Jack Welch 's Leadership And Transformational Motivation

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Jack Welch
How much money would it take for you to compromise your ethics and vision for the future of your company? For Jack Welch there was no number, and as a result when he stepped down from his CEO position at General Electric (GE), he was rewarded with a number larger than most of us can fathom in the form of a $420 Million severance package. The purpose of this essay is to show that while not always liked, Jack Welch acted ethically while leaning on his visionary leadership and transformational motivation skills to make his company the most valuable in the world (Leung, 2005).
First, this paper will detail a few key aspects that showcase Jack Welch’s visionary leadership, and his use of transformational motivation. Then will
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After the “people factory” was up and running, he focused his efforts on keeping everyone motivated and working toward his future vision. He used all of the “4 I’s” of transformational motivation from our Full Range Leadership Development lesson. First, he cared (Individualized Consideration). He understood the importance of treating individuals individually. He realized that it didn’t matter where the best idea came from. Every employee brought their own unique strengths and perspectives, and all were valuable to the team (Welch & Byrne, 2001).
He encouraged active thinking and challenging the norms (Intellectual Stimulation). In his “Work-Out” sessions, he used real-time problems within the company. If a proposal was developed during these sessions, managers were to make yes-or-no decisions on the spot. If that was not possible, there were specific deadlines for the decision to be made which he followed up on.
He also knew that in order to get new ideas to take off, he had to charm his employees (Inspirational Motivation). He had to appeal not only to their intellectual side, but their emotional side as well. They had to be excited about the future and see the changes as necessary to reach their shared goals. In his book Welch said “I had learned that for any big idea, you had to sell, sell, and sell to move the needle at all”(Welch & Byrne, 2001, p. 186).
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