Meg Whitman is the current Chief Executive Officer (CEO) of Hewlett-Packard, the technology company that specializes in business and consumer electronic devices and services. She worked at a number of Fortune 500 companies and eventually found herself at the head of an Internet startup, eBay. Her leadership there allowed the company to grow rapidly and become one of the most important sites of the early Internet era. eBay remains important to this day, testament to what Whitman and her team built. In 2012, she was brought into Hewlett-Packard. The company was in a bad operational and financial situation at the time and Whitman was assigned to revitalize the tech giant (Anders, 2013). This paper will discuss Whitman's leadership style, in particular drawing on her experiences at eBay and at HP.
Whitman's Leadership Style
Whitman is a consensus-builder who prefers to empower her teams. In particular, she focuses on nurturing innovation and working with the people in the company (Sanderson, 2012). This leadership style is combined with an emphasis on hiring that allows the company to have the right people on board, who are capable of achieving that company's mission. Once the right people are in place, they also need to be empowered, and that is something that comes from management. Whitman is known not to appreciate the autocratic leadership style (Anders, 2013).
Another aspect of Whitman's leadership style is that she seeks to be visionary. This was the case when she built eBay. The company was originally a small online transaction facilitator with a niche market. What Whitman recognized was that the company's capabilities exceeded -- by a considerable margin -- the company's target market. She expanded that target market and built the capabilities of eBay to meet the expanded vision that she had for the company.
She has now used the same approach at Hewlett-Packard. She began with a vision for where its industries were going in the coming years, and sought to rebuild the company as an organization that could meet those challenges and take advantage of those opportunities. The result was a series of rapid changes in the company, both in terms of its businesses and in the ways in which it does business (IDG, 2013). This style of building consensus is also...
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