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Essay / Research Paper Abstract
A 5 page paper discussing the leadership styles of Lee Iacocca and Bill Gates in conjunction with three leadership theories. Those theories are situational, contingency and leader-member. Bibliography lists 10 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgmtLdrLee.rtf
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Unformatted sample text from the term paper:
Lee Iacocca and Bill Gates remain as two of the most recognized leaders in modern business. They are very different in personality and background, and they reached the
pinnacle of their industries at very different times in the course of American business. Each is described here in terms of various leadership theories: situational, contingency, and leader-member
theories. Situational Leadership Paul Hersey and Ken Blanchards Situational Leadership model is a variation of
contingency theory and does "not prescribe a single leadership style, but identifies the three essential elements of task behavior, relationship behavior and ... level of maturity" (Monoky, 1998; p. 142).
Leadership and management take different forms according to the needs of the situation, and both Gates and Iacocca exemplify this ability. At
the time that Lee Iacocca was seeking approval from Fords senior management to go forward with the then-outrageous design of the Mustang, it was necessary for him to play two
very different roles. He needed to be solicitous to superiors in order to gain approval; he had to be a strong leader for his group of engineers already working
on the design that had not yet been approved. He orchestrated this work in the background so that he knew without question he could make guarantees of time and
cost schedules (i.e., no surprises in design) and essentially "sink or swim" with Ford management. He did the same with the federal government as CEO of Chrysler.
Bill Gates is the supreme example of the "nerd" with business sense. He supplied the vision, assembled a team of programmers who had been
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