Leadership Issues in Microsoft - Term Paper Example

Leadership in organizations: Microsoft The question that I would ask to the prospective candi for the post of the Microsoft CEO would be; what defines your leadership style? The expectation is that this question will be answered not in a single sentence, but through highlighting several basic tenets that the candidate indentifies as the most fundamental characteristic of a good and effective leader. Change remains the principle that informs business success, and it is expected that at some point, there needs to be an effective leader who replaces Bill Gates in Microsoft, and who will continue the legacy of the organization, and inspire its growth to even higher levels, while still ensuring that the company remains relevant in the industry, and thus it is able to beat competition. Therefore, in asking this question, the expected answer that would demonstrate leadership in general, and the ability to lead Microsoft in particular would therefore comprise of the following fundamental leadership principles: Strong value system Leadership is defined in different parameters. Nevertheless, the common denominator for effective and successful leadership is that the leader at least believes in something, and consistently seeks self-improvement through strengthening the visionary attributes. Therefore, possessing a strong value system is a vital aspect of effective and successful leadership, considering that it makes the leader consistent in pursuing the goals of the organization, without being deterred by any challenges (Manfred and De Vries, 7). Take for example, Bill Gates has ranked on top of the richest people in the world, yet with all that money, he still woke up every day and headed to his place of work, until his retirement. Such characteristics can only be demonstrated by a leader who really believes in something, and that belief gives him the drive to pursue the vision and the objectives of the organization every single day, even when money, fame and power is no longer the motivating factors, having already achieved them. Thus, the fundamental and the most important answer that would be expected of a candidate for the post of the Microsoft CEO, should comprise a statement indicating that the candidate is visionary, and has a strong value system, making it possible for the candidate to consistently pursue the vision of the organization. However, being visionary alone is not adequate to make an individual effective and successful leader, whenever it is devoid of the ability to construct the vision and the belief system into a solid and tangible construction that can be perceived by all the organizational stakeholders (Manfred and De Vries, 8). The vision of Microsoft over the past decades has been to transform and change the world. While this can simply be categorized as a general, inarticulate and overambitious vision, it simply defines the great belief that Bill Gates and the organization had, to reach every part of the world and supply their products, to form a platform that would transform the whole world. Today, there is no denial that Microsoft has transformed the world, through making the dream of having a computer in every household in the world become virtually true, since even for those who do not have desktop computers, they have other gadgets that are utilizing the Microsoft developed software to run. Demonstrate a sense of humility, tolerance, tact and charisma In answering what defines the candidate’s leadership style, a sense of humility is among the most sought characteristic that the candidate should be able to demonstrate, among the fundamental principles that constitutes effective and successful leadership (Manfred and De Vries, 12). Good and effective leadership is characterized by humility, where the leader is not simply leading the organization through issuing orders and placing a firm hand on his employees, but where the leader becomes the example in accomplishing the objectives and visions of the organization, not only through telling the employees what to do, but through the employees seeing how it is done. The principle of humility is even more relevant in a situation where an organization seeks to introduce some change, either in the modes of operation, or in the leadership structure. People are both socially and psychologically resistant to change, and they are always comfortable in status quo (Manfred and De Vries, 7). Therefore, any move that seeks to introduce change within an organization is met with a lot of resistance, starting from the management level, all the way to the subordinate levels of the employees’ cadre, who would rather thrive in the status quo. However, for a visionary leader whenever change is deemed necessary, then there is no turning back on its implementation (Manfred and De Vries, 8). This is the point at which the sense of humility and charisma comes in handy, considering that the resistance from all levels has to be addressed through tact, humility and charisma, which would allow the organization stakeholders to buy the change idea, and therefore support it. Ability to Initiate and Innovative and with desire to make an impact The business of Microsoft is entirely defined by innovation. It is through the consistent research, development, improvement and creation of new computer software, that Microsoft has been able to dominate the computer software industry for decades, and there seems to be no able competitors, who can entirely replace this organization in the industry. However, such global leadership does not come easy, and it entails a lot of work, to ensure that the organization continually develops new products for the changing market, to ensure that their products do not become redundant (Manfred and De Vries, 15). It is through the industriousness, innovation and the desire of the organization to make a change impact, which makes such consistent development and improvement possible. The essential factor for innovation is to create a culture of change within an organization, and make the organization adapt to the fact that change is inevitable (Manfred and De Vries, 17). Therefore, the candidate for the post of the Microsoft CEO should be the lead innovator, always learning the developments and changes in the software industry, as well as the changing trends of the society, and thus introducing product concepts that are consistent with the desired changes in social trends, and meet the new product requirement. Considering that an organization like Microsoft operates in an industry that competition and change characterize operations, it is important that such organization stays ahead in reading the market trends and the changes taking place in the industry, as well as in the technological world in general, and thus articulate the new product development or improvement activities towards ensuring keeping ahead of the competitors (Manfred and De Vries, 9). This is only achievable through the innovative mindset of the organizational top leadership, which inspires the other team to realize these innovative developments. Ability to Inspire, mentor and Empower A successful and effective leader is the one who focuses all the attention on the future of the organization. Hostility and dominance are some of the key factors that completely damages the relationship between a leader and the subordinates, making it hard for the organization to work as a unit, while also making the organizational control, change introduction and innovation difficult (Manfred and De Vries, 11). Therefore, a leader who is effective and successful perceives the other employees, even those at the lower levels, as partners in the growth of the organization. This way, the leader inspires and influences the employees through positive attitude, to buy the visions and the objectives of the organization, and to integrate them as part of their work ethic and culture. The effective leader also mentors the employees at the lower levels for leadership roles, in anticipation of successful and smooth transition of the organization leadership, whenever the leaders retire, thus ensuring that their absence does not affect the competitiveness and efficiency of the organizational operations (Manfred and De Vries, 18). Works Cited Manfred F. R and De Vries Kets. “Charisma in Action: The Transformational Abilities of Virgin's Richard Branson and ABB's Percy Barnevik.” Winter, 1998. 7-20. Print. Read More