Transformational Leader Jack Welch

TRANSFORMATIONAL LEADERSHIP 7

TransformationalLeader: Jack Welch

TransformationalLeader: Jack Welch

Transformationalleadershiprefersto a leadershipmodelthat bringschangein individualandexistingsocialsystems.In its idealform,itgeneratesvaluableandpositivechangein thefollowerswith theendaspirationof developingfollowersinto leadersandefficientservants(Bass&amp Riggio, 2006). Endorsedin its authenticform,transformational leadershipenhancesthemorale,motivationandperformanceof followersthrough a multiplicity of mechanisms.Thesemechanismsencompasseslinkingthefollower’ssenseof identityandselfto themissionandthecollectivecharacteristicsof theorganizationbeinga rolemodelto thefollowersthat inspirethem understandingthestrengthsandweaknessesof thefollowers,andchallengingfollowersto assumegreaterownershipoftheir job,sothemanagercan alignhis/her groupwith tasksthat optimize their performance(Bass&amp Riggio, 2006).Transformational leadersareabletoinspireandinfluencefollowersto attainchallenging extraordinaryobjectives,developfollowersby empoweringthem, andincreasingtheir awarenessandinterest.Somefamousexamplesof transformational leadersare Disney Walter, Ford Henry, andJack Welch. Thispaperwill analyzeJack Welch leadershipat GE usingtheframeworkof transformational leadership.

JackWelch Profile at GE

JackWelch becameCEO of GE (General Electric) in 1981 whenhewas45 yearsold.During his 20 yearsreign at thehelmof thecompany,hehelpedtransformitfrom an agingindustrialproducerto one of themostcompetitivecompanyin theglobe.Hewasableto achievethisby generatingmoreshareholderswealththan anyothercorporate managerin history.Habitually hereinvented thefirm, andregularlyhi employeeswentalong with it.Themodelof transformational leadershipis applicablein analyzinghowJack Welch wasableto accomplishthis.In thisregards,itis paramountto illustratesomeof themostfundamentalelementsof a transformational leader.Thediagrambelowdepictssomeof thecharacteristicandsituational factorsthat can beattributedto Welch success(Lowe,2008).

Source:(Bass&amp Riggio, 2006)

ThePower andInfluence of Jack Welch

UndoubtedlyJack Welch hadincredibleinfluenceover his employeehoweverhis otherchiefexecutiveofficersin thecorporate world.Welch broughtabouta changein both theemployeesat thecompanyandtheGeneral Electric as a businessentity(Lowe,2008).

AstheCEO at General Electric, Welch strivedto develophis followersto becomeleaders.In factbefore retiringWelch ensuredthatthepeoplethat would leadingthefirm goingforwardwerereadyandthattheyhadplanto continueforward.Welch alsorecognizedthathis followershadneedsthat werebeyond primaryphysiological needs,andas suchhewantedhis followersto be ableto viewthemselves as importantmembersof theGE team(Lowe,2008). ThesetraitsshowthatWelch is a transformational leader,andto advancehis transformational leadershiphedidan exceptionaljobof paintinga visionof an idealpotentialconditionof organizationandinvolvedhis followersto carryout therequisitechangesto achievehis vision.Welch waswellknownforgivinghis employeeslavishrewardswhenever theyperformedexemplarily,andhemadequiteclearto his followersthathehadthecapacityandabilityto dole out rewards(Lowe,2008). Itis his academiccredentials, his genuinecareandcharismathat gavehim powerexpertandreferent power,whichhecleverlyusedto influencehis followers.

JackWelch on Motivation

Jackbelievedthata combinationof extrinsicandintrinsicmotivators would leadhim to theidealmodus operandi formotivationas a whole.Welch explainshis approachon thewholeas differentiation: heusesthenumbers20-70-10 to illustratehis peopledifferentiation technique,andrecognizesthatatsomeoccasionsitmay appearcut-throat (Lowe, 2008). Thesenumbersdepictpercentagesof theworkforce populationdividedinto three teamsratedon thebasisof jobperformance.20 denotestheuppertwenty percent, 70 denotesmiddleseventy percent,and10 denotesthe bottomten percent. Thetop20 percent wereshoweredwith lavishrewardsandgiftsinthe formof stockoptions,praise,andtraining.Thebottom 10 percent wereemployeeswhoafter regularevaluation hadpoorperformance.To thisgroup,Welchhadnochoicebutto firethem. Accordingto Welch,themiddleseventy percent werethemostchallenging to manageandaresomeof themostvitalhumanresourcesin thefirm. Thisgroupneededmotivationthrough positivefeedback, training,andgoalsetting(Lowe,2008).Eventhough,heacknowledgesthateveryemployeerequired,differentmotivators of his fundamentalmodelof motivationwasempowerment. Through his method,hecultivatedconfidencein his employeesby treatingthem with respectandallowingthem to performtheir taskswith autonomy.

OrganizationalCulture andChange

Welchcreateda cultureof learningat GE by nurturingkeyvalues,understanding,assumptionsandnorms,which heencouragedtheentireworkforce to embrace. Jackinitiatedthiscultureby removingtheboundariesof communicationandinvolvingallteamsin ideasharing.After makingtheentireworkforce partof theconversation,hebeganto implementthebestideasthat emergedirrespective of wheretheyoriginated(Lowe,2008).

Lastly,Welch could consistently followup to seeto itthatideashavebeenexecutedappropriatelyandthattheyare workingin themannerthattheywereprojectedto work.Through involvingtheworkforce in thedecision-makingprocessandadoptingtheir ideas,hemadehis followersfigurativeownersof thecompany(Lowe,2008). Welch wasexcellentat integratingtheorganizational cultureinto bothinternalandexternalfactorsof thebusiness.Healsobelievedthattheclientsha be partof theprocessto ensurethattheycould feelthequalityof theservicesandproductsmade.

Conclusion

JackWelch ability to unremittingly drive towards his ambition andvisionary goals and gain thousands of followers along his life isnothing short of remarkable. Welch spent his whole career devoted tomaking GE a global leader in sales for every product that the firmmanufactured. He also took a authentic interest in making the companya firm that people were proud to be associated with. Many leaderscould make positive changes in their companies from learning aboutWelch leadership style and molding their behavior after his. Eventhough Welch was hard on underperformers, he sincerely cared for allemployees. I have learnt that leadership doe not necessary meanhaving answers to every person problems, but rather having people inplace that are capable of finding answers and are ready to share themto achieve set goals.

References

Bass,M.B. and Riggio, E.R. (2006). TransformationalLeadership.NewYork,NY:PsychologyPress.

Lowe,J. (2008). JackWelch Speaks.Hoboken, NJ: John Wiley &amp Sons.