Table of ContentsCarnegie was not born into a position of power or leadershipAndrew Carnegie as a new type of modern entrepreneur for his timeHe failed but remained strongConclusionAndrew Carnegie n He was not only a steel magnate, but also one of the most influential leaders of his time. Carnegie built the largest steel company in the United States, Carnegie Brothers & Company. He was an American industrialist of considerable fortune and an important philanthropist of his time. Although Carnegie's career had many successes and failures, he is considered by many to be a revolutionary figure. Carnegie used a wide range of leadership tools embodied in both hard and soft power. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay Carnegie was not born into a position of power or leadershipAndrew Carnegie was born into a blue-collar family in Dunfermline, Scotland. Carnegie didn't have much formal education, although he read a lot of books growing up. His parents supported academic endeavors. Carnegie moved to the United States with his family when he was 13. He began his career working in a factory in Allegheny, Pennsylvania. Carnegie's first investment was a purchase of stock in the Woodruff Sleeping Car Company. Woodruff's sleeping car contained beds and mattresses, which allowed travelers to get a good night's sleep on their long train rides, just as they previously tried to rest on chairs or benches. It was a new idea at the time, and a certain Carnegie had faith in it. Carnegie took risks and pushed himself out of his comfort zone with his investments. After two years, Carnegie was earning $5,000 a year from his shares in the Woodruff Sleeping Car Company. This investment was the basis of Carnegie's great success and wealth. At the age of 24, Andrew Carnegie was offered the position of Superintendent of the Western Division of Railroads by newly elected Vice President of the Pennsylvania Railroad, Thomas Scott. Carnegie suddenly found himself at the helm of the most extensive and widely used stretch of railroad in the United States. This was the beginning of Carnegie's journey as a leader. While running the railroad, Carnegie's primary goal was to keep the railroads running smoothly, regardless of the cost. He prioritized the success of the railroad. Not only did Carnegie work nonstop, but he also pushed the men he led as hard as he pushed himself. Carnegie wrote in his autobiography: "I was probably the most inconsiderate superintendent who was ever entrusted with the management of a large property, for, never knowing fatigue myself, being sustained by a sense of responsibility, I overworked the men and wasn't careful enough. "considering the limits of human endurance." Carnegie recognized his mistakes and his faults. This is crucial in a good leader. The one who believes that things are right or perfect all the time is not at all the one you want to be ruled by or the one you want in power. Carnegie was criticized for his treatment of workers throughout his tenure running the railroad. During his early years working for the railroad company, Carnegie was sometimes misjudged due to his small stature, as size and importance were more universally expected signs of leadership in his day. During an incident on the railway, “a burly Irishman, not realizing that the little young man was the boss,picked it up and put it aside.” At this time, the traits desired in a leader shifted from emphasizing physical characteristics to emphasizing personality traits. It was common to have men in positions of power who were tall and towered over those they led. Large white men dominated leadership roles during this era. Once he gained a following, he used various leadership skills to advance his own agenda. It is understood that power is fundamental in all fortunemaking. Once he had power, he set out to advance his ideas and achieve greater success. Andrew Carnegie, a new type of modern entrepreneur for his time Carnegie rarely worked after building his colossal fortune. It was even said that he didn't like the job. Some would say that Carnegie was not a leader but rather a mere master in the art of making money. Carnegie wrote during this period of his life, one of which is his most famous essay, "The Gospel of Wealth." Some considered Carnegie's writings to be "stupid, insincere books that were admired by a generation that worshiped money, greatness, and success." Although Carnegie spent much of his time away from his business, he made the ultimate decision and exerted force on his business. Carnegie used strong leadership skills such as coercion and "strong man" ability to get his employees to meet his needs. As Nye explains in his book The Powers To Lead, the goal of all leadership styles is to achieve a goal, usually dictated by the leader, by affecting people's behavior. This idea that he could treat his employees however he wanted and get them to comply with his demands was key to Carnegie's success as a leader. As Redlich says, they were run by young men he had promoted and who were more or less accustomed to the idea that they were doing the work while he goaded them, whip in hand, and that He was the one who made the final decision and made most of the money. , even if they were essential to the functioning of the company. Even though Carnegie was only five feet three inches tall, he gained the power and respect to use strong leadership skills, even at a time when being a good leader held great importance. more to do with appearance. Some people believed that the success of Carnegie's business came at the expense of those he employed. Some of the leadership tactics Carnegie used were controversial. Although many of these were forms of classic hierarchical leadership, as Carnegie achieved and succeeded in his goals, I would argue that his use of strong leadership skills was effective. He failed but remained strong. Carnegie had times in his career where he failed as a leader. . One such moment was a violent strike at his steel mill in Pennsylvania. Its workers were unionized and wanted improved working conditions. Workers at his factory protested wage cuts, and although Carnegie was not there, he was criticized for the way his general manager, Henry Frick, handled the situation. Frick called in armed men to try to protect the factory, but a battle ensued. The people he called started fighting with the protesters and it turned bloody. At least ten people died and many were arrested. The strike lasted five months. Although Carnegie did not make a decision in this situation, he was criticized because his supporters were not.