Characteristics Of Ellison
Ellison’s Personality and Leadership Traits Even though Ellison is not well liked amongst the technology programming industry, it is hard to deny his effectiveness in success. Ellison is narcissistic and is as egotistical as they come, however every person that has worked for him at one time or another under Oracle have gone on to have extremely wealthy, successful careers. Ellison is what we would call a manager not a leader. But if you had to classify him as a leader of some sort, it would definitely be autocratic leadership style with a task oriented approach. Ellison has a “my way or the high way” approach however, he is in tuned with his self-awareness. He knows his strengths and his weaknesses. Knowing this has allowed Ellison
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2012). This is sampled when “Oracle posted a loss of $12.4 million; its stock value, meanwhile, dropped from $3.8 billion to $700 million. Ellison, who before the crash, was known to brag about playing tennis on company time, and was so seldom at the office that, when he was spotted, employees joked about “Elvis sightings,” was shaken to the core. “I was too depressed [to leave the house],” he told The Washington Post, “I let everyone down.” But rather than let Oracle die, he swallowed his pride and “went out and got some better managers to run the company. Ellison acknowledges that he needs a foil. Leaving the traditional management duties to trusted associates, says Maccoby, has enabled him to focus on thinking big picture” Mendleson (2011). Ellison hired and fired key managers in order to get the company back afloat so he could refocus on being the visionary he usually is. But most importantly, if he had to choose between his business and the people that worked for the business, he would choose his business every time. He had no remorse for anyone’s input or feelings but his own. “He has no regard for anyone’s schedule but his own; even early in his career his tendency to show up at meetings 60 or 90 minutes behind schedule prompted employee Stuart Feigin to begin referring to him as “the late Larry Ellison (Mendleson
2012). This is sampled when “Oracle posted a loss of $12.4 million; its stock value, meanwhile, dropped from $3.8 billion to $700 million. Ellison, who before the crash, was known to brag about playing tennis on company time, and was so seldom at the office that, when he was spotted, employees joked about “Elvis sightings,” was shaken to the core. “I was too depressed [to leave the house],” he told The Washington Post, “I let everyone down.” But rather than let Oracle die, he swallowed his pride and “went out and got some better managers to run the company. Ellison acknowledges that he needs a foil. Leaving the traditional management duties to trusted associates, says Maccoby, has enabled him to focus on thinking big picture” Mendleson (2011). Ellison hired and fired key managers in order to get the company back afloat so he could refocus on being the visionary he usually is. But most importantly, if he had to choose between his business and the people that worked for the business, he would choose his business every time. He had no remorse for anyone’s input or feelings but his own. “He has no regard for anyone’s schedule but his own; even early in his career his tendency to show up at meetings 60 or 90 minutes behind schedule prompted employee Stuart Feigin to begin referring to him as “the late Larry Ellison (Mendleson