Bill Gates the Leadership
BILL GATES :
Transformational leadership models are grounded in a world view of self-interest. But the exclusive Pursuit of self-interest is found wanting by most ethicists (Gini, 1995, 1996; Rosenthal & Buchholz, 1995). Authentic transformational leadership provides a more reasonable and realistic Concept of self- a self that is connected to friends, family, and community whose welfare may be More important to oneself than one’s own.
Burns (1978) discussed leadership as transforming, and on occasion, as transformational. Both the leader and the led are transformed – sharply changed in performance and outlook.
Billionaire computer tycoon. Astute predictor of future technology. People have described Bill gates in many ways. But he is more than just the world richest man and the most influential transformational leaders in field business and commerce, not only in United States, but also throughout the world. Under his leadership, Microsoft revolutionized computing and became one of the most important competitors in the internet and media business.
Bill gates is known as having a high skill in “parallel processing” and “multitasking” and his seen as most adept in accomplishing several tasks at the same time.
In order to create followers, the leader has been very careful in creating trust, and their personal integrity is a critical part of the package that they are selling of the brand Microsoft. This shows how this leader is effectively, selling themselves as well as the vision. Burns (1978) described transformational leadership as a process in which “leaders and followers raise one another to higher levels of morality and motivation.”
The Leadership is transformational in the context here, its charisma or idealized influence is envisioning and confident, and sets high standards for emulation. Recent literature underscores the spiritual dimensions of such influence (Fairholm, 1998, part V; Kanungo & Mendonca, 1996, pp.87ff.), as well as the moral dimensions
Transformational leadership models are grounded in a world view of self-interest. But the exclusive Pursuit of self-interest is found wanting by most ethicists (Gini, 1995, 1996; Rosenthal & Buchholz, 1995). Authentic transformational leadership provides a more reasonable and realistic Concept of self- a self that is connected to friends, family, and community whose welfare may be More important to oneself than one’s own.
Burns (1978) discussed leadership as transforming, and on occasion, as transformational. Both the leader and the led are transformed – sharply changed in performance and outlook.
Billionaire computer tycoon. Astute predictor of future technology. People have described Bill gates in many ways. But he is more than just the world richest man and the most influential transformational leaders in field business and commerce, not only in United States, but also throughout the world. Under his leadership, Microsoft revolutionized computing and became one of the most important competitors in the internet and media business.
Bill gates is known as having a high skill in “parallel processing” and “multitasking” and his seen as most adept in accomplishing several tasks at the same time.
In order to create followers, the leader has been very careful in creating trust, and their personal integrity is a critical part of the package that they are selling of the brand Microsoft. This shows how this leader is effectively, selling themselves as well as the vision. Burns (1978) described transformational leadership as a process in which “leaders and followers raise one another to higher levels of morality and motivation.”
The Leadership is transformational in the context here, its charisma or idealized influence is envisioning and confident, and sets high standards for emulation. Recent literature underscores the spiritual dimensions of such influence (Fairholm, 1998, part V; Kanungo & Mendonca, 1996, pp.87ff.), as well as the moral dimensions
References: 1. Avolio, BJ.(1999) Full leadership development: Building the Vital forces in organizations. Thousand Oaks,CA:Sage. 4 Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (Winter): 19-31. 5 Burns, J. M. (1978). Leadership. New York: Harper & Row 6 Bass, B 8. .http://www.leadership501.com/category/leadership/ (Electronically accessed on 01 AUG 2009) 9 Fiedler, F.E (1964) A contingency model of leadership effectiveness 10. Fiedler, F.E (1967) A theory of leadership effectiveness, NY: McGraw-Hill 11 12..http://businessworld.abp.in/index2.php?option=com_content&task=view&id=641 &pop=1&page=0&Itemid=692 (Electronically accessed on 01 AUG 2009)