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Essay / Research Paper Abstract
This is a 6 page paper that provides an overview of transformational leadership at Hewlett-Packard. Meg Whitman's approach is compared with Gerstner's from IBM. Bibliography lists 10 sources.
Page Count:
6 pages (~225 words per page)
File: K 60_KFbiz025.doc
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Unformatted sample text from the term paper:
the core of the organization: its leadership. When theres a problem with a leader, the problem tends to radiate and amplify throughout the entire organization, affecting virtually all processes and
resources in some fashion. For this reason, it is critical for organizations to ensure quality of leadership, as a primary foundation for developing value throughout the rest of the organization.
This is at the root of developing and sustaining a competitive advantage. This paper will explore the impact that leadership style can have upon an organizations value by looking at
the evolution of leadership at the Hewlett-Packard firm. This paragraph helps the student begin to follow the chain of leadership at Hewlett-Packard. Hewlett-Packard is widely renowned as one of the
founding firms in the information technology revolution, and for many years one of the leading providers of information technology and associated components to both consumers and enterprises. Over the years,
many different leaders have taken up the mantle of CEO, and brought an array of contrasting leadership styles to the organization. As an overview of the history of the company
will show, these different leaders had a markedly different effect upon the organizations successes. The first leader to be examined is Lou Platt, who was promoted to a position of
leadership in 1992, after serving with the company for some 26 years (OToole, 2000). His approach to leadership was to assemble a team that emphasized "a diversity of perspectives", so
as to avoid falling into a state of complacency (OToole, 2000). He adopted a transformational approach to leadership, "challenging [employees] to perform at higher levels" and "push[ing] responsibility for change
down to operational levels" (OToole, 2000). Subsequent leaders of Hewlett-Packard were more divided in the value they brought to the organization, on the whole. For instance, Carly Fiorina became
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