This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.
Mark Zuckerberg has shown himself to be a visionary leader, and it is that vision and the willingness to face whatever was put in front of him that has made Facebook the fastest growing social network website on the planet. Zuckerberg is not leading these events alone. In fact, fellow executives and video presentations are playing a significant part in the briefings. But there is no doubt that he is the main attraction. He is the person that potential investors most want to see.
Although Zuckerberg is one of those CEOs who symbolize the values of his organization, he also appears keen that his colleagues do the same. Sharing leadership responsibility is a critical challenge for any CEO during a period of growth or change. Although investors are attracted to Zuckerberg and are expected to flock to the IPO, many will be feeling nervous about whether his leadership style can adapt to meet the needs of shareholders. Amongst his admirers are those who feel uneasy about his majority control and are unsure about his strategic focus.
The CEO appears to be skilled at connecting with a wide range of people and balances openness, informality and a bit of nerdy quirkiness with structure and ambition. He has said in the past that he is 'here to build something for the long term.' Zuckerberg has made mistakes. He has talked openly about them and learned from them. For example, privacy issues with the introduction of Facebook's first news feed led to one user starting a group called 'Students against Facebook news feed' which quickly gained 750,000 users in one what. What did Zuckerberg do? He personally apologized to the group's founder and asked him for advice. He made new allies and turned a PR disaster into a positive story, which only encouraged people to engage with Facebook even more enthusiastically.
Positive Focused Strategic Leadership
The concept of PFSL suggests a hybrid of positive psychology and strategic leadership, which can replace Zuckerberg's Transactional style. Business leaders must also be psychological practitioners that analyze their own management techniques. Management could be argued to be a second condition of leadership, requiring leaders to have genuine human experiences when interacting with their workforce. This means at some point a leader manages someone or something. The main question is how does one lead and manage at the same time? Perhaps this question is best answered through the concept of positive psychology.
To better understand the theoretical concept of any leadership style, it is imperative not to hold an intrinsic value to one notion because social sciences warrant the need for it. This means that there are no absolutes in leadership theory that best identifies a leader. Rather there is contrast and spectrums of various theoretical models and integrations. However, TL theory is based on contingent rewards for subordinates by controlling behaviors via leader's expectations. In contrast, the leader's expectations are ultimately fulfilled by what is best for him or her as the overarching goal of the group. This means the underlining motive of both leaders and subordinates are solely based on contingencies (e.g. money) and values individualism. Therefore, it can be argued that this does not serve as an ideal model for sustainability.
A Leadership Analysis of Mark Zuckerberg Founder and CEO of Facebook
Mark Zuckerberg's leadership style through a case study format as a contrast between trait and process leadership approaches. These approaches are also compared to Zuckerberg's transactional leadership (TL) style, which is considered to be negative one. A guideline on how Zuckerberg can maintain his position of power and influence through Positive Focus Strategic Leadership (PFSL) is also discussed as a replacement leadership approach. PFSL is a synthesis of positive and strategic leadership psychological theories. This analysis and application is imperative because Zuckerberg has recently emerged as one of the major global financial leaders, as Facebook's CEO and co-founder. Therefore, Zuckerberg needs to be considered an influential entity and person. This may also suggest future leadership trends based on his level of control and influence.
To some extent, Facebook (FB), a tool used to promote socialization, may be considered the alter ego of Zuckerberg since he has historically been known to be a little socially awkward. This brilliant innovation could be the result of a social skill deficit, which may be determined to be the best skill deficit of all time. For starters, he is only 27 years old and could be considered an infant in comparison to the experiences of his CEO counterparts. In addition, he has the ability to influence 10% of the world's population and there is little known of Zuckerberg, the leader.
When Tim Cook took over Apple following Steve Jobs' death, many wondered what kind of leader he would be. We knew he was strong at executing on the operations behind Jobs' technology and design brilliance. We knew he had been an able and competent manager who'd earned the respect of Wall Street during Jobs' health absences. And since taking over the company, we've learned that he's willing to do things Jobs was against, such as making investors and employees happy with stock-buyback and charitable-giving programs.
With the announcement of a surprise management shake-up, we got an even better picture of what kind of leader Cook will be: one who isn't too proud to admit his mistakes, and expects his team to be willing to do the same.
Here are a few takeaways from Cook's leadership style:
1. Diversity of leadership is massively important: - The idea behind this philosophy is that people bring lots of different experiences to the table, and companies that can harness the most amounts of creative experiences will be more innovative in their approach to business. Cook very explicitly recognizes that fact, and has made diversity a cornerstone of his management philosophy.
"We want diversity of thought," he says. "We want diversity of style. We want people to be themselves. It's this great thing about Apple. You don't have to be somebody else. You don't have to put on a face when you go to work and be something different. But the thing that ties us all is we're brought together by values. We want to do the right thing. We want to be honest and straightforward. We admit when we're wrong and have the courage to change."
2. Transparency is key: - Cook knew transparency would be key. With harsh criticism about the standards of Apple's global employees (especially through their manufacturing partners at Foxconn), Cook opened the doors and invited the world to see how Apple's operations really worked. By doing this, he not only created goodwill around the company, but set industry standards for other manufacturers.
"Our transparency in supplier responsibility is an example of recognizing that the more transparent we are, the bigger difference we would make," Cook says. "We want to be as innovative with supply responsibility as we are with our products. That's a high bar. The more transparent we are, the more it's in the public space."
3. Read customer emails. (If anything, it humbles you.):- You think you understand your customers...but do you? Even Tim Cook, head of the world's most valuable company, carves out time to walk around company stores and read customer e-mails.
"I'll walk around our stores," he says. "You can learn a tremendous amount in a store. I get a lot of e-mails and so forth, but it's a different dimension when you're in a store and talking to customers face to face. You get the vibe of the place...Not allowing yourself to become insular is very important-maybe the most important thing, I think, as a CEO."
4. You "can only do a few things great."- Considering the size of Apple, it's pretty remarkable to think about how few products the company actually creates. "I mean, if you really look at it, we have four iPods. We have two main iPhones. We have two iPads, and we have a few Macs. That's it," he says. The point is: focus on what you do best, and do it the best you can. "We argue and debate like crazy about what we're going to do, because we know that we can only do a few things great," he says. "At the right time, we'll keep disrupting and keep discovering new things that people didn't know they wanted."
5. Admit you're wrong: - Ultimately, Cook's advice for entrepreneurs and CEOs is advice that's pretty helpful for anyone, really. "So many people, particularly, I think, CEOs and top executives, they get so planted in their old ideas, and they refuse or don't have the courage to admit that they're now wrong," he says. "Maybe the most underappreciated thing about Steve was that he had the courage to change his mind. And you know-it's a talent. It's a talent."
Word Counter: 1,527
articles.washingtonpost.com. (n.d.). Retrieved 2 8, 2013, from http://articles.washingtonpost.com/2012-10-31/national/35500675_1_john-browett-scott-forstall-craig-federighi: articles.washingtonpost.com
dovbaron.com. (n.d.). Retrieved 2 8, 2013, from http://dovbaron.com/2011/01/28/zuckerberg-leadership/: http://dovbaron.com/2011/01/28/zuckerberg-leadership/
www.inc.com. (n.d.). Retrieved 2 8, 2013, from http://www.inc.com/eric-markowitz/tim-cooks-message-for-ceos-admit-when-youre-wrong.html: www.inc.com
www.managementtoday.co.uk. (n.d.). Retrieved 2 8, 2013, from http://www.managementtoday.co.uk/opinion/1131649/Leadership-lessons-Facebooks-Mark-Zuckerberg/: http://www.managementtoday.co.uk/opinion/1131649/Leadership-lessons-Facebooks-Mark-Zuckerberg/
www.wired.com. (n.d.). Retrieved 2 8, 2013, from http://www.wired.com/business/2012/03/opinion_kogutkim-apple-green/: http://www.wired.com/business/2012/03/opinion_kogutkim-apple-green/
Mini Essay 2
In this new era, cultural awareness is a very important factor to become a better and successful leader. Why cultural awareness is important because if you want to do any business or even a job you have to have a strong knowledge of culture otherwise you want be able to do run a business or do a job successfully. But when it comes to problem solving, one of the benefits of a diverse workforce to increase today, it is to bring innovation creative ideas, and new perspectives. To take advantage of employee's skill leader must have a cultural awareness.
Here in New Zealand managed organization leaders have a solid knowledge of different cultures and to maintain peace and stability in the organization. Treaty of Waitangi is also very cross culture issue in New Zealand it was signed between Hobson and over 500 Maori leaders at that time February 6, 1840 was signed. In this contract Maori have agreed that the immigrants can come and live here in New Zealand. The Treaty of Waitangi is very sensitive issue, as in New Zealand. So there are many issues related to the Treaty of Waitangi in the previous year. This issue needs more attention as it is very sensitive in terms of cultural awareness.
Cultural awareness leads to peace like in New Zealand people from different countries and working together which means it broaden the opportunity of learning various migrated and working together which means it broaden the opportunity of learning various cultures and firm the bond between different cultures. In New Zealand where Maori Language is national language and various things in this country happens according to Maori culture which means it respects the very native culture of this land for example Haka dance which someway known as war dance is performed before every event where New Zealand is represented. Having knowledge of the other culture increases the collectivism and maintains the connection between different group of people which further helps in establishment of good relationship. A good Leader first always study the area, people inherited the area, their culture then mold his/her style of Leadership according to the environment.
According to the survey by the ministry of culture and heritage that cultural consciousness has contributed to the economy of New Zealand. New Zealand government have also started some cross-cultural programmes when you start a new business or job in New Zealand and which is very important because if you have insufficient " Cultural Awareness " you could probably:-
Compromise your work project and fail it completely.
Find it difficult to build good business relationship.
Make people not like you in your new location.
Feel frustrated, depressed, and emotionally alone.
The Importance of Cross Cultural awareness:-
You get to know the requirements that are required to operate business effectively in an international environment.
Intercultural awareness is accepted, to create an environment that allows the culture of each.
With the aim of contributing to the behaviour in a way that enriches the outcome values, perspective, constructive.
Host country's laws, traditions and customs.
Leaders must know their potential enemies can share a common interest to address.
Understanding of political, economic, and cultural diversity to the international perspective.
Under Leadership aspect cultural awareness plays a very vital role to maintain the balance between different cultures. For an organization, cultural awareness is a key element to diversify the business in order to lead in the marketplace as far as business view is concerned.
There is a Great relevance of Treaty of Waitangi in New Zealand business activities. Many traders say that it is irrelevant, but in many ways it is a good business that actually claims and whanau, hapu, and the sheep will help release the economic potential is relevant. Expenses related to the disposal of existing as real fact that just fewer than 700 million in debt.
The Treaty is often the subject of heated debate, and much disagreement by both Maori and non-Maori New Zealanders. Many Maori feel that the Crown did not fulfill its obligations under the Treaty, and have presented evidence of this before sittings of the Tribunal. Some non-Maori New Zealanders have suggested that Maori may be abusing the Treaty in order to claim "special privileges". The date of the signing has been a national holiday, now called Waitangi Day, since 1974.
In last I would say that New Zealand is very small and beautiful country. In our country people should care about culture of other people who come from different countries and work to gather in one organization. Organizations today focus less on the individual and more on the team. This change has been brought about by the increasing attention of the benefits that diversity carries. Though much effort is required to successfully manage diversity, cultural awareness can serve as a stepping stone to gain employee's trust, respect and cooperation.
Word Counter: 822
Inkson, K., & Kolb, D. (2002). Management: Perspectives for New Zealand. Auckland: Pearson Education New Zealand Limited.
lianz.waikato. (1999, 2 10). TREATY OF WAITANGI SETTLEMENT. Retrieved february 1, 2013, from http://lianz.waikato.ac.nz/PAPERS/wayne/wayne1.pdf
www.woburn.co.nz. (n.d.). Retrieved 2 15, 2013, from http://www.woburn.co.nz/cross-cultural-awareness-programmes/: http://www.woburn.co.nz/cross-cultural-awareness-programmes/
Mini Essay 3
Graziella Thake-Hobday, the Founder and CEO of the Foundation for Social Responsibility New Zealand (FOStR NZ), is a former forensic and corporate psychologist with an absolute dedication to enabling the development of a better world.
Born in India of Maltese and Italian decent, she grew up in over ten countries which have equipped her with the tools to easily work with people from all walks of life. Graziella uses her professional skills and passion for humanity to not only help individuals and organizations attain success, but also to give back to the communities of which we are all a part. She spent many years practicing Forensic Psychology, Sports and Team Psychology and Organizational Psychology, and has worked as a facilitator, advisor and leader in a number of not-for- profit and corporate entities.
Graziella travels internationally as a consultant, speaker, and for NGO's highlighting the importance of authentic leadership, conscious communication, collaborative education, and community responsibility, through the development of personal legacies. She has over 20 years experience delivering facilitation. The Conscious Academy has run the 12 programs developed by Graziella to bring this knowledge and power to the forefront of leadership, corporations and communities, through multiple brands over the last decade. The Conscious Academy is licensing globally. Graziella is: Enthusiastic, Valuable, Team Driver & player, Dedicated.
More recently Graziella has devoted her time to the development of the Foundation for Social Responsibility New Zealand (FOStR NZ). FOStR NZ aims to reduce and minimize negative social and economic consequences affecting society today by inspiring and measuring the social contributions made by corporate, SMEs, NGOs and individuals
Graziella has an absolute dedication to enabling the development of a better world Facilitating and bringing simple solutions. A real passion and capability for providing frameworks that are attainable and sustainable for human change. Real, Passionate and approachable, both as a speaker, facilitator and consultant who brings passion, dedication, straight talking, and compassion Experience with multiple audiences, communities, needs and brands.
Foundation for Social Responsibility
The trust has been formed on the belief that social responsibility is everyone's responsibility; it belongs to businesses large and small, boards, leaders, NGOs, communities and individuals. All of these groups contribute to and have a stake in our society, sustainable economic development and the communities that enable it.
We are convinced that there are significant gaps in New Zealanders' understanding of social issues, a lack of awareness of the valuable work being done, and most importantly, how they can get involved.
We believe that by addressing these shortfalls we will be able to support and accelerate the growth of social responsibility initiatives in New Zealand, and in so doing make a real and measurable impact on reducing poverty.
New Zealand has a myth of itself as a socially progressive country. We pride ourselves on our social policy - being the first country in the world to introduce women's suffrage, universal suffrage, and our advanced social welfare policies of the depression era, homosexual law reform and more. Yet our child abuse statistics are horrendous, our prison population is third highest in the world, and 20% of our children live in poverty.
These are just some of the social elements that require attention. Our message is that we need to share responsibility for social issues affecting New Zealanders, provide care to those who need it, and together work hard to look after our neighbors, neighborhoods and communities. Social Responsibility is everyone's Responsibility.
Our vision is about creating positive change. We want Kiwis to be more caring of their communities and those who live in them. We want them to be more aware of the issues facing their communities and to be inspired to take action and help resolve them.
Provide an online information and education resource about socially responsible initiatives taking place around New Zealand
Through research, assess the work being done to address New Zealand's social issues in order to highlight successes, as well as identifying where improvement is needed
Based on the above, inspire, encourage and support individuals and corporate in particular to undertake socially responsible behaviour. For example, this may take the form of educational seminars in schools, communities and businesses which teach people about the simple actions they can take in order to make a positive difference.
Research will play a key role in helping FOStR NZ achieve its vision. Research will help ensure we are always dealing with 'the facts' and will therefore add all-important credibility to FOStR NZ and our work.
Our own researchers will work collaboratively with third parties such as NGOs, tertiary institutions and government agencies in order to gain a sound understanding of New Zealand's social responsibility landscape. In particular we want to:
Identify and understand the key social issues affecting New Zealand today
Define what social responsibility means to New Zealanders
Understand what socially responsible activity is already happening, region by region, and measure the outcomes
Identify any gaps - which social issues are not being addressed?