Mr whitacre serves on the board of the institute for

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Mr. Whitacre serves on the Board of the Institute for International Economics and the Boards of Burlington Northern Santa Fe, Exxon Mobil and the PGA Tour. Furthermore, he is also involved in The Business Council. Even though leaders of General Motors are still trying to implement stability, the transition leading up to the radical change could have been more efficient and effective. The leader is characterized by a strong drive for responsibility and task completion, vigor and persistence in the pursuit of goals, venturesome and originality in problem solving, drive to exercise initiative in social situations, self- confidence and sense of personal identity, willingness
to accept the consequences of his or her decisions and actions, readiness to absorb interpersonal stress, willingness to tolerate frustration and delay, ability to influence other people’s behavior and the capacity to structure social interaction systems to the purpose at hand”. A true leader, has the ability to motivate his or her followers. While the early leadership theories focused on the leader’s individual characteristics and behavior, later theories explored the duties of the followers and the environment contributing to the success of a leader. Up to the late 1940’s, it was believed that leadership qualities were innate primarily by men or passed along from generation to generation. Whether a leader is born or made was the controversial question that arose in the past. Historical evidence can justify that many effective leaders seem to be born with innate aptitudes. This is known as the Traits theory, which has three broad types of traits. The first is primarily based on the physical factors such as appearance, physique, height, etc. Secondly, the traits reflected on the person’s abilities including intelligence, fluency of speech, and knowledge. The third type covers a wide range of personality characteristics such as conservatism, self- confidence, dominance, and emotional control. On the contrary, the Style theory describes that employees will perform better depending on the adopted style of their leader (Porter, Smith & Fagg, 2006). In other words, the same group of people will behave differently according to the leader’s style. A type of leadership that follows the style theory is transactional leadership, based upon contingency where reward or punishment is given depending on the subordinate’s performance. The leader designates a specific task, and the subordinate is fully responsible to carry it out despite the circumstances. The emphasis is based on goal clarification, the setting of tasks and objectives, and organizational rewards and punishments. While this approach still remains popular, certain limitations exist such as the assumption that the subordinate is strictly motivated by money and reward. On the other hand,
transformational leadership theory is centralized on the development of commitment and motivation among followers. A transformational leader creates a vision and eventually persuades

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