Biography Of Charismatic Leadership At Microsoft

4603 Words 19 Pages
Register to read the introduction… Before joining Microsoft, Nadella was a member of the technology staff at Sun Microsystems. In 1992, he started to work for Microsoft and quickly became known as a leader who could span a breadth of technologies and businesses to transform some of Microsoft’s biggest product offerings. Previously, he served as vice president of Microsoft’s Cloud and Enterprise group and took responsibility of cloud infrastructure and services business. Besides, he was also vice president of the Microsoft Business Division who led R&D for the Online Services Division. On 4th February 2014, Nadella was appointed as CEO of …show more content…
This kind of managers has a great personality and a strong emotional impact on followers. Transformational leadership pays attention to employee development, depending on visionary leadership to win over followers. Leaders focus on developing supportive relationships with employees rather than use incentives or other perks to motive change. Managers with transactional leadership motivate employees in practical ways instead of with inspiration. Autocratic leaders do not value employees’ contributions, preferring to manage operations with zero feedback from their teams. Managers who adopt a democratic leadership style encourage employee feedback and participation. Through employ development and training, leaders create effective teams that don’t require close …show more content…
If subordinates are told about what the alternatives are and the tradeoffs involved, it is more likely for them to adapt to the corporate environment better.
② With an effective change management, team members share more information and experience with each other. Mutual communication is beneficial for them to arrange reasonable work, implement tasks effectively, do useful assessment and so on.
③ Generally, employees show more interest in job opportunities offered by other companies. The change management team tries to re-recruite the good people. It is a high-risk change to assume the key employees are going to remain in the team just because they haven’t publicly announced their plans to leave.
④ Change management helps team members create new ideas instead of keep old methods and established practices through educating them all levels of the organization. The dynamics at work and the circumstances driving the changes are addressed and explained clearly. People are more willing to accept new values and beliefs about the company.
⑤ Organizations usually response slowly to a change of management. As a result, team members would pay more attention to protect themselves rather than devote themselves to developing productivity and

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