The innovation and determination that saw Nooyi's promotion and make her such an excellent role model is demonstrated n her direct decisions. She was instrumental in PepsiCo's acquisition of Quaker Oats and its move (somewhat) to healthier products, while at the same time diverting resources to the company's fast-food chains, making them one of the profit centers of the company (Graham 2006). These actions dictated the general shift in policy within the company, and the reallocation of resources necessarily changed the organizational structure of PepsiCo to some degree. Nooyi continues to lead by example, which is one of the reasons PepsiCo has remained so strong.
Brenda Barnes leadership style while on the job has been somewhat eclipsed by the fact that she left PepsiCo right when she was heir apparent to the CEO position in order to spend more time with her children (Quick et al. 2008). Her career has continued as CEO of Sara Lee, however, and her actions as a person and an executive are both indicative of her leadership style. Barnes has been unafraid to define her own role, and her decision to move Sara Lee's headquarters to a suburban area illustrates the way her direct decision affect the corporation, as well as exemplifying the general attitude of leadership and therefore the company as a whole. Barnes' engagement in outside related interests reflects the diversity of the Sra Lee...
2008). In this way, Barnes serves as a role model for the rest of the organization and its employees, showing a commitment to civic duty and a strong ability to adapt and diversify. The formal reward system within the company is fairly standard, involving large cash bonuses and stock options, and it is heavily utilized to encourage and reinforce the values and priorities of the company (Quick et al. 2008). Barnes rise through the ranks of Sara Lee, and her ability to return to the highest echelons of the business world after taking a seven-years leave from it is evidence of the selection and promotion environment in the company, which Barnes herself has also helped to perpetuate (Quick et al. 2008).
The various influence processes work similarly in many companies, and they always work best together. These leaders exemplify the effective use of the various processes to influence their organizations to increased success.
References
Graham, S. (2006). Diversity: Leaders not labels. New York: Free Press.
Lussier, R. & Achua, C. (2007). Leadership: Theory, Application, & Skill Development. Mason, OH: Cengage.
Quick, J., Cooper, C., Gavin, J. & Quick, J. (2008). Managing Executive Health. New…
