Leadership Strategies: Hewlett-Packard CEO Presentation

This presentation, created by a student, addresses leadership challenges at Hewlett-Packard, simulating the role of a new CEO tasked with transformational leadership. The presentation explores how to achieve self-efficacy and expertise within the organization to accomplish strategic results and organizational objectives. It details strategies for motivating feedback, developing collaborative work relationships, and conveying organizational vision to stakeholders. Furthermore, the presentation includes methods for improving personal leadership styles and self-management skills for long-term effectiveness, referencing leadership approaches such as democratic and transformational leadership. The student provides practical strategies, including encouraging feedback, constructing collective work relationships, and communicating the organizational vision effectively through various channels. The presentation also includes a discussion of how to improve leadership skills, such as situational awareness and fostering a positive culture, to drive employee motivation, engagement and adaptability to change.

LEADERSHIP MANAGEMENT
Hewlett-Packard

LEADERSHIP
• Communicating and aligning similar vision
• Guiding employee strengths towards common goal
• Addressing gaps for better productivity
• Improving work culture for incorporating changes

TYPES OF LEADERSHIP
• Democratic leadership
• Autocratic leadership
• Strategic leadership
• Laissez-Faire leadership
• Transactional leadership
• Transformational leadership
• Bureaucratic leadership
• Coach-style leadership

LEADERSHIP APPROACH
DEMOCRATIC LEADERSHIP APPROACH + TRANSFORMATIONAL APPROACH
• Collaboration
• Input from every member
• Productive outcome
• Acceptance and motivation towards changes

SELF EFFICACY
• Leadership and self-efficacy are strongly related
• Self-efficacy drives motivation, thoughts, well-being,
choices and perseverance
• Leadership integrated with self-efficacy allowed me to
adapt with changes and challenges
Imposed self-control
Effective guidance

ACHIEVING SELF-EFFICACY
• Initiating and leading the change process
• Effective delegation of responsibilities
• Constructing interpersonal relationship
• Reflecting self-confidence and self-awareness
• Learning motivating factors
• Collaborating ideas and consensus

STRATEGIES ENCOURAGING FEEDBACK
• Regular training and developmental training
• Promoting peer-to-peer feedback
• Buddy-system leadership
• Inculcate open communication
• Confidential complaint portal
• Workplace review
• Surveying workforce engagement and satisfaction

COLLECTIVE AND COLLABORATIVE WORK
RELATIONSHIPS
• Creating clearer compelling goals
• Communicating expectations
• Establishing team goals
• Leveraging individual member strengths
• Fostering cohesion amongst members
• Encouraging innovation
• Delegating responsibilities

ORGANIZATIONAL VISION, DIRECTIONS AND VALUES
• Encouraging feedback and interactions
• Using visual for portraying common vision
• Increasing employee engagement
• Delegating accountability for shared goals
• Incorporating accountability and trust
• Communicating through multi-channels (Tabang et al., 2017)
• Consistent supporting behavioral approach
• Strong feedback system

IMPROVING LEADERSHIP SKILLS
• Inculcating changes with transformational leadership
• Developing situational awareness
• Discovering ultimate professional and personal goal
• Recruiting positive culture (Eacott, 2018).
• Depend on team approach with democratic leadership

SUCCESS FROM LEADERSHIP APPROACH
• Employee motivation through support and
rewards
• Employee engagement through democratic
approach
• Acceptance and adaptability to changes
amongst workforce

References:
• Eacott, S. (2018). Beyond “Leadership”. In Beyond
Leadership (pp. 95-111). Springer, Singapore.
• Tabang, E. V., Castillo, E. T., Marticio, F. V. P.,
Gumarao, M. S., & Orbon, M. C. (2017, October).
Workplace Bullying as Mediator of Leadership
Styles and Self-Concept among Employees. In
Abstract Proceedings International Scholars
Conference (Vol. 5, No. 1, pp. 165-165).