Zappos Leadership Style Essay

1541 Words 7 Pages
Assignment 3 Part 1: Leadership Style: How Are Leaders Leading in the 21st Century BUS520- Leadership and Organizational Behavior
December 03, 2014

Introduction Everyone loves a good pair of shoes! Well, has a plethora of shoes. Their CEO had a vision to build a business no one else was doing, which inspired the online shoe store. Millions of customer’s know about Zappos. Zappos provides quick and solid service. Zappos is compliant with current technology and up on to date on current fashion trends. However, Zappos success starts from the top and from within.
Element 1: Provide a brief paragraph background of the CEO. The CEO is Tony Hsieh. Zappos (2012) in 1999, at the age of 24, Tony Hsieh (pronounced Shay)
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The CEO makes those goals personal. So, he is the organization. Mr. Hsieh personal values are to enrichment their employees to keep personality and fun. He ensures the work environment is free, fun, and full of creativity. During an extensive training session, if it doesn’t work out for you he’d pay you to leave Zappos. Instead of staying and not complimenting the team, it might be best if you leave. Zappos (2012) he wants his people to exemplify the Zappos Family Core Values: 1. Deliver WOW Through Service 2. Embrace and Drive Change 3. Create Fun and A Little Weirdness 4. Be Adventurous, Creative, and Open-Minded 5. Pursue Growth and Learning 6. Build Open and Honest Relationships With Communication 7. Build a Positive Team and Family Spirit 8. Do More With Less 9. Be Passionate and Determined 10. Be Humble Organizational goals are of shared values. Mr. Hsieh strives to share his visions and goals with everyone. He trains employees to see his vision and promotes his goals. His goal is happy work environment.
Element 4: Evaluate how the values of the CEO are likely to influence ethical behavior within the organization. While soft-spoken and awkward, Mr. Hsieh values are very likely to influence ethical behavior within the organization because he is able action. Many managers are about words and no action, yet they expect their employee to practice what they preach. To show he has nothing to hide, he opened his doors

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