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Welch
Leadership Qualities Under Welch at GE
From the perspective of Fielders Contingency Theory of Leadership (Northhouse Figure 6.), What do you Welch's score would be on the LPC Scale?
The Fiedler Contingency Theory suggests that leaders who are motivated by situational parameters, or who are task-oriented, will tend to take a lest humanist approach to their responsibilities. The way in which Jack Welch would objectively eliminate countless underperforming divisions of GE suggests that he was decidedly task orientated in his leadership approach. This, Fiedler suggests, would make him a low scorer on the LPC scale.
Welch's core Leadership Orientation/Motivation would be change. Welch can be clearly identified as a transformative or change-driven leader. Indeed, he would step into the company during a recession...
According to the case history, he would sell off more than 200 prominent holdings that were either underperforming or could not be streamlined. He would replace these with 370 new acquisitions. The shift would bring about a momentous change in the company's ability for growth.
To the point, at the end of Welch's tenure, there can be little question that he oversaw a period of momentous success for the corporate giant. He would help to drive the company to new heights of growth, with GE realizing…
Works Cited:
Northouse, P.G. (2013). Leadership: Theory and Practice, 6th Edition. Thousand Oaks, CA: Sage Publications.
Welch Leadership Development Center. The reason why these areas are important is because they are working to create a basic foundation of leadership skills. As, having young managers are learning the proper leadership techniques that will help them to be able to understand how to effectively work with staff members. Once this occurs, is when they will learn the different ways to reach out to them and motivate each
GE & Strategy "Indeed, diversification and decentralization had been the major strategic thrusts of GEs two prior CEOs…" (Walker, General Electric Strategic Position-1981, 1993). Under decentralization, GE's departments were building blocks with their own product market, market strategies, finance, engineering, manufacturing, and employee relation functions. With expansion came problems of permissiveness and lack of proportion. Employees lacked experience. GE had profitless growth, massive investments with long payback periods, poor planning, and
GE-Case Study Case Study Analysis on GE: In this analysis we have used the strategy of Porters generic Model. This model assists us in critically analyzing the performance of General Electric's. This model gives an in depth analysis of the internal performance of the organization. The generic Model of Michael Porter consists of focusing on three main areas; Cost leadership, Differentiation, focused differentiation. It analysis competitive advantage an organization possess. Every organization
GE Capital Strategic Planning GE Capital Strategic planning Geographic diversification Sales and marketing Theoretical foundation of GE Capital management Between risk management and optimization Expansion as a management philosophy Capital funding model Organizational learning and knowledge management at General Electric (GE) Capital Knowledge management tools GE Capital Strategic Planning General Electric (GE) Capital is the subsidiary unit of General Electric (GE), USA. GE Capital is headquartered at Norwalk, Connecticut, United States and has five divisions within GE Capital i.e. GE Aviation Services,
Jack Welch Leadership Strategies Jack Welch is rated as the greatest CEO of the current generation and one of the greatest business leaders of all times. The legendary leader, donned the top post in General Electric (GE) from April 1981 to September 2001, taking the company from mediocre levels to the very top levels, in the process turning the very basic concepts on which businesses were run till then. When he
" (Ying-Feng, 2006) As mention earlier, the leadership at GE was able to pull of years of having the best leadership; for instance, in September 7, 2001, when 44-year-old Jeff Immelt was picked as being the company's twelfth leader after Edison, he faced an intimidating challenge. Not only would he be guiding a $130 billion global company managing businesses from lighting to aircraft engines to monetary services, nonetheless he would do