One could certainly argue that the lack of values

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One could certainly argue that the lack of values-based leadership helped to propagate Disney’s self-centered approach as mentioned above. Had it been important to those in any position of influence, they would have remembered what we are taught in Philippians 2:3-4, which reads: “Do nothing from rivalry or conceit, but in humility count others more significant than yourselves. Let each of you look not only to his own interests, but also to the interests of
FINAL RESEARCH PAPER5others” (English Standard Version). In the case of expanding globally, perhaps Disney placed too much emphasis on their perceived brand-power and reputation, which to those in the global market, was not as strong as it was at home in the United States. A consideration of other’s interests as they related to Disney would have served them well in this case and other cases in which they stumbled on the global stage. Additional Organizational Challenge Analysis As further highlighted by Hopkins and Scott (2016, p. 363), a values-based leadership approach to management, specifically as it related to human resources, is dependent upon many varying factors, such as the fact that the implementation of values-based leadership is solely determined by the established concentration of cultural diversity found within a firm’s workforceprior to expansion. Furthermore, the rate at which cultural appropriation takes place in the workplace plays a role in the how effective values-based leadership will be over the course of time within a new global workforce and environment. The authors further note the conditions necessary for values-based leadership acceptance and adoption, including the potency of the firm’s overall organizational culture and the ethical prominence of culturally diverse workers associated with the firm (p. 375). Key Players & Their RolesThe current Chairman and Chief Operating Officer of The Walt Disney Company has been Robert A. Iger since taking the helm from Michael Eisner in 2005. Prior to that, Mr. Iger served as President and Chief Operating Officer beginning in 2000 (“About The Walt Disney Company,” 2017). Mr. Iger has made it a focus to acquire strategic assets across various segments, most especially related to studio entertainment. This calculated plan was first initiatedwith the acquisition of rival animation company Pixar in 2006, followed by Marvel
FINAL RESEARCH PAPER6Entertainment in 2006, and most recently Lucasfilm in 2009. Many speculate that the eventual acquisition of Fox Entertainment will lead to an extension to Mr. Iger’s tenure as Chief Executive Officer, surpassing his 2019 contract date. On the theme parks and resorts front, Bob Chapek acts as Chairman, reporting to Mr. Iger. Mr. Chapek oversees a segment that includes six resort destinations across the globe, each one composed of various theme parks and hotels, such as Disneyland® Resort in Anaheim, California, and Aulani, A Disney®Resort & Spa in Ko’olina, Hawaii on the island of Oahu. As

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