Leadership Analysis: Robert Bradway, Amgen Inc. - Management Report

This report provides a comprehensive analysis of Robert Bradway, the Chairman, President, and CEO of Amgen Inc., a leading biotechnology company. The report examines Bradway's background, his career trajectory from an operational team member to CEO and Chairman, and his transformational leadership style. It highlights his ability to adapt company strategy, his strong interpersonal and problem-solving skills, and his impact on Amgen's organizational management and productivity. The analysis incorporates concepts from scholarly articles and the class text (Friedman, 2014), focusing on the role of leadership in organizational development. The report identifies Bradway's unique transformational approach, comparing it with other contemporary leaders. The author reflects on the importance of leadership experience and its translation into effective management practices, posing a question about Bradway's leadership style for further class engagement. The report also acknowledges potential leadership gaps and incorporates relevant references to support the analysis.

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Part A
It is critical to understand that the board of directors play a critical role in setting the
tone in organisational work culture (Guldiken et al., 2019). Robert Broadway is the
chairperson of Amgen Incorp which is one of the most successful and leading biotechnology
company of the world. The company since its inception in the year of 1980 has been highly
successful in terms of sales and fame, across the globe. The company have aided in
manufacture of medicines that treated heart disease, cancer, osteoporosis, migraine and
different other severe conditions such as autoimmune illnesses and it is critical to understand
these medicines affect the quality of lives of million people across globe in a positive manner
(Bradley & Newberry Jr, 2017). Then, given the scenario, it is crucial also to understand that
being a chairperson of such a biotechnology giant, how Robert manages his managerial style
and supervision over all the processes that make a biotechnology process in pharmaceutical
development and genetic engineering possible (Friedman, 2014). This person was chosen for
the review as because he rose from being an operational team member in 2006 (the year that
he joined the company) to being the chief financial officer in the year of 2007, that too in a
huge biotechnology company that sees a huge turnover and profit every year and then finally,
in the year of 2012, Robert Broadway became the chief executive officer of the company and
in the following year – the chairman of Amgen. Being the chief executive officer of such as
huge company is not easy and more difficult is to maintain the position of chairman and chief
executive officer is more challenging but Mr. Robert has managed to maintain the same. That
is why, it would be interesting to look into his leadership style.
Being an investment banker in Morgan Stanley, Robert has spent almost two decades
of his life and in these long span of years that was spent in London, Robert worked with a lot
of healthcare client from where he gained a lot of experience. When he joined Amgen then,

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he addressed as the gaps in the biotechnology company is a more potent way than any other
person or manager who worked parallel to his position and this in fact affected the company’s
productivity and operational processes in a more positive manner.
His work processes and style are that of a transformational leader with a lot of vision.
His career graph was indicates the same. With strong intrapersonal skills and compassion, he
has managed to bring a lot of consensus regarding discussion making in favor of the company
and his market. He has good, rather very effective managerial and problem solving skills that
affected the company’s management in a very unique way. His vision to adjust the
company’s strategy according to the needs of the situation and market was critical and he
appointed the chief transformation officer that had a beneficial effect in the company’s
revenues and corporate image as well.
The potential gaps in leadership were not much and one that can be mentioned that he
took some drastic steps in the initial years in Amgen, that others found it to be hard to adjust.
PART B
The most interesting thing that is have learned is the fact that leaders in any
organisation play a very pivotal role in the development and management of the work
processes and to become a leader in a huge company is even more tough than to lead any
other companies but nevertheless, it is important to understand that leadership comes with
ownership. It is more important to develop skills based on your first experiences and then
apply the same in higher position so that the top and base of hierarchy are both satisfied.
Robert surely has translated his previously years of experience in London to a great effect
that added a prodigal value to Amgen’s organisational management and productivity.
Do you think Robert Bradman had a more unique transformational style than any other top
notch leaders in the contemporary arena?

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References
Bradley, B., & Newberry Jr, R. D. (2017). U.S. Patent No. 9,729,630. Washington, DC: U.S.
Patent and Trademark Office.
Friedman, Y. (2014). Building Biotechnology: Biotechnology Business, Regulations,
Patents. Law, Policy and Science, Washington DC: Logos Press.
Guldiken, O., Mallon, M. R., Fainshmidt, S., Judge, W. Q., & Clark, C. E. (2019). Beyond
tokenism: How strategic leaders influence more meaningful gender diversity on
boards of directors. Strategic Management Journal, 40(12), 2024-2046.