Ge Case Study

In this type of leadership, the leader is always welcoming new ideas, new ways of doing things and new opportunities for employees. The line of communication is very open, employees

This book identifies three standards of employees which each may require a different method of leadership form the same leader. These employees

Jack Welch joined General Electric (GE) at age of 24 and he worked all the way up until becoming CEO at the age of 45. He has been able to turn GE into one of the most successful enterprises worldwide. In order to do that, he adopted a really different approach from the other business leaders; indeed, he focused on the development of human abilities; this process allowed him to drive a change through a big organization as GE (Francis, 2014). First of all, he believes that the key element to

Welch had been the heart of the most widespread and strategic disruption and transformation in GE’s history. He

In the reading by Daniel Goleman, the six different type of leadership are described, and defined. The writer states the different types are Coercive, Authoritative, Affiliative, Democratic, Pacesetting, and Coaching (Goleman, 2000). “Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds, and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction, and coaching leaders develop people for the future,” (Goleman, 2000). The reading state out of the six, Authoritative leadership is the type which has the most positive effect on workers because in the realm of Emotional Intelligence it shows empathy, and self-confidence (Goleman, 2000). The other positive leadership styles are Affiliative, Democratic, and Coaching (Goleman, 2000). In all of these types, the common theme is empathy, and working together.

I’ve been employed at this agency for over two years and have worked under 3 bosses. I can definitely say that Decotils statement about there being three types of leaders is true. Luckily, I have a great boss who “walks the walk.” I believe that if a good leader leads by example, those under him/her will follow. My boss, Ed Camacho, believes in our capabilities as employees and is always there to support us or help us with any task at hand.

An effective leader has many factors that enable them to be successful. Some of the key characteristics of an effective leader are passion, charisma, dependability, problem solver, communication skills, and multi-tasking abilities. Marquis and Huston (2015) describe four types of leadership styles; autocratic, democratic, laissez-faire, and bureaucratic. The autocratic leadership style deals more with acquiring control and accomplishing tasks rather than relationships (Marquis & Huston, 2015). This type of leader generally makes independent decisions and uses force to implement power. Democratic leadership differs by having human relations and teamwork as the main focus (Marquis & Huston (2015). This leadership welcomes open and two-way communication. Laissez-faire leadership has minimal established policies abstains leading (Marquis & Huston, 2015). The bureaucratic style leans on established rules and policies and lacks security (Marquis & Huston, 2015). Most of the time, the rules are inflexible and the relationship with staff is impersonal. An effective leader can recognize the needs of the organization and foster that leadership style. W.C. recognizes fairness, consistent decisions, listening ability, and knowledge of the field as key qualities in a leader. She believes she has a combination of democratic and bureaucratic leadership styles. Her bureaucratic style promotes corporate policies and mandated regulatory compliance. Part of the qualities of a

One would find Chrysler Chief Executive Officer (CEO) Sergio Marchionne’s approach to organizational change heavy handed. Mr. Marchionne’s decisive terminations and quick judgement calls on executives to surround himself with were a shock to the organization (Kreitner & Kinicki, 2013). Leaning more toward a Market culture in the Competing Values Framework would appear to have been a more direct and effective way to shift the direction of the organization (Kreitner & Kinicki, 2013). Control was Mr. Marchionne’s top objective and he accomplished this goal, but at what cost. With the Market quadrant as a primary guide, Mr. Marchionne could have pushed quicker into being competitive and molded the company to be more customer focused (Kreitner &

I appreciate you adding more historical information throughout your post. I find that both Jack Welch and Dennis Hightower were at the right place at the right time and they ultimately were able to successfully implement the needed change for their respected companies. In today’s business world and taking consideration of the growth of globalization, leaders and organization should recognize that change is continuous. Jick & Peiperl (2011) expands on this issue by stating:

Leadership is built on a hierarchy of stages, and a leader gradually grows through the levels or may even land anywhere among the levels. Level 1 is a leader who is able to make decisions for the organization based on their skill levels and background knowledge. Leaders performing at Level 2 effectively work with others in a small setting by contributing their own capabilities. At Level 3, the leader is a competent manager who utilizes resources and personnel toward predetermined objectives. The Effective Leader at Level 4 works towards the vision by setting high standards for the organization. Level 5 Leadership, which transforms an organization from good to great, refers to leaders who not only accept humility, but also professional will. The great leader strives to make the organizational successful, not just themselves. He or she does “whatever needs to be done to make the company great (2001, p. 30).” This level of leadership is exhibited in the Gillette case. The CEO, Coleman Mockler, and his leadership team strived to make the

If I had to describe the leaders in this chapter I would describe them as risk takers. Companies such as, Kimberly Clarke, possessed an aggressive leader that drove their companies to the top despite the many doubts surrounding them. When placed in leadership positions the person must be willing to elevate the staff, because the employees are the most vavluable asset and with that should come an investment in them. This exact situation occurred with Rubbermaid whom the CEO, Gaut a person after his own personal rewards and benefits, did not choose an remarkable successor to follow which resulted in the downfall of the company. Gaut was said to be a self absorbed dictator when it came to business, nonetheless, most level 5 leaders were often described as living modest lifestyles and never wanting to be one for the

Jack Welch is the CEO of General Electric (GE). He has an exceptionally legitimate methodology with regards to dealing with his organization. As indicated by the video, Jack Welch anticipates that his workers will be lively, have high official capacity, and be energetic with an edge. Be that as it may, there is an extensive contention encompassing Jack Welch. Jack Welch sorts out his representatives in various levels taking into account execution. His classifications include: top entertainers, center seventy percent, and underperformers. He clarifies that in spite of the fact that it is not genuine that he fires the underperformers, by arranging them he expect that they will either abandon themselves or work much harder to remain. Along these lines he is basically making them mindful of where they remain in an association and to know about the commitments expected of them. This likewise permits him to have an unmistakable picture of who to remunerate alongside who needs change. Besides, he seeks after 'Winning is everything ' methodology. This appears to recommend that Welch is a man who thinks more about the result than the procedure and assets that go into creation, including his representatives.

Immediate Concern A successor has to be found to replace the retiring Jack Welch, as no suitable candidate has yet been determined. This is becoming a concern for shareholders who want to realize the same returns they have been receiving under the Welch regime. The new CEO needs to be dynamic to lead this complex organization, and sustain the rate of growth realized during the Welch era.

Here the focus has shifted from the leader to leadership. Two primary dimensions of behavior: task-orientation and follower-orientation. Thus, two types: authoritarian and democratic with differences reside in the focus of power. Productivity is expected to be higher in the democratic dimension.

Jack Welch’s vision of what GE was possible of gave the company a vision for twenty years while he was the CEO and chairman. He states, “leaders make sure people not only see the vision, they live and breathe it.” (Winning, pg 67) He not only allowed for employees to stretch, but demanded it. In teaching workers to stretch Welch knew that workers “may fail. In fact, they probably will fail. But stretching, and stretching the business, is going to improve performance results.” (Jack Welch on Leadership, pg 105) He also states that “only by setting the performance bar high did it become possible to discover people’s capabilities.” Jack Welch’s emphasis on candor and breaking the bureaucracy of modern business separated him from his contemporaries. He excited others of the possibility of being the biggest and best company in the world and rewarding his best employees that shared the values of GE. According to FORTUNE Editorial Director Geoffrey Colvin In "The Ultimate Manager, Welch leads the annals of management history not for anticipating the new world's changes ahead, but for acting on them: "His great achievement is that having seen it, he faced up to the huge, painful changes it demanded, and made them faster and more emphatically than anyone else in business. He led managers into this new world, which we still inhabit, and just as important, he showed business