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Importance of leadership to an organization
Importance of leadership to an organization
Importance of leadership in a company especially in achieving goals
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Setting the strategic vision of the company is a prime example wherein a CEO can be solely responsible for leading a company to glory or unleashing a catastrophe. An example of successful strategy formation by the CEO alone rests in the case of Intuit’s CEO Scott Cook who was directly responsible for Intuit’s success in 1991 when he unveiled his new company vision and strategy. Cook dreamed that Intuit would become the nucleus of computerized personal finance in the world and infected all his employees with this strategic vision, which led Intuit to be a knockout company success taking it from having 120 employees and one product to a mega company with thousands of employees, a myriad of products and a billion dollar net worth. The sole power of the CEO as an agent of change success, in this example, is evident as Scott led Intuit in becoming the worldwide victor in matters of personal finance (SOURCE) by forming a great vision and strategy. Scott was a successful example of a CEO that established and created a mood or character of the company, then determining the corporate strategy to bolster his mission and merging the resources and maneuvers wih opportunities to execute it. On the other end of the success spectrum we face John Aker, CEO of IBM who paralyzed IBM with his lack of decisiveness at a critical point in the tech industry’s evolution, which led to a loss of several billion dollars. Bob Allen, yet another CEO who lacked solid strategic direction, singlehandedly forced not only a disastrous merger of AT&T and NCR Corp but also lost the company 12 billion in a few months, laying off 50,000 poor AT&T workers. So much to the power of the CEO in being the undoing or the saving grace of a company. Another reason why CEO... ... middle of paper ... .... 2013. . Myatt, Mike. "CEOs: Are You an Effective CEO?" Are You An Effective CEO? by Mike Myatt. N.p., n.d. Web. 22 Dec. 2013. . Byrne, John A., William C. Symonds, Julia Flynn Silver, and Karen Lowry Miller. The Training and Development Sourcebook. Comp. Lloyd Baird, Craig Eric. Schneier, and Dugan Laird. Amherst, MA: Human Resource Development, 1983. 263-69. Google Books. 1994. Web. 4 Jan. 2014. . http://www.cnbc.com/id/30502091?slide=12 http://articles.latimes.com/1993-01-20/business/fi-1540_1_chairman-john-akers
The CEO needs to create a corporate culture. His culture will determine what people should be doing and what should do not be trying. He can decide who will stay, who will leave, and how the job will get done. Culture starts with the boss. He can decide how he wants people to act and start modeling the behavior publicly. STOPPED HERE…!!!:)
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
CEO Johnston also has plans to bolster the company’s leadership with the best minds available and also use motivational techniques to invigorate his employees. These ideas show the character of the CEO in enhancing productivity from his work force.
Throughout history, the organizational landscape has been highly competitive. Effective leadership aligned with the core corporate strategy can serve as a powerful lever to achieve success in a fast paced business environment. We have seen great leaders taking their businesses to new heights. They knew how to build great companies while treating their employees well, how to improve or change dysfunctional corporate cultures, reinvigorating tired brands and develop new strategic plans. Others proved themselves difficult to work for, stubborn and even out-of-touch. The following report analyzes the leadership of Robert Nardelli who is the chairman and Chief Executive Officer of Chrysler.
Krames, Jeffrey A.. What the Best CEOs Know : 7 Exceptional Leaders and Their Lessons for Transforming Any Business.
Yvon Chouinard is an environmentalist, entrepreneur, and philanthropist, legendary climber, and surfer. He is also a writer, writing essays on outdoor climbing issues and ethics, and more recently publishing a book about mixing environmentalism and sound business practice in corporate policies (Green Economy Initiative, 2011). Chouinard is most noted for his clothing and gear company, Patagonia, Inc., where he has constructed a culture that strives to create an ideal working environment where employees thrive and become more productive at the same time. Patagonia’s environmental ethic is outstanding, having founded 1% For the Planet, an alliance of businesses that contribute at least 1 percent of their net annual sales to approved environmental organizations, and is working to revolutionize supply chain transparency in their company. Sustainable business practices have been at the core of the company since it was founded in the late 1950s – long before sustainability and being “green” became buzzwords. Yvon Chouinard is not only a successful business person, but a leader with discipline, vision, and influence.
Fred J. B. & Fottler, 2011.Fundamentals of Human Resources in Healthcare. Health Administrative Press, Chicago, Illinois. Print.
Sears Holdings is a company in transition. Now, faced with adversity and the threat of bankruptcy looming its leadership has come under scrutiny. “Great leaders not only have drive; they want to lead. Also important is a high need for power, a preference to be in leadership rather than follower positions. A high power need induces people to attempt to influence others, and sustains interest and satisfaction in the process of leadership. When the power need is exercised in moral and socially constructive ways, rather than to the detriment of others, leaders inspire more trust, respect, and commitment to their vision (Bateman, pp 399, 2007).”
Reed, S. M. & Bogardus, A. M. (2012). PHR/SPHR Professional in human resources certification study guide. (4th ed.). Indianapolis, IN: John Wiley & Sons.
Training is an integral part of any organization’s development and is an ongoing process. Training programs will vary according to the position held within a company. “Training is a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job” (DeCenzo & Robbins, 2007, p. 223, para. 1). Good organizations can be linked with the training and development of good employees. Any organization’s success in growth and innovation is dependent upon the talent, motivation, and leadership of its employees. Efforts made to recognize the value of each employee and the job he or she performs will contribute to a workplace environment that inspires, supports, and rewards employee development.
Approaches to Training and Development. Cambridge, MA: Perseus Group, 2003. Print. The. Locke, Edwin A., and Gary P. Latham. New Directions in Goal-Setting Theory.
Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR: Professional in human resources certification study guide (4th ed.). Indianapolis, IN: Wiley Publishing, Inc. ISBN-13: 9781118289174