew that the company was too large to fail yet GE was too unwieldy to adapt for further growth. The changes he instituted restructured and revolutionized GE and made Welch the most respected CEO in business today. After reading the book there were three parts that really stood out for me.
Wind turbines are a great source of energy all around the world. Wind Turbines produce wind energy that can be used to power our homes. Wind turbines convert Kinetic energy into mechanical power. Then this mechanical power gets generated into electricity. Wind turbines make energy by the wind turning the large blades, which spin a shaft that is connected to the large blades, which then operates the generator making electricity. One new idea is building wind turbines offshore in the mid-Atlantic. Offshore building of wind turbines means that these large turbines will be placed in the Atlantic Ocean. The building of these wind turbines will provide energy to states like Maryland, Delaware, New York, Virginia, and New Jersey. These states want to start this project as soon as possible so that the states can start saving money. Since these regions right now are burning fossil fuels uncontrollably with incredible impacts (not only to our air, but to our health) it is crucial to start right away. Offshore wind turbines will provide more jobs, cut pollution, stop warming of our planet, and save us energy costs. These wind turbines can make enough energy offshore to power about 500,000 thousand homes. However, many people disagree with this idea because they believe it is too expensive.
... and tension will use the leverage gained from interdependence as a weapon as against each other. E.g., Russia is using its power as a main supplier of gas and oil to weaken the harsh international condemnation.