Lm Assg New 1 Apr

BUSM3195 LEADERSHIP AND MANAGEMENT

INTRODUCTION

Procter and Gamble Co. (P&G) is an American multinational corporation (MNC) where
its businesses focus on fast-moving consumer goods. Durk Jager, the former chief
executive officer (CEO) of P&G, reorganised the company to meet the growing demand
of globalisation. However, his drastic plans proved futile as thousands of followers were
confused and demoralised by his move. As a result, P&G’s stock went into tailspin after
reducing two earning projections (Tichy & Bennis 2007). Therefore, in 2000, Jager was
eventually replaced by Alan George Lafley, who later transformed the company to its
current state. In 2007, P&G was ranked as the 8th largest corporation in the world by
market capitalisation, the 14th largest company by profit in the States and also the top ten
in Fortune’s most admired companies list.

Apple Inc. (Apple), a relatively younger organisation, is also an American MNC.
However, it deals with consumer electronics and software product instead. Apple was in
a dire state before Steven Paul Jobs, aka Steve Jobs, took the post of CEO. Under his
charge, several popular products were created and some of them include the Macintosh
computers, iPod, iPhone and Macbook etc. In 2008, Apple has achieved worldwide
annual sales of US$32.48 billion in its fiscal year ending September 2008 and Fortune
magazine had also named Apple as the most admired company in the States.

The successful revival of these two companies can be attributed to the effective
leadership of their CEOs, Alan George Lafley and Steve Jobs. They have received
worldwide praises about their leaderships for amplifying their market price and leading
their respective companies from a deteriorating empire to where it is now. Hence, the
characteristics of each leader, their transformational leadership, and how they developed
teamwork within their organisation and motivate their employees are significant to
leadership effectiveness.

APPROACH

Firstly, characteristics of leaders can be classified into three categories namely,
personality traits, leadership motives and cognitive factors (Dubrin, Dalglish & Miller


2006). As recent studies had also recognised that these characteristics will facilitate and
determine the effectiveness of leaderships, and it is the integration of these personal
characteristics that cultivate a consistent pattern of leadership behaviours (Zaccaro, Kemp
& Bader 2004). Therefore, the characteristics that attributed to their successful realms are
relevant to their leaderhip effectiveness.

Secondly, transformational leaders employ a visionary and creative style, not only to
inspire the employees to be creative and innovative, but also to broaden their interest in
their work (Nielsen et al. 2008). They are also able to devote significant energy to lead
and respect the gifts and abilities of their workers (Bryant 2003). Furthermore, they focus
on what they accomplish rather than their personal characteristics and relationships with
followers, and it is especially important as leaders may have to lead people from across
the world (Dubrin, Dalglish & Miller 2006). Moreover, many organisations are facing
turbulent and intense competition. Thus, their transformational leadership, to manage the
chaos and restructure the organisation, are vital to the survival of the organisations in the
long run.

Lastly, motivation is a hidden force to induce someone to do something that is desired
through various approaches (Arnold 1988). Hence, it is essential to motivate employees
through the right approach in order to achieve organisational goals (McShane &
Travaglione 2007). Developing teamwork is another important leadership role that is said
to differentiate successful from unsuccessful leaders as it will influence the followers to
work effectively in a cohesive manner (Locke et al. 1999). Hence, their methods of
motivation and fostering teamwork would be relevant in determining their leadership
effectiveness too.

ALAN GEORGE LAFLEY

Traits

Lafley has shown lots of passion for his work and the people in the organisation. For
instance, even when it is Mother’s Day, he would meet the company’s head of human
resource, Richard Antoine, to go through reports on the performance of the company’s
senior executives every Sunday evening (Sosik et al. 2004). The fact that he could even


sacrifice the time with his mother on Mother’s Day has shown his determination and
passion to preserve the company’s culture of valuing talents.

Additionally, Lafley has demonstrated his farsightedness by acquiring SpinBrush and
Clairol in 2001, shortly after taking over the post of CEO (Berner 2002). From the
acquisitions of these two companies, he actually strengthened the company core strengths
in hair and oral care, and also increased its market share and maintaining a balance
between sales and profit growth where analysts had also expected P&G’s operating
earnings to increase by 9% (Berner 2002).

Furthermore, Lafley is also soft-spoken, friendly and warm in nature. He displayed a high
level of emotional intelligence, especially his self regulation, by not screaming and
yelling at his subordinates because he believes that the messenger is just as critical as the
message (Berner 2003). Besides that, he also has the ability to build enduring
relationships as he relied a great deal on relationships he had built over the years to
transform P&G’s culture (George 2006). For example, when a student asked him a dull-
witted question, he showed patience and willingness to listen in order to understand the
question by returning to the student repeatedly, resulting in better relationships between
him and his followers (Krauss 2008).

Lastly, Lafley also has insight into people and situations when he by-passed dozens of
potential general manager and appoint Henretta to head the North America baby-care unit
(Tichy & Bennis 2007). Although there was almost a rebellion against his decision, he
upheld his decision and justified why Henretta was better than the other candidates
(Tichy & Bennis 2007). Despite all these, Henretta’s success has proven that Lafley has
chosen the right person for the post (Tichy & Bennis 2007).

Transformational Leadership

When Lafley took over as CEO, he realised the critical problem he was facing was not
about turning P&G from the losses of US$85 billion in market capitalisation to
profitability. Instead, the crisis confronting P&G was the loss of confidence in the
leadership as the organisation was in a state of chaos. Headquarters and business units


globally were blaming each other for the problems created and employees were calling
for heads to roll (Tichy & Bennis 2007).

Thereafter, Lafley flaunted his transformational leadership by helping his followers
understand that the organisation needs to undergo major changes in order to survive and
eventually managed to transform the culture to a nimbler and more open one (Woolley
2005). He also created awareness and got them to face up to the reality that it is critical
for the organisation to change so that it will be more profitable, resulting in lesser
retrenchments (Tichy & Bennis 2007).

For instance, only ten days in office, he immediately flew to Europe to listen to the
complaints and address their issues in order to help them understand and be aware of the
changes that were ahead of them (Dyer, Dalzell & Olegario 2004). During such meetings,
he shared his core beliefs on the ten things he believed about the fundamentals of
business (Dyer, Dalzell & Olegario 2004). This helped his followers understand the need
for change. As a result, it rallied everyone to work more cohesively in order to achieve
organisational goals.

The corporate culture he advocated was revolved around innovation and creativity
(Hamstra 2008). He made it explicit that innovation in every facet of operations, from
inventing to distributing, is crucial to keep the company in existence (Berner 2008).
Subsequently, in 2001, Lafley allowed innovations to flow freely across the entire
organisation and encouraged outsourcing for innovators to make up at least fifty percent
of its innovations (Skarzynski & Gibson 2008). As such, the organisation has been able to
introduce numerous new products to the market that exemplify the innovation fortitude of
P&G (Skarzynski & Gibson 2008).

Therefore, it is evident that when Lafley mandated about the innovation imperative, he is
intensely transforming the organisation (Skarzynski & Gibson 2008). Furthermore,
Lafley was visionary and was not afraid to make changes. Hence, he is undeniably a
transformational leader who was placed in a situation to change and make things happen.

Motivation and Developing Teamwork


Lafley motivates his employees by empowering the management team to make business
strategic decisions by just providing them the directions. This is similar to the motivator
factors advocated by Herzberg (cited in Sanford & Taylor 2006). On one occasion, he
even shook the hands of a student working in the company and told him that the work he
is doing is vital to the future of the organisation (George 2006). Another example of his
recognition of efforts put in by the followers is that he heaps praises on them, including
his division president, brand managers and other employees (Krauss 2008).

In addition to that, Lafley had used informal techniques to foster the teamwork of his
followers. For example, he had worked very hard to change the company’s new strategy
to be customer driven innovation (Saporito 2008). Through reiterating the new strategy,
the team will be able to develop a norm that innovation will become a routine for
everyone (Berner 2008). He also encourages his followers to compete with rivals so that
they will collaborate as a team to win the rivalry as a whole (Lafley & Charan 2008). On
another occasion, before the company started outsourcing, he adopted the consensus
leadership style by having various teams to give inputs and vigorously debate on the issue
(Lafley & Charan 2008). In the course of contributing inputs to significant decisions,
members will feel that they are more valuable to the team and resulting in improved team
effectiveness (Dubrin, Dalglish & Miller 2006).

STEVE JOBS

Traits

Jobs is a leader who is capable of influencing them to have strong desire for work as he
possesses a high degree of passion for his work. Even though he always yelled at his
followers, they appreciated his strong passion where he always spend long hours at work
(Kahney 2008). Additionally, through his passion for work, he was able to capture the
spirit of his followers and work cohesively towards a common goal (Young & Simon
2005).

Furthermore, Jobs is a leader with low emotional intelligence as he does not care about
his followers' feelings as he strives for perfection incessantly and will hurl verbal attacks
at those who failed to meet his demands (Lee 1994). Additionally, his reputation in the


organisation further enhanced his deficiency in emotional intelligence as he screams at
his followers frequently and randomly fired those unlucky ones (Young & Simon 2005).

Additionally, Jobs had displayed his farsightedness when he reduced the product lines
and cut the wholesale cost with a year in office (Morris & Levinstein 2008). Even though
there were vast numbers of mobile phone models catered to suit the needs of the dynamic
consumer market, he stood on his solid grounds to launch the iPhone, which generated
tons of profits for the company (Burrows 2009). As a result, he not only prevented Apple
from further losses, he also turned Apple into a profitable business (Kahney 2008). In
another instance, he confidently opposed to the major accordance to launch the iMac
without a floppy drive and it proves that the floppy drive technology has diminished
(Kahney 2008).

Lastly, Jobs has the insights into his people and situation as he makes careful assessment
of the strengths and weaknesses of each staff (Dubrin, Dalglish & Miller 2006). He kept
his core team fairly small particularly the outstanding ‘A’ team of selected executives,
programmers and designers. (Kahney 2008). Throughout his stint at Apple, he kept the
talents to assist him with key assignments, such as the Mac project, and used different
leadership styles to influence them accordingly (Kahney 2008).

Transformational Leadership

When Jobs took over the position of CEO, due to the incompetency of the previous CEO,
the main crisis facing Apple was that there were too many non-profitable products
causing the organisation to be on the verge of bankruptcy (Burrows 2009). Thus, Jobs
held individual meetings with all product groups. During these meetings, they had to
convince him that the product was profitable or else they will be terminated and he
managed to make them understand the criticality of a change in order for the organisation
to survive (Kahney 2008).

As a result, he took a broad and long term perspective to sell those non-profitable
products. His intention was to focus on the core products to increase the profitability of
the organisation and expertise of his followers so that he can obtain the results he aimed
to achieve (Baldoni 2006). As such, he managed strengthen the brand name and


reincarnate it to thrive in a disruptive age (Morris & Levinstein 2008). Another of his
long term vision for Apple is to convert Apple into a digital hub where digital
entertainments devices could be connected to this technology centrepiece (Kahney 2008).

Furthermore, he managed to convince all the employees that the organisation can develop
new businesses like cell phones despite the intense competition in the market (Burrows
2009). Subsequently, he also managed to convince them that they were in a distinctive
position where they will change the face of computing that no one had created before
(Kahney 2008). As a result, they will be more willing to accept responsibility for what
they have been doing (Baldoni 2006). Hence, ever since the introduction of iPod, his
followers are very much self-fulfilled as Apple has dominated the consumer electronics
market with the complements of iPhone and Mac products (Lyons 2008).

Therefore, Jobs has evidently transformed his followers to widen their interest in their job
by helping them to realise the self-fulfilment they will achieve. Moreover, his vision was
clearly communicated to his followers who helped to transform Apple into a digital hub.
Hence, he is definitely a transformational leader who managed to revive Apple to thrive
in the competitive market.

Motivation and Developing Teamwork

The way Jobs motivate his followers is comparable to Herzberg’s motivators as he
believes in giving capable followers the reins and chances to make good decisions
(Morris & Levinstein 2008). For instance, he recognised Cook’s ability and entrust the
company’s daily operations in his hands where he will only make the strategic decisions
(Lashinsky & Siklos 2009). He also respects Cook as the company has already coalesced
around him because he did almost nothing that would make people disrespect him
(Lashinsky & Siklos 2009). On another occasion, Jobs praised Ratzlaff for creating an
exciting design for iMac which gave him a sense of achievement because Jobs was a
person with very high expectations (Kahney 2008).

Additionally, Jobs foster the teamwork of his followers by one of the informal
techniques, demanding performance standards and providing directions. For instance,
during one design meeting, he took a telephone book and threw it on the table demanding


them to build a computer of that size, where the size of the smallest computer back then
was twice as big as a telephone book (Kahney 2008). As a result, it actually serves as a
wakeup call to his followers stipulating them to work cohesively in order to satisfy his
demand (Kahney 2008).

On another occasion, he just gave directions to his team that he was counting on them to
deliver a software demo disk (Kahney 2008). They can only went back to their cubicles
immediately and start working as a team in order to deliver to their demanding boss as
they did not even had the chance to rebut (Kahney 2008). Therefore, he is said to give the
team lots of challenging goals which eventually brought the team together cohesively.

COMPARISON

A comparison which provides your evaluation of similarities and differences between the
chosen leaders, with regard to the relevant theory (700 words).

Similarities

So what if they are the same? What does it implies?

One of the similarities that both leaders have is their passion for work since taking over
the leadership. Lafley spent numerous off days to discuss how he could best manage his
staffs and Jobs would spend long hours at work in order to get the things right. Hence, it
suggests that if a leader has passion for his job, he should be able to bring about a
successful organisation.

Additionally, shortly after taking over the position of CEO, they also have the mental
ability to understand the long term implications of their actions as they made critical
decisions which helped to fortify the organisation's reserves in the long run (Dubrin,
Dalglish & Miller 2006). Thus, farsightedness is thought to be an essential characteristic
of an effective leader because it can help to develop vision and corporate strategy
efficiently (Dubrin, Dalglish & Miller 2006).

Furthermore, they were also able to assign the right people for appropriate jobs. Lafley’s
decision to put Henretta in a key assignment has proven a lot of other managers wrong as


she is able to assist him in running the baby care unit successfully. Jobs is also a leader
who makes careful assessment of his followers before he appoint key assignments to
them. Hence, insight into people and situation is another essential characteristics of an
effective leader.

Moreover, being able to transform organisations from a low performance to a relatively
high performance one, they are both considered transformational leaders (Dubrin,
Dalglish & Miller 2006). Even when their followers were not ready to step out of their
comfort zone, the two leaders had managed to help their followers understand the critical
need for change in order for the companies to survive in the long run, thus keeping their
jobs. Therefore, transformational leadership is vital to organisation so as to produce high
performance followers.

Lastly, the two leaders similarly believed that if they desire positive attitudes and job
satisfactions from their followers, they will have to motivate them using Herzberg's
motivators, such as respect, recognition and sense of achievement (Herzberg 2003).
Lafley is a leader who recognises the efforts of almost everyone in the company as he
constantly heap praises on his followers. On the other hand, although Jobs seldom praises
his followers, he provided them with sense of achievement in order to motivate them to
produce better results. Therefore, it may be simplistic to suggest that the two leaders used
different ways to motivate their followers as the fundamental approach which led to
positive attitudes and job satisfaction is still the same (Herzberg 2003).

Differences

So what if they are different? What does it implies?

However, the difference in emotional intelligence distinguished the two leaders. Lafley is
a leader who has self regulation and social skill which allows him to be able to connect
with his followers and understand them, resulting in better relationship between him and
his followers (Dubrin, Dalglish & Miller 2006). Although he seems to be quite people-
oriented, he is very decisive when it comes to work (Berner 2003). On the contrary, Jobs
is a leader who does not empathise anyone and does not socialise with his counterparts.


Lafley – High Emotional intelligence, self regulation, social skill. Foster teamwork by
developing a norm of teamwork

Job – Low Emotional intelligence, lack of empathy and social skill. Foster teamwork by
establishing urgency, demanding performance standards and direction setting

LAFLEY JOBS
Passion Passion
TASK
Emotional intelligence Emotional intelligence
ORIENTED
Self regulation Lack of empathy
TRAITS
Social skill Lack of social skill
COGNITIVE Farsightedness Farsightedness
FACTORS Insight into people and situation Insight into people and situation
LEADERSHIP
Transformational Transformational
STYLE
MOTIVATION Motivator Motivator
Developing a norm of Demand performance standards
TEAMWORK
teamwork and direction setting

LEARNING SUMMARY & CONCLUSION

An approximately 700 words summary which gives an overview of your key

learnings, focusing on the three topics. (Which leader is more effective and why?)

(Traits)

From the above, it can be established that a leader’s characteristics have an influential
impact on the organisation and the different characteristics displayed by Lafley and Jobs
proved that characteristics are not the same with every leader, but is unique to the
individual.

Although possessing the correct set of characteristics does not guarantee successful
leadership, but these are considered vital preconditions that an effective leader must


possess (Kirkpatrick & Locke 1991, cited in Pierce & Newstrom 2006). Therefore, in
contemporary organisations, the traits approach is definitely still very much appreciated
because when the situation becomes more complex, it will play a more significant role in
anticipating successful leaders (Zaccaro, Kemp & Bader 2004).

(Leadership Style) Transformational leadership is useful in organisations in crisis. This
was demonstrated in the case of P&G and Apple.

(Motivation)

Using recognition and praise to motivate others is deemed as a ‘direct application of
positive reinforcement’ and they are effective because the desire for recognition is a
natural human need, and employees want to know that their work is beneficial to
somebody (Dubrin, Dalglish & Miller 2006). Therefore, these will result in a higher sense
of achievement by his followers and thus producing better results as they will feel highly
motivated.

Leadership effectiveness model

In a nutshell, the characteristics of a leader do not guarantee his success, but it is a
prerequisite of an emergent leader. In addition, if a leader is transformational, able to
motivate his followers in the right way and foster them to work cohesively, he will
definitely be an effective leader.


REFERENCE LIST

Arnold, VD 1988, ‘Motivation: turning theory into practice’, IM, January, pp. 21-22.

Baldoni, J 2006, How great leaders get great results, McGraw-Hill, New York.

Berner, R 2002, ‘Why P&G’s smile is so bright’, Business Week, August, no. 3795, pp.
58-60.

Berner, R 2003, ‘P&G: new and improved’, Business Week, July, viewed 9th March 2009,
< http://www.businessweek.com/magazine/content/03_27/b3840001_mz001.htm>

Berner, R 2008, ‘How P&G pampers new thinking; CEO Lafley lays out principle of
innovation that turned around his company and can fire growth anywhere’, Business
Week, April, no. 4079, p. 73.

Bryant, SE 2003, ‘The role of transformational and transactional leadership in creating,
sharing and exploring organizational knowledge’, The Journal of Leadership and
Organizational Studies, vol. 9, no. 4, pp. 32-44.

Burrows, P 2009, ‘Apple without its core?’, BusinessWeek, January, no. 4117, p. 31.

/Deutschman, A 2000, The second coming of Steve Jobs, Broadway Books, New York.

Dubrin, A, Dalglish, C & Miller, P 2006, Leadership, 2nd edn, John Wiley & Sons,
Australia.

Dyer, D, Dalzell, F & Olegario, R 2004, Rising tide: lessons from 165 years of brand
building at Procter & Gamble, Harvard Business School Press, Massachusetts.

George, B 2006, ‘Truly authentic leadership’, U.S. News & World Report, October, vol.
141, no. 16, pp. 52-54.

Hamstra, M 2008, ‘A. G. Lafley’, Supermarket News, December, vol. 56, no. 49, viewed
2nd March 2009, Business Source Complete.


Herzberg, F 2003, ‘One more time: how do you motivate employees?’, Harvard Business
Review, January, pp. 87-96.

/Judge, TA, Heller, D & Mount, MK 2002, 'Five-factor model of personality and job
satisfaction: a meta-analysis', Journal of Applied Psychology, vol. 87, pp. 530-541.

Kahney, L 2008, Inside Steve's brain, Penguin Group, USA.

Krauss, M 2008, ‘The millennial CEO is a game-changer’, Marketing News, August, vol.
42, no. 13, p. 15.

Lafley, AG & Charan, R 2008, ‘The consumer is boss’, Fortune, March, vol. 157, no. 5,
pp.121-126.

Lashinsky, A & Siklos, R 2009, ‘Steve’s leave’, Fortune, February, vol. 159, no. 2, pp.
96-102.

Lee, A 1994, Steve Paul Jobs, viewed 27th March 2009,
<http://ei.cs.vt.edu/~history/Jobs.html>.

Locke, EA & Associates 1999, The essence of leadership: the four keys to leading
successfully, Lexington Books, Oxford.

Lyons, D 2008, ‘Steve Jobs’, Newsweek, December, vol. 153, no. 1, p. 61.

McShane, S & Travaglione, T 2007, Organizational behaviour: on the pacific rim, 2nd
edn, McGraw-Hill, NSW.

Morris, B & Levinstein, JL 2008, ‘What makes Apple golden’, Fortune International
(Europe), March, vol. 157, no. 5, pp. 68-74.

Nielsen, K, Randall, R, Yarker, J & Brenner, S 2008, 'The effects of transformational
leadership on followers' perceived work characteristics and psychological well-being: a
longitudinal study', Work & Stress, vol. 22, no.1, p. 16-32.

/Pierce, JL & Newstrom, JW 2006, Leaders and the leadership process, McGraw Hill,
New York.


Sanford, LS & Taylor, D 2006, Let go to grow: escaping the commodity trap, Prentice
Hall, New Jersey.

Saporito, B 2008, ‘Making P&G new and improved’, Time, April, vol. 171, no. 17, p. 5.

Skarzynski, P & Gibson, R 2008, Innovation to the core: a blueprint for transforming the
way your company innovates, Harvard Business School Publishing, Boston.

Sosik, JJ, Jung, DI, Berson, Y, Dionne, SD & Jaussi, KS 2004, The dream weavers:
strategy-focused leadership in technology-driven organizations, Information Age
Publishing, Charlotte.

Tichy, NM & Bennis, WG 2007, Judgement: how winning leaders make great calls,
Portfolio, New York.

Woolley, S 2005, ‘Best leaders’, Business Week, December, no. 3964, pp. 60-72.

Young, JS & Simon, WL 2005, Icon Steve Jobs: the greatest second act in the history of
business, John Wiley & Sons, New Jersey.

Zaccaro, SJ, Kemp, C & Bader, P 2004, ‘Leader traits and attributes’, in J Antonakis, A
Cianciolo & R Sternberg (eds) 2004, The nature of leadership, Sage Publication,
California, pp. 101-124.


Not Used

Already, a reported 20 percent of new product initiatives were externally generated, twice
of what P&G was reporting when he took office in late 2000 (Sanford & Taylor 2006).
Lafley capped all this in October with the $57 billion acquisition of Gillette. Lafley, 58 --
P&G now gets 35% of its product ideas from outside companies or inventors. It has also
outflanked rivals in design and innovation: The company had 5 of the top 10 best-selling
consumer-product launches in 2005, says market researcher Information Resources
(Woolley 2005). Lafley transformed a legendary but ossifying company by organizing
around innovation (Saporito 2008).

P&G is not just outsourcing—they are building core capabilities. They are expanding
their beauty care brands with the purchase of Clairol and Wella and leveraging their
brand and distribution capabilities by expanding their value web to include over-the-
counter healthcare products like Prilosec. To effect this sweeping change, A.G. Lafley
established and communicated a vision. He clearly stated the governance rules and
insisted they focus only on what P&G does best and nothing more. They are outsourcing
everything else and building capabilities through value web expansion (Sanford & Taylor
2006).

Traits of leaders can be classified into three categories namely, personality traits,
leadership motives and cognitive factors (Dubrin, Dalglish & Miller 2006). Personality
traits are a set of mannerisms that is inborn (Dubrin, Dalglish & Miller 2006). Although
possessing the correct set of traits does not guarantee successful leadership, but these
traits are considered vital preconditions that an effective leader must possess (Kirkpatrick
& Locke 1991, cited in Pierce & Newstrom 2006). Leadership motives are the desires
that a leader has to motivate him to lead, hence a leader without leadership motives have
been frequently identified as the less effective ones (Dubrin, Dalglish & Miller 2006).
Cognitive factors are typically mental abilities. With these abilities, leaders can easily
inspire followers, solve problems creatively and eventually bring about positive
organisation changes, thus effective leaders need to be mentally sharp (Dubrin, Dalglish
& Miller 2006).


Jobs can be considered an extrovert because he enjoys human interactions, likes to meet
new people and spend time in social gatherings (Judge, Heller & Mount 2002). He is
always willing to accept interviews about his creation of Apple and post for front cover
photographs, and thus built a strong relationship with the world media (Kahney 2008).

General personality traits are observable within and outside the context of work (Dubrin,
Dalglish & Miller 2006). These traits contribute to satisfaction and success in personal
life likewise in the working environment.

Self-confidence indicates whether an individual is self-assured in his judgements,
decision making, ideas and capabilities (Lussier & Achua 2007). It includes a sense of
self-esteem and self-assurance and the belief that one can make a difference.

Lafley would exercise his referent power when required. For example, he by-passed
dozens of potential general manager and appoint Henretta to head the North America
baby-care unit. There was almost a rebellion as she had no experience in that area.
However, Lafley thought that she is a good leader with new. Lafley made a mistake by
not consulting his management beforehand. Instead of backtracking, he called for a
meeting for them to justify why their candidates would be better than Henretta
perspective. At the end if the meeting, he maintained his decision. To ensure that
Hebretta succeeds, he coached her and supported her, like replacing the people that she
deemed not suitable (Tichy & Bennis, 2007).

Lm Assg New 1 Apr

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (19)

Ähnlich wie Lm Assg New 1 Apr

Ähnlich wie Lm Assg New 1 Apr (20)

Lm Assg New 1 Apr