Analysis of Leadership Approach and the Leadership Challenges She Faces by Anne M. Mulcahy What does this tell us about her approach to leadership? How do theories and frameworks help us understand her approach? Introduction When Mulcahy was named CEO of Xerox Corp. in 2001, many people were surprised. Immediately faced with a crisis, advisors urged her to declare bankruptcy to remedy the situation, but she did not agree. Instead, she chose a path that few would have conceded. In fact, she said, “Bankruptcy is never a victory. » When she took over the company, she only intended to move the company forward and envisioned Xerox as a high-tech player. It has refused to cut research and development or field sales, despite shareholder petitions calling for all R&D to be stopped. Instead, it took on Xerox's bloated infrastructure, sold parts of Fuji Xerox, the company's crown jewel, and turned manufacturing over to Flextronics. Say no to plagiarism. Get a custom essay on “Why Violent Video Games Should Not Be Banned”?Get the original essayConfidence During SetbacksMaintaining Focus on the FutureMoving away from expensive consumer printers, Mulcahy took a gamble and is focused on new technology of high-end color digital printers and consulting services. She realized that the world was changing and that Xerox needed to anticipate this change. “Businesses are disappearing because they can’t reinvent themselves,” she said. Encourage constructive dissent She did not back down when furious shareholders launched angry comments and threats against the company. Alternatively, she prioritized attempts to allay worries and fears. She also verbally promised to "fly anywhere to save any Xerox customer." “So rather than wasting a lot of time putting out fires,” she said, “we actually focused on the source of the fuel leak, which really became critically important to solving the real problems. » What steps did she take to address this challenge? I personally think Mulcahy handled the situation well and differently than other leaders would have done. Many companies would take the easy way out and file for bankruptcy, but she didn't. She took the initiative and set her visions so high that no one believed the company was capable of achieving them. Clearly, she had proven them wrong. She had said that, she and her team had taken advantage of the crisis and she thought they would have loved to do more than they did. I think if the leader had been different, the turnaround would not be as successful and effective. Mulcahy had managed the crisis effectively. What does this tell us about his approach to leadership? His strategy for dealing with the critical situation was to promote honesty and trust, which are particularly important in this case. She emphasized that when your business is struggling, you need to give employees and customers a sense of direction and resolve. In return, Mulcahy would expect every effort and support from his management team or any Xerox employee. “I gave people a choice: either roll up their sleeves and go to work, or leave Xerox. » How do theories and frameworks help us understand his approach? I’.

Essay / Analysis of Leadership Approach and the Leadership Challenges She Faces by Anne M. Mulcahy What does this tell us about her approach to leadership? How do theories and frameworks help us understand her approach? Introduction When Mulcahy was named CEO of Xerox Corp. in 2001, many people were surprised. Immediately faced with a crisis, advisors urged her to declare bankruptcy to remedy the situation, but she did not agree. Instead, she chose a path that few would have conceded. In fact, she said, “Bankruptcy is never a victory. » When she took over the company, she only intended to move the company forward and envisioned Xerox as a high-tech player. It has refused to cut research and development or field sales, despite shareholder petitions calling for all R&D to be stopped. Instead, it took on Xerox's bloated infrastructure, sold parts of Fuji Xerox, the company's crown jewel, and turned manufacturing over to Flextronics. Say no to plagiarism. Get a custom essay on “Why Violent Video Games Should Not Be Banned”?Get the original essayConfidence During SetbacksMaintaining Focus on the FutureMoving away from expensive consumer printers, Mulcahy took a gamble and is focused on new technology of high-end color digital printers and consulting services. She realized that the world was changing and that Xerox needed to anticipate this change. “Businesses are disappearing because they can’t reinvent themselves,” she said. Encourage constructive dissent She did not back down when furious shareholders launched angry comments and threats against the company. Alternatively, she prioritized attempts to allay worries and fears. She also verbally promised to "fly anywhere to save any Xerox customer." “So rather than wasting a lot of time putting out fires,” she said, “we actually focused on the source of the fuel leak, which really became critically important to solving the real problems. » What steps did she take to address this challenge? I personally think Mulcahy handled the situation well and differently than other leaders would have done. Many companies would take the easy way out and file for bankruptcy, but she didn't. She took the initiative and set her visions so high that no one believed the company was capable of achieving them. Clearly, she had proven them wrong. She had said that, she and her team had taken advantage of the crisis and she thought they would have loved to do more than they did. I think if the leader had been different, the turnaround would not be as successful and effective. Mulcahy had managed the crisis effectively. What does this tell us about his approach to leadership? His strategy for dealing with the critical situation was to promote honesty and trust, which are particularly important in this case. She emphasized that when your business is struggling, you need to give employees and customers a sense of direction and resolve. In return, Mulcahy would expect every effort and support from his management team or any Xerox employee. “I gave people a choice: either roll up their sleeves and go to work, or leave Xerox. » How do theories and frameworks help us understand his approach? I’.

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