Leadership Style of Ren Zhengfei: A Case Study on Huawei's Success

This report examines the leadership style of Ren Zhengfei, the founder of Huawei Technologies Co. Ltd. It begins with a background on Zhengfei's career, highlighting his experiences in the People's Liberation Army and his transition into the telecommunications industry. The report details his success, emphasizing his strategic decisions, innovation skills, and the "controlling only" leadership style he adopted. It also explores how he blends autocratic and democratic leadership approaches. Furthermore, the report analyzes the impact of his leadership on Huawei's growth and global presence, focusing on his vision, consumer connection, and the company's unique management style. The report references various books and journals to support its analysis and provides a comprehensive understanding of Ren Zhengfei's leadership principles.

Leadership style
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BACKGROUND.............................................................................................................................3
SUCCESS........................................................................................................................................3
LEADERSHIP STYLE....................................................................................................................4
REFERENCES................................................................................................................................6
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BACKGROUND
Ren Zhengfei is successful Chinese businessman. He is the founder as well as founder of
Huawei Technologies Co.Ltd. An organization offers telephone exchange equipment. After
completing his school, He attended the university named Chongqing and then Ren Zhengfei
joined Peoples Liberation Army research institute as he wishes to work as a military technologist
reportedly in the PLA's Information Technology research unit. But unfortuetely he fails to
achieve military rank, due to which he was not allowed to join communist party of China for
continuing his career in Military field as Ren Zhengfei family belongs to social background and
their relations with Kuomintang. At that time, Ren Zhengfei was accountable for many
technological achievements. Due to his technical skills, He was appointed as a delegate from
PLA for attending the National Science Conference in 1978 (Leading Huawei: Seven Leadership
Lessons of Ren Zhengfei, 2015).It was a golden opportunity for Rein to lean and gain knowledge
about the field. Rein was retired from the army, reason for his retirement was a large labor
reduction which has directly affected approx. 500000 employees in military field. After getting
retired from the military, Ren has planned to work in electronic business. Among his other
achievements, Ren is accountable of development of cooperative programs with businesses in
China’s interior regions. After getting the retirement from the army, Ren then worked with
logistics company (Mash and Cohen, 2018). As Ren was dissatisfied with his job, he planned to
establish his own business.
Despite of his low profile, Ren has managed to transform small business into a successful
company using his skills and core competencies. Ren innovation skills and technical knowledge.
Ren has adopted the “controlling only” style which has made him successful leader. Ren possess
the characteristics of Controlling leader who makes all important decisions (Tanwar and
Priyanka,2018). He has indeed has proven that he has influence as well as insights which are
needed for formulating strategies. Ren has unique qualities which make him different from other
leaders. He is recognized as a leader who motivates to facilitate innovation at all levels. He also
possesses Self – criticism attitude, particularly during the time of success.
SUCCESS
He belongs to rural family and spent his middle and primary school years in remote mountains,
where started his career as civil engineer when China faced turmoil because of cultural
revolution. Ren joined People’s Liberation Army with the aim of making synthetic fiber. He took
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positioned as technician engineer and promoted to deputy director very soon because of his
outstanding performance. The turning point of his success was entrepreneurship plan which gave
him remarkable rise (Renko and et.al. 2015). The success of Ren Zhengfei is remarkable and
denotes his effort to explore own skills of becoming leader. He focused on his core business for
28 years and therefore is known as one of richest tech tycoon and is recognized as modest man.
Ren started with investment of 21000 Yuan and presence in Africa, Asia, Europe and other
regions. Every year there is an investment of 100 billion Yuan in telecom sector and 60 billion
Yuan in its research and development.
He owns largest telecommunications companies across the globe. The man is focused on
improving efficiency of its business no matter what it takes. Huawei spend more than 100
million Dollar for inviting IBM’s consultant team. The increasing investment very year reflects
success of Ren and his business. He known as global business leader and holds the controlling
characteristics. Ren believes that it is important for business leader to make decision by
analysing market situation. Leadership style of Rend is focused on transforming working style of
people. He encourages staff to make innovation by inspiring staff members to share own
opinions. Empowering and encouraging staff is strategy followed by Ren but on the other hand
leader adopts self-criticizing and reflective attitude (Strom, Sears and Kelly, 2014). The
telecommunication firm has unique management style which is based on curiosity and humility.
He is one of the unique entrepreneur who follows command and control leading trait.
LEADERSHIP STYLE
Leadership style of Ren Zhengfei, is deeply influenced by his ties to People Liberation
Army (PLA) which is a blend of autocratic and democratic leadership approaches. The proper
management of the various leadership styles in a very effective and significant manner will help
the organisation that will help the firm to carry out the business operations of Huawai
Technologies Co. Ltd. The Chibnese culture of domination over the others in their respective
fields and the culture of the Nation played a very crucial and significant part that will help the
organisation and its employees to grow and thus will help them to get their respective work done
(Strom, Sears & Kelly, 2014). As the supreme decision regarding any operation of the selected
firm lies in hands of Ren, showcasing the autocratic style of leadership that is been followed
within the technical enterprise he considers collecting the opinion of his employee’s before
finalising a decision, flaunting his democratic approach.
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Other than this, his clear vision, purpose driven ambition to make his firm a market
leader in technology and IT sector. Besides this, his ability and acceptance to changes in the
market, technology and customers’ requirements and altering his strategies accordingly is the
key reason behind his success (Renko & et.al., 2015). The concept of connecting to their
consumers and keeping the management available all the time for resolving their any sort of
issue is a stepping stone for their success. Other than this, he believes to lead by action. Being a
proficient in technology, he is open for suggestion and innovative ideas that supports him to
make his products more innovative and user friendly. This approach makes his firm to sustain in
market with competition to other, western firms. Also, the top-down management system that is
been followed within the selected firm helps to carry out the business communication in more
efficient and effective manner.
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REFERENCES
Books and Journals:
Mash, R. & Cohen, L., (2018). Followers' Perception of Leadership Style, Organizational
Commitment and Regulatory Focus, Moderated by Organizational Types. Asian Journal
of Social Sciences and Management Studies. 5(3). pp.137-146.
Tanwar, K.C. & Priyanka, M., (2018). STUDY OF LEADERSHIP STYLE, COPING
STRATEGIES AND HAPPINESS IN ACADEMIC EMPLOYEES AND CORPORATE
EMPLOYEES. Journal Homepage: http://www. ijmra. Us. 8(2).
Renko, M & et.al. (2015). Understanding and measuring entrepreneurial leadership
style. Journal of Small Business Management. 53(1). 54-74.
Strom, D. L., Sears, K. L., & Kelly, K. M. (2014). Work engagement: The roles of organizational
justice and leadership style in predicting engagement among employees. Journal of
Leadership & Organizational Studies. 21(1). 71-82.
Online
Leading Huawei: Seven Leadership Lessons of Ren Zhengfei, 2015. [Online]. Available through <
http://www.europeanbusinessreview.com/leading-huawei-seven-leadership-lessons-of-
ren-zhengfei/ >.
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