Leadership Style
Analyzing Why Marissa Mayer's Leadership Style Is So Effective
In High Technology Companies
Attaining leadership effectiveness in rapidly changing, complex industries that requires a balanced approach to transformational, transactional and situational leadership requires a unique series of skills and training. For high technology companies including Google, finding leaders who have these innate skills and the training to define product, service and technology strategies effectively often requires the company to find leadership candidates with the core technology and leadership skills, then develop them over time. Google founders Sergei Brin and Larry Page took this approach when they hired Marissa Mayer in the formative years of their company's growth. The Google senior management team focused on integrating the core strengths of every member of the senior management team into a single, unified leadership platform predicated on deep technology expertise, coupled with strong leadership styles. Creating a consortium-based approach to integrating leadership talent from a broad spectrum of disciplines and leadership styles typifies many entrepreneurial companies (Darling, Leffel, 2010).
The intent of this analysis is to evaluate how Marissa Mayer's leadership style flourished at Google, relying on the four leadership styles defined by Darling & Leffel (2010). Examples of how she navigated Google from search engine to cloud platform are also discussed. Her leadership style is also assessed with recent examples of running Yahoo as their CEO.
Foundations of Entrepreneurial Leadership In High Technology
Leadership in a high technology company requires a unique and at times paradoxical skill set that can quickly capitalize on new opportunities for the company's growth while still staying focused on the immediate tasks that must be accomplished. Marissa Mayer shows that she has this unique, paradoxical mix of transformational leadership and very exacting, perfectionistic focus on individual tasks. Transformational leadership capable of defining a compelling vision for the company on the one hand while also staying focused on each individual task is essential in organizations going through rapid change (Beugre, Acar, Braun, 2006). To fully appreciate how unique Ms. Mayer's leadership ability is, it is important to first define the foundational areas of management and leadership.
It has often been said that leader is who one is, and a manager is what one does, an observation often credited to Dr. Warren Bennis (Fitzgerald, Schutte, 2010). Dr. Bennis studied how successful leaders in fast-changing, turbulent environments were able to successfully use a high level of Emotional Intelligence (EI), charismatic leadership abilities and the ability to motivate by explaining each person's role in helping to accomplish the vision of the company (Fitzgerald, Schutte, 2010). Managers who often have a strong set of transactional leadership skills are capable of motivating teams with short-term rewards and punishments yet fail at showing how each individual team member's performance helps to transform a compelling vision into reality (Shoujun, Rui, Runtian, 2013). Managers with transactional leadership skill sets excel at enforcing the status qou, while leaders with transformational skills concentrate on creating a compelling vision and creating a culture of accomplishment (Fitzgerald, Schutte, 2010).
Entrepreneurial leaders in high technology that succeed have the ability to define a very detailed vision of how their nascent businesses will transform entire industries rapidly, and how critical the role of each member of the team is in making that happen. Examples provided by Darling & Beebe (2007) underscore how important it is for entrepreneurial leaders to excel on the dimensions of transformational leadership. Of the many factors that lead to success in fast-moving, often chaotic high technology start-ups, trust is the most critical of all (Schmidt, 1993). As EI is one of the foundational aspects of successful transformational leadership, building and maintaining trust is essential for s shared sense of accountability and performance across an organization
(Beugre, Acar, Braun, 2006). When leaders consistently exhibit complete commitment to their teams or employees and their development, while also willingly making sacrifices for goal themselves, trust is achieved (Singh, Krishnan, 2008).
Marissa Mayer's Leadership Style
Marissa Mayer's success as the Vice President of Product Management at Google and today as Chief Executive Officer (CEO) of Yahoo is based in large part on her unique ability to analyze complex issues quickly and take action. Based on an analysis of her leadership style, skills and approach to solving complex problems that led to Google experiencing exceptional revenue growth, she most closely aligns with the Analyzer role as defined by Darling...
Vikram Pandit and Marissa Mayer Leadership Styles The objective of this paper is to compare and contrast the leadership styles of Vikram Pandit (Citigroup) and Marissa Mayer (Yahoo) using Darling & Leffel's (2010) to construct different theoretical frameworks to discuss the reason the two leaders have been the successful leaders in the corporate world. Theory of leadership There are different theories of leadership to demonstrate the strategies leaders employ in achieving organizational
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