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Leadership Theories & Approaches (i.e. Transformational Leadership)
Transformation leadership examples
Challenges of transformational leadership
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Visionary and ethical leadership are at the forefront of organizational success. The visionary leader can see where they want to be and blaze a trail to the finish line. Ethical leaders lead by knowing and doing what is right. The purpose of this essay is to showcase Andrew Carnegie’s visionary leadership while examining his struggle with ethical leadership. Andrew Carnegie was a Scottish immigrant who moved to New York in 1848 (Luke, n.d.). He worked his way up the ladder from a poor immigrant to a pivotal figure in history. This essay begins examining the visionary leadership characteristics of Carnegie. It showcases his vision, the path he took and the results of his dedication. Furthermore, several examples of Carnegies visionary leadership is tied into the SNCOA course fourteen curriculum. The next section focuses on Mr. Carnegies ethical leadership challenges. The section overviews the areas in which ethics were not considered. In addition, examples and comparisons of the absence are taken into account. The final section correlates the visionary leadership and lack of ethical leadership as it relates to my personal experience. Furthermore, this section reveals the impact and changes to my leadership style. We begin the essay with a look into Andrew Carnegie’s visionary leadership.
Visionary Leader
Andrew Carnegie created the American steel industry and has contributed more than anyone else to thrust America into the modern age through his visionary leadership (Solyak, 2014). Carnegie had his early start working for the rail road industry based out of New York. According to Solyak (2014), “Carnegie stunned his bosses by the many risks, daring ambition and rule breaking, bust always taking responsibility and ...
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...his transformational leadership style and how he used extrinsic rewards to motivate his people to follow his vision. In addition, Carnegie is a creator and a refiner. His methods were sound and he succeeded due to his influence and personal drive towards success. When it came to ethics, Carnegie was not at the top of his game. His relentless drive for perfection led him into many ethical traps and continued absence of intellectual traits, universal intellectual standards and hindrance in critical thinking. Finally we looked at how Carnegie’s display of transformational leadership and display of unethical leadership personally impacted my views on my own leadership. Visionary leaders balanced with ethical leadership are unstoppable. They create a successful and productive environment essential to driving the United States Air Force into a productive future.
In Mr. Collin’s speech on Thursday, April 3, 2014, he highlighted a few of the most imperative principles of the thirty-five principles outlined in his “Creative Followership”. Collins suggested that through application of these principles, any individual has the potential to be passionately committed and deeply involved in their organization or project - and even in their personal life. All of this without having fashion his or her self into the next Andrew Carnegie. His or her contribution does not have to be as leader to be immeasurabl...
Industrialists Andrew Carnegie and Henry Clay Frick could not have come from more different backgrounds. Carnegie was born in the Scottish town of Dunfermline to a very poor family in 1835. When he was 12 years old, his father, a weaver, decided to move the family to the United States in search of better prospects, arriving at what was then the municipality of Allegheny, Pennsylvania, now part of Pittsburgh’s North Side. By that time, Pittsburgh was already known as a major center for the production of steel and other metals. In 1853, at the age of 18, Carnegie was hired as a telegraph operator for the Pennsylvania Railroad, and became a protégé of Thomas A. Scott, who would soon rise
Andrew Carnegie, the “King of Steel”, the benevolent employer, the giant of industry, was among the greatest influences of the second industrial revolution. It is sometimes questioned whether Carnegie was the ruthless, sneaky steel tyrant some made him out to be, or the generous, benevolent education benefactor he appeared to be. I believe him to be a combination of both, but more so the great giant of industry.
He went to London in 1872, saw the new Bessemer method of producing steel, and returned to the United States to build a million-dollar steel plant. Foreign competition was kept out by a high tariff conveniently set by Congress, and by 1880 Carnegie was producing 10,000 tons of steel a month, making $1 1/2 million a year in profit. By 1900 he was making $40 million a year, and that year, at a dinner party, he agreed to sell his steel company to J. P. Morgan. He scribbled the price on a note: $492,000,000.”
Leaders who treat their employees with fairness, honesty, and provide frequent, accurate information are seen as more effective. According to Robbins and Judge (2014), “trust is a primary attribute associated with leadership and followers who trust a leader are confident their rights and interest will not be abused” (p.193). The old General Motor Corporation had eleven different CEO’s from 1923 until 2009 each with their own unique leadership style, which directed employees toward the organization goals. Unfortunately, many of the top level managers under the CEO’s had the tendency of filtering out information that did not match up with their pre-conceived notions about a particular issue and they lacked upward communication. One consumer goal of General Motors was to build trust in the company so people would be repeat customers, but building trust between employees and establishing an ethical culture was not a top priority of the organization. Goal directed leadership alone is important, but differs from a structure of leadership based on ethics. It is important to note, that effective leadership may not be the same as leadership founded on ethical principles. Business competence must exist, along with personal leadership accountability in ethical decisions. Within the General Motors organization, ethics and leadership did not interconnect; there were misalignment between the
Heroes and leaders have long had a popular following in literature and in our own imaginations. From Odysseus in ancient Grecian times to May Parker in Spider-man Two, who states, “We need a hero, courageous sacrificing people, setting examples for all of us. I believe there’s a hero in all of us, that keeps us honest, gives us strength, makes us noble” (Raimi, 2004). Organizations need heroes, too. We call them organizational leaders. The study of organizational leadership, then, is really the study of what makes a person a successful hero. Or, what processes, constructs, traits, and dynamics embody the image of a successful leader.
In the mid-nineteenth century, Andrew Carnegie created the Carnegie Steel Company, the largest steel monopoly during the Industrial Revolution, which dominated Pittsburgh’s industrial production and economy. Because of this, Pittsburgh was dubbed The Forge of America. Because the Carnegie Steel Company was so dominant in Pittsburgh’s economy at the time, the history of the company serves to explain the history of industry at the time.
Carnegie joined Thomas Scott during the civil war and developed a military graphing system. After this he advanced from telegraphy going through railroading and bridge building until he found himself in steelmaking, where he would make his profit. Due to his practical and ambitious ways, Carnegie wanted to dominate the steel industry, leading him to be tyrannical and a dishonest. Carnegie’s talent lied within promoting and selling steel rather than the technical part of steelmaking. Much like Rockefeller, Carnegie was also philanthropic because he gave much of his money away to build libraries, hospitals, parks, etc.
Andrew Carnegie is known as the man who was born in the poorest living conditions but died one of the richest men in the world. He was renown for his judgment of character and business opportunities. He is most widely recognized for providing the capital and opportunity for an innovation that would make steel stronger and more affordable. Andrew Carnegie is a major driving force behind the industrialization of American and the impact that he had can still be seen today across Pennsylvania and the World.
Carnegie saw how bad the wooden railroads were, so he proceeded to slowly replace them with iron ones. Carnegie's charm, perception, and hard work led to becoming one of the world's most famous men of the time, and led to the first corporation in the world with a market capitalization in excess of one billion when he sold his companies to John Morgan who called them United States Steel Corporation.
In the early 1870s Andrew Carnegie became the largest steel producer in the nation and one of the richest men in America. According to lecture 3, Andrew Carnegie had few regulations, which made him a wealthy and dominant force in the U.S. Carnegie’s steel mill was located in Pittsburgh, Pennsylvania. Carnegie’s steel worker made to work in a dangerous and a poor work environment. The working conditions at the steel mill were so dangerous that it was likely they would lose their life. Carnegie forces his worker to work a twelve-hour workday. The steel workers wanted to work in a better work environment; they organized a steel worker’s union.
Known as the “King of Steel”, Andrew Carnegie was the benevolent employer and is considered one the most influential people of the second industrial revolution. There has been great debate about his true character. Some consider him a tyrant; one who was only concerned about his advancement of ideas. On the other hand, another group sees him as a generous educator. There is evidence that points to both sides; however, the best way to see him is as a combination of both. Nevertheless, there is no debate on his impact in the industry.
The emphasis on leaders being not just executives and managers, and that not all executives and managers are leaders, is extremely vital. Anyone can strive to be a leader in whatever organization in which they are involved. Bennis and Nanus claim that leadership is about character, setting the example for how team members treat one other (and in a corporate setting, their clients as well), being truthful and sustaining organizational trust, and encouraging themselves and others to learn. On one hand, it can be easy to see how many people in leadership positions do no match up to these standards of leadership. On the other, it seems a bit like common sense to be truthful to others and to effectively communicate with people who work together everyday. Leaders is an effective tool for summarizing and inspiring leadership not in that it teaches tough strategies and manipulations, but that when looking at an overview of its content, Bennis and Nanus are essentially teaching human relations and human decency. All in all, this book highlights strategies for us all to be better in our lives and our everyday
Although there are many outstanding, albeit necessary qualities of a good leader, it is the leader’s beliefs in which greatness is given its first breath, fostered by action, and spread throughout the institution. A great leader believes in encouraging, not destroying; in setting the precedence instead of yielding to prominence ; in collaboration, not division; in giving, not taking; and in having high standards and volunteering to be the first of many to be held to them. A great leader does not take advantage of the people being lead, but instead, creates an advantage for the people by giving them the opportunities to lead. Only when people take ownership of an institution will passion be cultivated, action be taken, and greatness be achieved.
Ethical leadership organizational ethics and socially responsibility are inseparable (Johnson). Leadership is not a inherited gift or family heritage; it is not a degree from an ivy league graduate school. Becoming a leader is an intentional process of growth that must be lived out experientially (Mullane). Ethical leaders demonstrate three distinctive characteristics, knowledge, action and character. Leaders have to have the ability to say “yes” or even “no” to a never ending series of challenges. A leader needs to be able to define their values, character and leadership style. When accepting the role of leadership you become encumbered by ethical issues and concerns. .