Honing Leadership Skills At Chapter Level â€Myassignmenthelp.Com

Question: Discuss About The Honing Leadership Skills At Chapter Level? Answer: Introduction: John Francis Jack Welch, Jr is one of the pioneers in the world in the field of leadership who is respected as the CEO who changed the face of General Electricity organization which was founded under the guidance of Thomas Alva Edison. He is an American retired business executive. He also possesses many other hobbies such as writing and is himself a chemical engineer. He was made the CEO of the GE organization in the year 1981 n conducted his position successfully till 2001 (Smith, Lewis Tushman, 2013). During his tenure at the organization, it was seen that the value of the company reached 4000% in the year of 2006, it was released that his net worth itself was 720 million. One of the biggest histories was that after his retirement, he was paid a severance payment of $ 417 which is indeed one of the largest as per known in history (Shor, 2015). One of his biggest legacies was that he wanted to develop an organizational behaviour which he called to be boundaryless which comprised of the organization overcoming traditional functions, finding innovative ideas and in turn sharing them with the workers. In the following paragraphs, his leadership styles would be discussed with his unique categories. It would also display the important changes in the organization he made which made the organization reach the peak of success. Transformational leadership was conceptualized by James Macgregor Burns in 1978. He portrayed transformational leadership as an expanding level of inspiration and profound quality to more elevated amount amongst followers and pioneers when at least one individual connects with others. Further Bernard Bass widened Burn's transformational leadership hypothesis and expressed that a leader is the individual who has the quality to motivate other people to do things well beyond their own capability and succeed (Rao, 2015). Summarizing, the characterizing qualities of this sort of leadership approach is that it is executed with: Vision and enthusiasm Excitement and vitality Empathizing with those to whom the pioneer is obligated. Executing transformational leadership approach requires the pioneer to be a operations promoter of boundary less vision. He will turn out to be an advocate who can initiate and execute change by being obvious, dedicated to methodology and plans, yet ready to empathize with organizational representatives, clients, and different partners. The official who best executes this approach flourishes with challenge, however comprehends that individuals might be impervious to change thus likewise builds up the fundamental arranging aptitudes to smooth the way of change management (Yang, Young Huang, 2017). Jack Welch: Matrise du Leadership Transformationnel, de la Culture Organisationnelle et de la Gestion des Changements Of all business pioneers who have taken up the herculean task of organizational change, it is safe to admit that Jack Welch stands head and shoulders over his companions. At the point when made a request to compress his approach, he demonstrated that he totally comprehended that awesome initiative starts with the advancement of high emotional intelligence (Amelung, chase Reichert, 2017). Welch believes the drive towards organizational excellence and change management can be achieved in 25 summarized points which incorporate the transformational leadership theoretical approaches into business dynamics. Transformational Leadership: The most simple of Mantras that Jack Welch believed in was to lead more from the front and try to manage less. It starts with creating a vision and then aligning the organization to make this vision a reality. The followers must be so enthusiastic about what they are doing that they can't hold up to execute this arrangement. Incredible vitality, focused soul, the capacity to engage the innovative spark and accomplish goals (Drucker, 2017). Leaders must be on the trail of leaders in the organization who have similar characteristics. Focusing on strategic issues are far more important than to micromanage and ponder over every minute detail. Managing Less emphasizes on the concept of having a more liberal shop floor. It is proven that an employee can perform much more and provide more creative output if he was not under close supervision and management. Leaders motivate individuals with clear vision of how things should be possible better." The best leader won't hand out a well ordered guideline manual for his followers. Rather the best leaders are the individuals who think of new thought, and expressive a dream that motivates others to act in an approach to accomplish the vision. Simplification of vision, goals, and activities is important as it is to be understood that simpler messages are well comprehended in spite of being fast and simpler designs reach the market more easily facilitating decision making. Informal environment churns creativity and innovation among employees thus must be promoted as much as possible. Jack Welch had always been the pioneer of an informal organizational culture which had always helped him ensure better ideation from his colleagues and employees. Facing reality at adverse times is important followed by prompt decisions (Ulrich, 2014). Jack Welch has always been a reality facing leader and thus his actions may not have been the smoothest with his employees but have always proven to be fruitful for the future prospects of GE. Change is always to be perceived as the innovation to existing business strategy and is always to be adopted. Thriving in todays dynamic business environment with yesterdays business practices is a myth and can never be achieved. Change has to be achieved from the ground level of the organization to ensure that all employees are believing in the change as much as the senior management. Ideation and nurturing creativity on the office floor is as important as keeping an eye on the competitor. It is always true that someone somewhere has a better approach to a particular situation (Segal, 2014). The challenge is to find that someone and implement his approach as soon as possible before the opportunity is lost. Following up with colleagues in the business environment is common but persistent follow up is the backbone of a successful business strategy. Jack Welch and GE: Organization Culture: Being around the board as the leader for a couple of decades, Jack Welch has been the cover of the Forbes Magazine many a times during and post his tenure. He is one of the only CEOs in the world who had increased the valuation of GE by 4000% in a span of 20 years. Trying to make the organizational hierarchy flatter has been one of the key success factors for Jack Welch. Bureaucracy in the system resists change, flexibility and simplicity. It brings about a sense of robustness which is brittle in nature and demotes organizational accountability and hinders performance. Paying high heed to monitoring subordinates may not be the key to generate their output rather provide brainstorming sessions and empower with decision making autonomy to facilitate optimum output of employees (Kollensher, Popper Ronen, 2016). Agility, responsiveness makes an organization competitive rather than stringent bureaucratic hierarchy thus it is advised to promote informal conversations rather than formal di scussions. Encouraging communication up and down the corporate facilitates employee empowerment and autonomy which results in emergence of ideas and often leaders. Jack Welch promoted the concept of boundary less organizations where every SBU, every department, every service line (horizontals and verticals) coincided with each other and no employee was limited to his domain of knowledge. Thus ideas could come in from anyone who was on the payroll and every service could be aligned to the organizational goals and corporate vision. Considering the McKinsey 7S Model, Jack Welch emphasizes on the soft elements specifically on the shared values as they form the founding base of an organization. Figures and facts are just the outputs of values, so it is essential to put values before figures if the later is expected to be favorable. Cultivating Leaders with the 4 Es of energy, edge, energize and execution is equally important as creating a learning environment for all levels of employees (Collinson Tourish, 2015). The ultimate competitive advantage arises from continuous learning and continuous adaptability. The organizational culture should be such that it encourages people to join and participate in all conversations pertaining to organizational change and growth. Jack Welch: Change Management: The 1980s didnt happen to be very pleasant time for many GE employees as the conglomerate was going through a rapid hierarchy change where many redundancies got terminated. The shift from a bureaucratic hierarchy to a flat structure had never been an easy step and it faced obvious resistance. However keeping his goals clear, Jack Welch set out on a journey which changed GEs future course forever. Back then GE had nine layers of management and it was impossible to make decisions and execute them. Employees had turned ignorant and would simply turn up and leave for the day (Kroth, 2017). Welch knew he had to change all of this if he wanted this company to thrive and not get bankrupt. He brought about the change through himself first by leading the change himself. He took an informal approach to the problems, had conversations with middle managers and line marketing to understand their fears and knowledge. He encouraged his managers to interact with the workforce, be in constant touch w ith them. He ensured a flatter organization structure and during his tenure he made rules very simple and clear to everyone. Appraisals were all performance based and eventually it was found that he was heartily remunerating the top 20% of the annual performers while letting go of the bottom 10% annual performers. This way in 1985, GE experienced a huge trim in its workforce and the organization was ready to be lean and mean in all of its SBUs. Jacks message has been clear and crisp. He wanted all of GEs business lines to be the number one or at least number two in its industry. He believed only the industry leader can change course for the industry and even secure its own future in case of a meltdown of the entire industry (Doe, Ndingiri Phipps, 2015). He put customers as the main stakeholders for GEs businesses and made all his employees understand that if the customer was not delighted with GEs products and services, then the job the employees were performing were not up to the mark or even futile. All these had culminated in the development of the present crisis situation that was going in the organization and with the gradual passing of days, the organization got back its reputation and power which is used to enjoy early. Conclusion: Jack Welch had been declared as one of the role model when transformational leadership is discussed. He had been successful in changing the entire face of the GE corporations. When the time he joined the organization, he had been facing severe obstructions form the employees as they were not being able to assign with the new flat structure of management which was newly introduced after nine years of different form of management system. He first understood the fact that in order to make the employees comfortable and to bring in more productivity it is extremely important for them to be open about their concerns in the organization. Therefore, he instructed the managerial level employees to develop an environment where people can voice out their concerns and suggestions so that they feel accepted in the organization. Moreover, a very unique idea that he introduced was to develop an informal environment in the workplace rather than developing a cordial professional environment. He handl es each and every concern of the workplace both with his strategic intelligence and emotional intelligence which helped him to gather information about what the employees wanted and how he could develop the situation. He had correctly used the McKinseys 7S model to develop an environment of shared decision making in the workplace which made the main foundation of the organization. Moreover, not only, that he developed a learning environment with the help of the 4Es which had correctly helps in developing the skill and knowledge of the workers thereby increasing the productivity by several rates. Moreover, he is also seen to provide less on monitoring performance and rather on empowering them to an extent that they themselves feel motivated to perform better to reach the goals. With this form of leadership, he had been able to bring out the organizational change which changed the decreasing productivity of the organization and in turn helped it to reach the zenith of success making h im one the greatest leaders of all time. References: Amelung, V., Chase, D., Reichert, A. (2017). Leadership in Integrated Care. InHandbook Integrated Care(pp. 221-236). Springer International Publishing. Collinson, D., Tourish, D. (2015). Teaching leadership critically: New directions for leadership pedagogy. Academy of Management Learning Education,14(4), 576-594. Doe, R., Ndinguri, E., Phipps, S. T. (2015). Emotional intelligence: The link to success and failure of leadership.Academy of Educational Leadership Journal,19(3), 105. Drucker, P. F. (2017).What Makes an Effective Executive (Harvard Business Review Classics). Harvard Business Review Press. DuBrin, A.J. Dalglish, C. (2006) Leadership Development-An Australasian Focus, 2nd Asia-Pacific edition, John Wiley. Hamel, G. and Prahalad, C,K, (1994) Competing for the Future, Harvard Business School Press Kollenscher, E., Popper, M., Ronen, B. (2016). Value-creating organizational leadership.Journal of Management Organization, 1-21. Kroth, M. (2017). Under Review: Leadership in Career and Technical Education: Beginning the 21st Century by James Gregson and Jeff Allen (Eds.).Journal of STEM Teacher Education,44(4), 7. Rao, M.Answer:f executives: What business schools do not teach.Human Resource Management International Digest,23(7), 27-30. Segal, S. (2014). From Intuition through Doubt to Vision in Jack Welch and Martin Heidegger. InBusiness Feel(pp. 83-95). Palgrave Macmillan UK. Shor, R. (2015). Honing Leadership Skills at the Chapter Level. Smith, W. K., Lewis, M. W., Tushman, M. L. (2016). Both/and leadership.Harvard Business Review,94(5), 1-8. Ulrich, D. (2014). The future targets or outcomes of HR work: individuals, organizations and leadership. Welch, J. (2014).Jack: what I've learned leading a great company and great people. Hachette UK. Welch, J., Welch, S. (2013). The six deadly sins of leadership. Welch, J., Welch, S., Klasko, S. K. (2015). America's Corporate Legends Tackle Academic Healthcare: An Interview with Jack and Suzy Welch.Healthcare Transformation,1(1), 22-31. Yang, M. M., Young, S., Li, S. J., Huang, Y. Y. (2017). Using System Dynamics to Investigate How Belief Systems Influence the Process of Organizational Change.Systems Research and Behavioral Science,34(1), 94-108.