Leadership style for Intel - Essay Example

In the first example, the company entered completely new market and gained superiority in this field; while in the second example, Grove has showed the world his ethical beliefs - the satisfaction of customers and high quality of products were of highest importance to him. Operational environment was like a chess playing board for Grove - he always anticipated what the competitors will do in response to his moves and then responded to their actions. Moreover, Grove was willing to share his knowledge and experience with other leaders through his writings.

Not a single other leader has written so much about how to stabilize the change (Garten 26). In his books he explains how to increase the productivity of employees no matter what business they are working in. Grove addressed the issues immediately when they appeared. For example, in the mid 1990s the issue of competition was especially important for the big corporations. Grove has published a book explaining how the companies should deal with the small competitors who emerge suddenly and can change the shape of the industry.

It was his nature to help other people to survive on the market. He has led his company to success and wanted other to succeed as well. Grove possessed exceptional. Intel was at the same time big and nimble as if elephants were able to dance (Garten 26). Grove was able to realize that size and speedy adaptability were critical to the global reach and has successful incorporated his cultural values into success of the company he headed. As Grove his noted, his greatest accomplishment was that he "played a significant part in developing the work environment and culture at the company and with the directors" (Garten 26).

Grove has devoted his career to finding the way to motivate people. As his employees recall, is he wanted something, nobody had the right to say no. (Schlender 68). He possessed the ability to instill in employee's desire to do things right and the best of their ability, and employees did not want to disappoint him. As it was already mentioned, for Grove the responsibilities of CEO and the board of directors had to be separated with everybody having their own set of responsibilities. For example, he shifted the primary mission of board from pure oversight to helping the company reignite growth.

When he became the CEO Grove has changed himself and transformed into another type of a leader, with governance issues being shifted to the board of directors. "In business he has shown time and again an uncanny ability to clarify and optimize complex organizations, business processes, and strategies by applying exacting standards and setting high, unambiguous expectations. Yet the real secret of his success is his ability to reinvent himself" (Schlender 68). This is what people think about Grove.

As he recalls, the most difficult task for him was to learn to be silent. He realized that his opinion is not always the best and the only