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Perot Systems Leadership Paper

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Perot Systems Leadership Paper
Leadership is the flourishing interaction between a leader and employees. "Leadership is a special case of interpersonal influence that gets an individual or group to do what the leader or manager wants done" (Schermerhorn, Hunt & Osborn, 2003, p. W-56). When employees are continually motivated to accomplish any task, leaders are successful. In today's progressive business world, leaders must adapt company policies, behaviors and procedures to maintain a healthy organizational culture. A successful leader does this by focusing on group dynamics and teamwork, and by motivating and reinforcing employees. The case study of the Perot Systems represents defining examples of behavioral theories of leaderships
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This leader builds solid relationships and believes in teamwork. Mr. Meyerson was not happy with the state of the organizational culture at Perot Systems. He "wanted to move Perot Systems toward a corporate model that recognized that the larger issues in life mattered as much as the demands for profit-and-loss" (2003). In analyzing the group dynamics, he did not like what he found. "Listening to senior management talk about how they handled low performers on teams bothered him" (2003). He decided to offer them something they couldn't "get in most high performance companies: a human organization" (2003). Perot Systems used a system of financial rewards as motivational incentives. In addition, Meyerson initiated a compensation system on job performance evaluation by peers and customers (2003). As long as the incentives are meaningful, whether they are intrinsic or extrinsic the encouragement is designed to give the worker satisfaction while taking the organization in the right direction. Mr. Meyerson showed that his primary concern of his leadership style and behavior was to benefit his employees.
In contrast, Mr. Perot combined the leadership styles of initiating structure and production-centered. "A leader high in initiating structure is more concerned with defining task requirements and other aspects of the work agenda; he or she might be seen as similar to a production centered supervisor" (2003). The primary
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