Carly Fiorina is well-known Business executive of America and served Hewlett-Packard as a Chief Executive officer and Chairman from 1999-2005. Carly Fiorina awarded six times by Forbes as a businesswoman of the year. At HP she came with twenty years experience and proficiency in the field of marketing and sales that she preferably attained in AT& T and Lucent. Students are getting top score in academics by online writing help with essay. But she didn’t succeed to execute all of her expertise and failed to enhance business performance. After six years of services Carly was asked by board of directors of company to leave her position due to inefficient leadership capabilities which are required to take significant advantages from business opportunities. Carly lacks creative decision making abilities and does not have capabilities to alter business strategies according to the market conditions.
The basic purpose of this paper is to determine the basic leadership traits of Carly Fiorina. The research paper has been developed after critically analyzing different theoretical perspectives on leadership in comparison with another that is displayed in suggested article.
Leadership---- Theoretical Perspective
Leadership has significantly achieved its position in early periods of Twentieth century and all of the leadership theories successfully distinguish between organizational leaders and followers. Buy online dissertation writing service. At the same time, these theoretical frameworks also determine factors that are critical for leadership.
1. Situational Theories
Situational theories suggest that leaders decide the best course of accomplishment based upon different situational variables. Diverse styles of leadership may be more suitable for certain forms of decision-making. Such as, in a condition where the leader represents to be most well-informed and experienced member of an organization, an authoritarian style of leadership will be more appropriate. In other circumstances where group members represent higher skills and technical capabilities, a democratic style would be more effectual.
2. Participative Theories
Participative leadership theories propose that the superlative leadership style is one that obtains the contribution of others into relation. Hire coursework writer online. These leaders persuade participation and assistance from other group members and front line employees, due to which group members found themselves more valuable and privilege and refers as part of decision-making process. In participative theories, though, the leader keeps hold of the right to permit the input of others.
3. Management Theories
Management theories, which are preferably also known as transactional theories, focus on the function of administration, organization and employees performance. All of these theories base leadership on a organization of rewards and punishments. Managerial theories are often used in companies; when most of the employees are flourishing, they are satisfied; when they fail, they are warned or punished.
4. Relationship Theories
Relationship theories also refer as transformational theories; that mainly focuses upon the relationship formed between leaders and their organizational followers. Transformational leaders encourage and inspire employees by helping them in most essential and hard business tasks. Pay minimal ammount for online thesis help UK. These leaders are highly focused on the performance of employees and co-workers, but also want each individual to fulfill his or her potential. Leaders with this style often have high moral and decent standards.
There are broad ranges of leadership styles that must be taken into consideration according to the business situation, however in a deeper look there are number of prominent leadership styles:
1. Transactional Leadership
This leadership style begins with the thought that workforce is agree to obey leader when they acknowledge a job. Profeessional and expert team of writers are avilable to provide you assignment writing help. The'transaction' usually includes the organization paying workers in return for attaining higher effort and compliance. The approach prefers that leaders have rights to'punish' employees in cases in which their performance does not meet with identified standards.
2. Autocratic Leadership
Autocratic leadership is an intense form of transactional leadership, where they have complete authority over their followers. Staff and team members have modest opportunity to make proposals, even if these would be in the best interest of organization performance and profitability. The benefit of autocratic leadership is that it reveals best results. Decisions are preferably made faster, and tasks manage to be completed in suggested time range. Autocratic leadership is often top used in crisis situations, when decisions must be made rapidly and devoid of dissent.
3. Charismatic Leadership
A charismatic leadership style can be similar to transformational leadership because these leaders motivate enthusiasm in followers and are active in motivating them to take organization one ladder ahead. Buy case study wriitng service online at affordable price. There are also major differences between charismatic leaders and transformational leaders out of which the most prominent one is their intention. Transformational leaders like to change their organizations and employees skills totally. On the other hand, Charismatic leaders are frequently focused on themselves and most of the time does not like to change anything in organization or in their team members.
Carly Fiorina-------- Positive Characteristics of Her Personality
Carly Fiorina represents to have highly savvy perspectives for customers, as she critical look forward towards basic requirements of customers and strategic implications that will result in greater satisfaction of market. This was the basic reason behind business expansion of Hewlett-Packard. When she found that demands of consumers are quickly accelerating, she boldly identified her intend to successfully merge with Compaq which make sense that organization will be able to fulfill customers’ needs in more effective and cost efficient method, however the merger has been failed. All these sense making characteristics of her personality distinguishes her leadership style from other business executives Hewlett-Packard till yet came across.
1. Inquiring and Advocacy Characteristics
Carly Fiorina came in organization with a self-discovered mandate in order to reinvent organization. Get help with term paper online by top writing company. These aspects of her personality supported her communicational strategies; she effectively transfers her vision and instructions to management team and technical employees. Carly represents prominent characteristics to build collaborative relationships with other workforce member of organization. At the same time, come out with impressive capabilities to cultivate her team to meet successful resolution of distinctive problems. Carly was not concerned with the opinion of others regarding her distinctive leadership style which depicts,“Management with Flying Around”.
2. Meaningful Vision
Previous business vision of Hewlett-Packard was to“stand alone provider of technology related products and services”. Carly successfully altered the vision of organization that preferably took management and workforce into new direction. The new vision of HP illustrates to become an organization that facilitates customers with inter-related suite of IT appliances. The evolve business approach motivated employees to take organization into new direction. The shared objective to expand business operations bounded workforce into shared thoughts and sense of destiny. This was the basic perspective through which HP developed new customer oriented services and made and organization made difference in its global operations in Carly’s first year of joining.
3. New Discoveries
Carly Fiorina was aware that shift in organizational vision can only accomplished by changing structure of company (Oshagbemi 2008). In this regard, she restructured organization by simply divided workforce into four distinctive groups. Out of these four groups two has bee integrated to sales and other preferably focusing on products and services development. Get online research paper help and score top grades. She critically evaluated that there is need for new leadership style in organization for which she altered leadership orientation of HP. The fully integrated system changed into disintegrated which focuses on product generation and customer support activities. Carly also shifted her style to simple integrating board communication rather visiting personally to each employee which she refers as a old leadership approach.
4. New Solutions for New Practices
In order to achieve new goals she successfully changed the culture of organization as well as working habits of workforce (Putti 1991). She encouraged employees to explore new technological revolutions and product generation that will enhance business performance and profitability of Hewlett- Packard. In addition, Carly generated some new regulations of garage to encourage new and innovation concepts. It reveals that Carly Fiorina covered all of the aspects for which organization has hired her for, as she was dynamic and has the ability to Shake-up Mountains. But it was over now; company does not want her to stay more in organization (Fusco 2011).
Carly Fiorina----Negative Perspectives of her Personality
With all of these dynamic characteristics of her personality there are also several lacking in her leadership approach. The noticeable one is that Carly Fiorina was not able to delegate her responsibilities effectively; she re-organized every division of organization but did not share common goals with other employees and associates. Carly implemented changes in very quick and drastic manner that comes out with the fact that there are also some employees who are not able to cope up with her operational strategies. However, she came with a vision in organization but been unsuccessful to manage her plans. At the same time, she also failed to maintain the cultural assets of HP.
Leadership Orientation of Carly Fiorina
Carly Fiorina was basically an autocratic leader, as she represents total control over the views of her followers and in her period of leadership she didn’t ask for any proposals from her teammates and associates. Hewlett-Packard refers Carly Fiorina the first female executive of a Fortune 20 company with an authorization to shake up mountains. HP wasn’t fairly prepared for getting just that. Fortune magazine termed Carly Fiorina“The Most Powerful Woman in Business” in 2003 and further that Carly has proven to be a“world-class risk taker.” Carly took HP in 2002 to a amalgamation with Compaq Computers, which was publicized as one of the high-tech combinations in history of technology and Carly’s risk taking activities charted a new-fangled strategy to help clientele and consumers to prosper in the digital era and she gained numerous awards for her globalization orientation of business. At the end it is true that the merger was not successful one but at the moment company was exciting to plan it (Anbarasu 2011). HP and Compaq merger failed and both the organizations faced similar impacts of Standing Still, which means they lost there ability to respond altering requirements of customers through a smaller product mix (Barker 2007). Carly Fiorina lacks capability to successfully analyze advantages and disadvantages of the merger, as preferably there is none example of computer companies that has been successful yet. This merger resulted in negative impacts over financial stability of HP stockholders.
Carly Fiorina detained a job-centered leadership style. In this regard, she was so work focused and ambitious that after a year she achieved position of as CEO of HP she revealed distinctive plans for a major restructuring. Article explains that when her top management told her that the total change in organizational structure will be preferred to take a year she prearranged it to be completed in only three months, and it was really happened. Undeniably, where Carly Fiorina went incorrect was put forth a truly authority-compliance leadership style that originated quite an worker turnover (Johnson 2008).
Even though Ms. Fiorina was triumphant in turning HP approximately in her six-year stretch, she abandoned to promote employee needs. She was far above the ground on the obtained needs theory with her workers, although she is a extremely motivational spokeswoman and was capable to inspire in her workers their need for achievement, power, and association, but at the same time she was not competent enough to facilitate her employees with their basic needs from process motivation theories, together with personal as well as behavioral approach.
She apprehended onto organize of many different items and projects. After turning all the suggested departments of HP around and led them with appropriate directions, she ultimately failed to hold her position in organization and run it for a long time, as the article suggests that she went back to the pavilion after only six years of integration with organization.
The well-known article of recent time the rise and fall of Carly Fiorina revealed that she abruptly terminated from Hewlett-Packard in 2005. At the same time; article represents her as a highly controversial personality. In this regard, it is suggested that she could be more successful leader of organization if she eliminate dominate centered approach of leadership from her personality. Other recommendation represents in an article that, workers are the assets of organization and she failed to cope up with this approach and preferably performed all the organizational change activities alone (Carleton S. Fiorina biography 2007).
It is preferred that through controversial career period of Carly Fiorina in Hewlett-Packard, she came across with distinctive approaches to learn. The main thing an executive or leader can interpret from this article is that leaders are meant to bring greater but profitable changes in organization. It refers that results of changes must be drawn before implication of new approach. Secondly, it is extracted that competition requires risk-taking but these risks must be taken into right direction and in appropriate time frame. Such as, The Compaq merger was extensively criticized when it happened; many people did not appreciate the decision right away. Yet, it was a cautious risk and at the same time results were critical for HP. From the article it has been learned that organizations used to take risks in terms of crisis situations and ultimately when they successfully get out of it like to make working conditions more relaxed. The firing of Carly Fiorina is a clear example of attempt.