Leadership Style in General Electric Brazil

This report focuses on the leadership style in General Electric Brazil and its impact on organizational culture. The report discusses the theory of charismatic leadership and its application in the company. It also highlights the importance of treating employees equally and involving them in decision making for organizational success.

Running Head: GE BRAZIL LEADERSHIP 1
GROUP ASSIGNMENT MILESTONE
STUDENT’S NAME
UNIVERSITY
DATE

GE BRAZIL LEADERSHIP 2
GENERAL ELECTRIC LEADERSHIP
INTRODUCTION
This report basically focuses on the leadership style that is usually applicable General electric in
relation to the organizational culture (Augusto Cauchick Miguel & Monteiro de Carvalho, 2014).
There are various styles of leadership a leader can use when dealing with his subjects in a given
organizational setting. A leader can use participatory style of leadership where he involves his
subjects in the process of making decisions in the organization. A leader can be charismatic
where he uses his communication and persuasive skills to motivate his subjects do whatever he
wants (Agarwal & Brem, 2015).This type of a leader is eloquent in speech which enables him to
evoke strong emotions on his subjects in relation to a given situation. Charismatic leadership has
been central to the success of General electric company in Brazil been an organization that has
many employees. Dealing with the production of electric appliances requires committed and
satisfied employees hence a leader should not be too authoritative in making some of the critical
decisions which might be too vital in the operation of the company but should rather partner with
the employees for the success of the organization (Fitzgerald, Kruschwitz, Bonnet & Welch,
2014). The company has to ensure that there is an appropriate form of leadership to ensure
smooth operations for the achievement of the organizational objectives. The style of leadership
applied in the company is very crucial because it enhances the degree of job satisfaction among
the employees which reduces the rate of job turn over within the organization.

GE BRAZIL LEADERSHIP 3
The theory of Charismatic Leadership
The theory of charismatic leadership has its foundation on the application of high levels of
elegance and appeal in order to influence action among your subordinates. Confidence is the
most important aspect for a leader who is charismatic. It is only through confidence a leader can
initiate and implement a desired change within the organization. A leader should have a strong
belief that the people shall comply with his new ideas after outlining the strategies for
approaching them within the organization. According to Jansson, Nordlund & Westin (2017)
charismatic leadership is the best in General electric company in Brazil because the employees
and stake holders are usually cooperative when undertaking a given project when a leader
communicates his ideas in a clear and efficient manner and convince the stake holders that in
deed his ideas for the project are the best.
Humility is one of the basic values in General electric company which is the key leadership
quality for a charismatic leader. The leader should not apply exterior power and authority when
dealing with the subordinates but should rather involve the employees in reaching the final
decision over a given issue within the organization (Vértesy, 2017).Treating all the individually
equally is also a key aspect for organizational success within a competitive business environment
which enhances the achievement of the organizational goals and objectives. GE in Brazil has
been able to accomplish its major projects because of charismatic leadership which has always
enhanced the cooperation of all the individuals within the organization.

GE BRAZIL LEADERSHIP 4
All the individuals should be treated fairly without discriminating against any person. This
has been achieved in General Electric because of charismatic leadership. All the employees are
treated equally despite of the gender, race and social status which has been the key aspect that
has contributed to the success of the company both nationally and internationally. Charismatic
leaders value the potential in their subjects through delegation of responsibilities among various
individuals which enhances the development of their leadership capabilities. Dias& Davila Jr
(2018) state that during major projects in the company, individuals are delegated various duties
which enhances responsibility among them and further more develops their leadership skills
enhancing succession in leadership in the company.
Kumar(2016)contents that leaders in General Electric Brazil ensure that they work to their best
to fulfil the needs of their subjects through the process of interaction with the people so as to
know their deepest concerns so as to come up with various strategies for addressing their
concerns in the most appropriate manner. When the employees feel valued they tend to be more
productive hence a charismatic leadership plays a crucial role in the company by ensuring that
the employees feel valued through been involved in the process of decision making by requesting
for their ideas in relation to a unique organizational aspect.

GE BRAZIL LEADERSHIP 5
Conclusion
Employees should be motivated through better wages and salaries to enhance the achievement of
the organizational goals and objectives. The compensation system should be designed
appropriately to suit the organizational needs. Leaders should apply various styles of leadership
such as charismatic, transactional, participatory and free reign to depending on the situation at
hand in the organization when dealing with the employees to facilitate the achievement of the
organizational goals and objectives.

GE BRAZIL LEADERSHIP 6
References
Augusto Cauchick Miguel, P., & Monteiro de Carvalho, M. (2014). Benchmarking Six Sigma
implementation in services companies operating in an emerging
economy. Benchmarking: An International Journal, 21(1), 62-76.
Agarwal, N., & Brem, A. (2015). Strategic business transformation through technology
convergence: implications from General Electric's industrial internet
initiative. International Journal of Technology Management, 67(2-4), 196-214.
Dias, M., & Davila Jr, E. (2018). Overcoming Succession Conflicts in a Limestone Family
Business In Brazil. International Journal of Business and Management Review, 6(7), 58-
73.
Fitzgerald, M., Kruschwitz, N., Bonnet, D., & Welch, M. (2014). Embracing digital technology:
A new strategic imperative. MIT sloan management review, 55(2), 1.
Jansson, J., Nordlund, A., & Westin, K. (2017). Examining drivers of sustainable consumption:
The influence of norms and opinion leadership on electric vehicle adoption in
Sweden. Journal of Cleaner Production, 154, 176-187.
Kumar, D. (2016). Building Sustainable Competitive Advantage: Through Executive Enterprise
Leadership. Routledge.pp35
Vértesy, D. (2017). Preconditions, windows of opportunity and innovation strategies: Successive
leadership changes in the regional jet industry. Research Policy, 46(2), 388-403.