Immelt Case Executive SummaryIan Gatheca Temple University AbstractKouzes and Posner studied hundreds of leaders over three decades. They found that at the height of their leadership, exemplary leaders exhibited five practices and the performance of their organizations exceeded expectations. Kouzes and Posner (2012) presented their findings in NY Times best seller ‘The Leadership Challenge’. Throughout the Harvard Business School article ’GE’s Jeff Immelt: The Voyage from MBA to CEO’ there are abundant case points where the five practices of exemplary leadership occur. Keywords: exemplary, leadership. Immelt Case Executive SummaryInspire a Shared Vision1 Kouzes and Posner’s (2012) research explicitly shows that at the height of their leadership,
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Immelt employed and promoted those who were free thinkers and exercised outsight. In addition, he made large strides in the CEO succession race in just four years, he had doubled both sales and net income. It is through challenging the process that Immelt realized such high rates of return for the GEMS division. He was thereafter identified by the GE Board as an exemplary leader and a strong contender for the position of CEO. Enable Others to Act1 In the findings of Kouzes and Posner (2012) in ‘The Leadership Challenge’ exemplary leaders enable others to act by fostering collaboration and building an environment of trust and strengthening other by increasing self-determination. Immelt was no exception. As a CEO, he ensured that GE remained in a positive light among customers and investors. He did so through frequent face to face interactions, thereby earning their trust. In addition to his outward facing efforts, within the organization, Immelt implemented an aggressive leadership development programs that developed the leadership competency of 20 to 30 individuals in each
Immelt employed and promoted those who were free thinkers and exercised outsight. In addition, he made large strides in the CEO succession race in just four years, he had doubled both sales and net income. It is through challenging the process that Immelt realized such high rates of return for the GEMS division. He was thereafter identified by the GE Board as an exemplary leader and a strong contender for the position of CEO. Enable Others to Act1 In the findings of Kouzes and Posner (2012) in ‘The Leadership Challenge’ exemplary leaders enable others to act by fostering collaboration and building an environment of trust and strengthening other by increasing self-determination. Immelt was no exception. As a CEO, he ensured that GE remained in a positive light among customers and investors. He did so through frequent face to face interactions, thereby earning their trust. In addition to his outward facing efforts, within the organization, Immelt implemented an aggressive leadership development programs that developed the leadership competency of 20 to 30 individuals in each