CEO of BP Essay

Today’s potential leaders who have enhanced there skill with education in leadership, believe in the elements that they 've learned. The rational, technical reducible in today 's marketplace could be ill-equipped without the proper motivation and mentoring because motivation of followers isn 't created out of thin air. It’s accomplished by aligning individuals and members who take pride in their contributions and have an understanding of shared goals and values.

Leaders need to recognize that certain motivators may not always be the best motivators. Considering that some motives may be complex, they are usually a result of some initiative that an individual may have brought about based on their personality or experience. One way to persuade followers or employees is to offer them financial incentives to increase output and profits. However, the consideration of financial incentives should also consider the leaders behavior on the employees which may have influenced the employees to increase output and profits. A transactional leader focuses on tasks and behaviors rather than relationships. Traits and behaviors influence effectiveness of the followers not necessarily the motivating factors associated with the task, such as financial (Derue, 2011). Values of the individual need to be considered when considering which motivators should be used.

Frank Blake, CEO of Home Depot, has a participative leadership style that increasingly wins support from business leaders (“Home Depot tries”, 2007). Blake is known for great motivators with reward policies and thank you notes which made him good at both task orientation and people orientation in his management style. Robert Niblock, CEO of Lowe’s, has a balance of task orientation and people orientation with more employee participation and engagement.

Lacrosse soon hired his own apprentice and began to create a small business with a stellar reputation for quality windows. As the charismatic leader of LaCrosse Industries, he grew his workforce from this one apprentice to almost 25 people over the next eight years. Knowing he needed to continue to grow, he became a transitional leader. Transformational leadership is a leader’s ability to create a common goal, a vision, and inspire employees “to strive for that vision” (McShane & Von, 2015, p. 344). Using charisma, he developed and often communicated his strategic vision. It was during this time of

One of the character traits of another character Simon is he very helpful and hardworking. An example of this is when he was willing to help Ralph build and keep the fire. Another example of these traits is when Simon was helping the young ones and was nice to them.

He is a very caring and compassionate character, in contrast to other characters in the novel. Paralleling another very famous, and divine person in history, Simon proves he is angelic in nature by mirroring Jesus Christ in many ways. Lastly, when all have chosen the path of lawless, animalistic instincts, Simon is the endmost character

I think that prior to Simonic, it might have been difficult for other organizations to duplicate his Transformational Leadership style. My reason is that at the time, organizational and corporate cultures might have been completely different and there may have been a universal way of doing things throughout manufacturing companies as well as with Addy where profitability is the number one priority. . However, I do think that it takes just one person or company to be a game changer and only after their success, companies will realize the benefit of using this form of a certain form of leadership or organizational culture. In this case, after the successful transition Simonic brought to Alcoa and making safety its number one priority, more and more companies may have followed with his leadership style and with

I really like some of the points you made from the reading. One such point was that Westwood Publishing had never laid anyone off, in its entire sixteen-year existence. While on the one hand, this shows that leadership is dedicated to their employees. This comes despite necessary changes that were neglected along the way, and that is why they are in such disarray now (Borromeo, 2014). It is important for leadership to understand that their ultimate goal is create profits for their shareholders, the bottom line. How they treat employees obviously has a say in that, however sometimes hard decisions have to be made for the good of the company. Jim Collins points out in Good to Great, that one of the fundamental factors that leads to organizational success is “first who” (Collin, 2001). This is a double-edged sword in that the most important facet of an organization is not only ensuring that the right people are put into the right leadership positions, but also that those who aren’t meeting expectations are removed from their positions before negatively affecting the company.

The path-goal theory’s focus is on the leader’s behavior that can allow for the employees to reach personal and organizational goals. A leader’s attitude has impact on the attitude of the staff. Leaders can reward employees when goals are met which can increase employee motivation, job satisfaction and overall productivity (Schultz, 2010). This theory identifies four styles of leadership as directive, supportive, participative and achievement-oriented (Schultz, 2010).

To begin with, the authors are crystal clear when it comes down to laying out the blueprint the requirements needed for a successful leader. Stepping into any profession requires patience and clear thinking. The authors mention “taking a minute out each day of your leadership can really make a difference between a good and a bad leader”. Throughout the book, the authors step into depth explaining why it is necessary for the leaders to take just one minute out of their day to notice any noteworthy changes in relationship within the firm. By being packaged in the box the entire day and not thinking and stepping out the box, it can cause delays in work and/or possibly an unsuccessful firm. The authors move on to speaking about the different levels of management and the flexibility that occurs at those various levels.

Simon is quite an excellent individual and I personally knew he will excel in any position given to him. Below are the 3 ways Simon can improve upon

I chose this book in hope that it could help me understand the difference between managing and leading. In addition, I wanted to gain more knowledge and tools to help myself grow as a leader and help develop all of my subordinates that I may have to time throughout my career. The book jacket for this book is ultimately why I decided to read the book because it truly grabbed my attention. I found it interesting that John C. Maxwell is a #1 New York Times bestselling author (Maxwell, 2013). Moreover, the book jacket continued to catch my attention by stating to be more than a boss people are required to follow, you must master the ability to inspire and invest in people (Maxwell, 2013). I particularly found the “invest in people” line most interesting and caused me to want to read and learn more about the authors perspective on leadership.

The purpose of this paper is to demonstrate the relationship between employee satisfaction, employee motivation, and leadership in Arris Group Inc., a large telecommunication manufacturing company. My goal was show how Bob Swanson, the Vice President of Global Retail Sales, leads and motivates his employees and helps them develop their technical and personal skills. I wanted to explore his leadership style and make connections to the several organizational behavior theories he unknowingly but effectively uses within his team. My plan is to discuss both employee motivation and job

The case study Renovating Home Depot was the case of a leader who joined a successful business only to discover that the company was running out of growth opportunities and also did not have the basic systems needed for increased growth in place. Robert “Bob” Nardelli was chosen as the CEO of Home Depot based on his proven ability to reenergize slow-growth businesses. He was a leader that went all out to achieve his goals and was identified as someone who was “comfortable in his own suit”, and believes in being successful his own way. He made several innovations which were used in General Electric (GE) where he recorded past successes. We see the success demonstrated in the growth of revenue in Home Depot, as well as opening

(McShane & Von Gilnow, 2010, p. 380) Lars Peeters demonstrated the leadership competencies; he had extensive industry knowledge and global experience (knowledge of business), a high octane energy level (personality characteristics), self-confidence (self-concept), and a congenial yet strongly persuasive interpersonal style (leadership motivation). (McShane & Von Gilnow, 2010, p. 380) Peeters lived up to his reputation as a decisive executive (practical intelligence), he also had a unique “presence” which caused people to pay attention and respect his leadership (emotional intelligence). (McShane & Von Gilnow, 2010, p. 380)