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Leadership styles between Jack Welch and Larry Page

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I am researching Jack Welch and Larry Page in terms of their different style of business leadership.

I am requesting some further insight from your perspective.

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Welch -

One of the main elements in Welch's leadership style is focused on ways to create value that isn't numbers-based. Welch created immense shareholder value by employing his philosophies. Almost all of his philosophies are based upon change. He believes that for companies to evolve and to create value, 100% of the organization needs to understand change, and needs to understand that change is a necessary element of successful business. This includes all employees and managers. No one, in his opinion, is excluded. He then bases his main leadership elements off that change in order to turn an organization into a profit-making entity. Welch doesn't believe in expansion beyond what's reasonable. Many companies have adopted a style where management believes the bigger the better - the more employees, the bigger the plant, the more the company will produce. Welch contends that the size doesn't matter as much as what's thought - it's the leadership style that matters. By reducing management to a reasonable size as well, a more efficient, productive organization is created.

Welch also believes that managers need to stand back and let their employees take the lead. By doing so, we ...

Solution Summary

This solution discusses the business leadership styles of Jack Welch and Larry Page in detail. A comprehensive comparison is also included.

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See Also This Related BrainMass Solution

Comparison of Business Leadership

The analysis and evaluation of these leadership examples must be based on the concepts of business leadership management. Can you help me with the following task? You can select two leaders and go from there.

The format of the task is to be as follows:

1. Analysis and evaluation of Leader #1
2. Analysis and evaluation of Leader #2
3. Comparison of the leaders
4. Summary of significant findings and perspectives from journal entries
5. Analysis and evaluation of journal entries to chosen leaders
6. Conclusion

Here are some references you may use.

Abell, D.F. (2006) 'The future of strategy is leadership', Journal of Business Research 59 (3), pp. 310-314.
Hogan, R., & Kaiser, R.B. (2005) 'What we know about leadership', Review of General Psychology 9 (2), pp. 169-180.
Houghton, J.D., & Yoho, S.K. (2005) 'Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged?', Journal of Leadership & Organizational Studies, 11 (4), pp. 65-83.
Ilies, R., Judge, T., & Wagner, D. (2006) 'Making sense of motivational leadership: The trail from transformational leaders to motivated followers', Journal of Leadership & Organizational Studies, 13 (1), pp. 1-22, Sage Journals [Online].
Gardner, W.L., Avolio, B.J., Luthans, F., May, D.R., & Walumbwa, F. (2005) '"Can you see the real me?" A self-based model of authentic leader and follower development', The Leadership Quarterly 16 (3), pp. 343-372.
Knights, D., & O'Leary, M. (2006) 'Leadership, ethics and responsibility to the other', Journal of Business Ethics, 67 (2), pp. 125-137.
Howell, J.P., DelaCerda, J., Martínez, S.M., Prieto, L.J., Bautista, J.A., Ortiz, J., Dorfman, J., & Méndez, M.J. (2007) 'Leadership and culture in Mexico', Journal of World Business, 42 (4), pp. 449-462.
Allio, R.J. (2005) 'Leadership development: teaching versus learning', Management Decision, 43 (7/8), pp. 1071-1077.
Northouse, P.G. (2013) Leadership: theory and practice. 6th ed. London: Sage.

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