Famous Leader Analysis- Richard Branson
"There are so many things going on around the world and only so many hours in the day."- Richard Branson.
Richard Branson is a well known entrepreneur who dropped out of school at the age of 16 to start his first business, and became a millionaire by the age of 24. He flies around the world in a balloon, breaks world records and likes dangerous stunts. He is an ultimate brand builder commonly associated with fun, adventure and success. He is a leader and driving force to around 250 companies, employing 8000 people around the world. He began his business with unique student magazine and a small mail order record company; today his businesses ranging from planes and trains to credit cards and bridal gowns. Branson believes in keeping things simple and that people are the foundations for corporation’s success. 'It took me years to work out the difference between net and gross, ' declares the man who has made £1bn with his Virgin Empire. 'In meetings I just used to say 'tell me if it 's good or bad news. ' Branson is fond of linking his business ventures to his own personal experience, bolstering his man of the people appeal. His jumpers, balloon escapades and stunts such as launching Virgin Brides in full matrimonial drag mean it 's difficult to associate him with the boardroom. ( Guardian on-line, The Observer, Lucy Siegle,
When looking at Branson’s history, it’s clear that he has used a different leadership styles throughout his carrier.
According to Daft (2002), leadership involves influence, it occurs among people, those people intentionally desire significant changes, and the changes reflect purposes shared by leaders and followers.
The Virgin empire is one where the individual personality of Branson is stamped everywhere throughout the business, therefore, his values and goals are those which drive and permeate every element of the corporation. A review of transformational and charismatic leadership theories suggests that such leaders may achieve their
Richard Branson is a well known entrepreneur who dropped out of school at the age of 16 to start his first business, and became a millionaire by the age of 24. He flies around the world in a balloon, breaks world records and likes dangerous stunts. He is an ultimate brand builder commonly associated with fun, adventure and success. He is a leader and driving force to around 250 companies, employing 8000 people around the world. He began his business with unique student magazine and a small mail order record company; today his businesses ranging from planes and trains to credit cards and bridal gowns. Branson believes in keeping things simple and that people are the foundations for corporation’s success. 'It took me years to work out the difference between net and gross, ' declares the man who has made £1bn with his Virgin Empire. 'In meetings I just used to say 'tell me if it 's good or bad news. ' Branson is fond of linking his business ventures to his own personal experience, bolstering his man of the people appeal. His jumpers, balloon escapades and stunts such as launching Virgin Brides in full matrimonial drag mean it 's difficult to associate him with the boardroom. ( Guardian on-line, The Observer, Lucy Siegle,
When looking at Branson’s history, it’s clear that he has used a different leadership styles throughout his carrier.
According to Daft (2002), leadership involves influence, it occurs among people, those people intentionally desire significant changes, and the changes reflect purposes shared by leaders and followers.
The Virgin empire is one where the individual personality of Branson is stamped everywhere throughout the business, therefore, his values and goals are those which drive and permeate every element of the corporation. A review of transformational and charismatic leadership theories suggests that such leaders may achieve their
References: Bass, B.M. (1985) Leadership and Performance beyond Expectation. New York : Free Press. Bass, B.M. & Avolio, B.J. (1994) Improving Organizational Effectiveness Through Transformational Leadership. London: Sage Publications. Bertocci, D.I. (2009) Leadership in Organization, There Is a Difference between Leaders and Managers. Plymouth: University Press of America. Bryman,A. (1992) Charisma & Leadership in Organisations. London: Sage Publications Ltd. Daft, R.L. (2008) The Leadership Experience. 4th edn. Ohio: Thompson South Western. BBC News Online (2004). Available at: http://news.bbc.co.uk/1/hi/uk/3693588.stm (Accessed: 11 April 2011). Siegle, L. (2002) Finance Innovator: Richard Branson, The Observer, 31 March. Mintzberg, H. (2004). Ideas about Management. Engaging leadership, Decision, Issue 5, 2004. Yukl, G.A. (2010) Leadership in Organizations. 7th edn. New Jersey: Pearson Prentice Hall. Yukl, G.A. (1989) Managerial Leadership. A review of theory and research. Journal of Management, 15, pp Conger, J.A. and Kanungo, R.N. (1998) The empowerment process: integrating theory and practice Martinson, J. (2006) Thoroughly Postmodern Billionaire, The Guardian, 28 April, pp.33.