An In-Depth Analysis of Mark Zuckerberg's Leadership Style at Facebook

This report provides an in-depth analysis of Mark Zuckerberg's leadership style as CEO of Facebook. It explores his leadership qualities, including focus, believability, approachability, and transparency. The report examines various leadership styles, such as autocratic, democratic, and laissez-faire, illustrating how Zuckerberg employs these styles to motivate and direct his team. It also delves into transformational and charismatic leadership theories, as well as trait, contingency, and situational leadership theories, to understand how Zuckerberg has built trust, inspired his followers, and managed Facebook's growth. The report highlights Zuckerberg's approach to decision-making, communication, and innovation, emphasizing his role in creating an open and connected world for Facebook users. References to relevant academic literature are also provided.

LEADERSHIP STYLE OF MARK
ZUCKERBERG, CEO, OF

INTRODUCTION ON LEADERSHIP
• Developing vision to motivate others to move with passion towards organizational
goals
• Influencing others to achieve objective and directing towards the organization
• Creating way for people to contribute towards making something unique happen
(Northouse 2018).
• Raising people’s performance towards high standards and building personality

IMPORTANCE OF LEADERSHIP
• Changes possibility into reality
• Raising level of the human conduct and their ethical
aspirations
• Creating high level of confidence among human beings
(Taylor et al. 2019).
• Inspiration and motivation
• Coordination
• Providing guidance to others
• Effective planning

CHARACTERISTICS OF LEADERSHIP
TO ACHIEVE SUCCESS IN FACEBOOK
• Communication
• Passion
• Problem solving (Hoffmann, Proferes and Zimmer 2018).
• Direction
• Needs support from others
• Visionary
• Assuming responsibilities

MARK ZUCKERBERG- CEO OF
FACEBOOK
• Founded Facebook in the year 2004 in Cambridge,
Massachusetts
• Net worth is around $68.2 billion
• Myspace existed when Mark started their new idea of
Facebook. He took its existing product and developed
new product for people (George and Migdal 2018).
• Innovative and independent in his thoughts and ideas
• Well known as developer of successful social network
site after being as a college dropout (Jewell 2017).

LEADERSHIP QUALITIES OF MARK
ZUCKERBERG
• Focus: Knew what wanted to do and what he desired the company to be
• Believable: believed his product and have strong business vision
• Approachable: Clearer picture of the company with perfect vision and
mission of Facebook website (Moran 2018).
• Transparent: Focused on simple business logic and sharing vision with team

LEADERSHIP STYLE OF MARK
ZUCKERBERG
• Successful entrepreneur and having great
leadership style to achieve success in
Facebook
• Busy in life while always accessible to their
employees to share different business ideas
• Do not possible himself above his own
employees (Lischka 2019).
• Three main leadership qualities: hard worker,
pupil and strong communicator

LEADERSHIP STYLE OF MARK
ZUCKERBERG (CONTD.)
• Autocratic leadership style: Characterized by the individual control to take
decisions and made choices based on innovative ideas as well as judgements
• Democratic leadership style: Members of the group are taking role in process
of decision making by sharing skilled knowledge (Fiaz, Su and Saqib 2017).
• Lassies fraises leadership style: Allowing group to take decisions and achieve
control throughout less understandable revenues

LEADERSHIP STYLE OF MARK
ZUCKERBERG (CONTD.)
Autocratic leadership style
• Mark Zuckerberg commands group members to complete their tasks and
therefore Facebook is all over world in current time
• Taking workers as friends and never feel them as they are working under him
• Controls over his own decisions to connect with more people and develop
new technology (Popli and Rizvi 2016).

LEADERSHIP STYLE OF MARK
ZUCKERBERG (CONTD.)
Democratic leadership style
• Helping to connect through world by focusing on group member’s decisions
• Advising colleagues to make layout changes in Facebook and when they were doing it, he did
not even disturb them
• Listening to others and taking clear actions based on best possible decisions taken for their
business
• Taking feedback from colleagues to make better Facebook layout by putting better features in
the social media network site (Anderson and Sun 2017).
• Encouraging his innovations and creating creative solutions towards Facebook’s issues and
challenges

LEADERSHIP STYLE OF MARK
ZUCKERBERG (CONTD.)
Lassies fraises leadership style
• Complete freedom of Facebook followers to make the decisions
• Expect to solve issues on their own by group members
• Power handled over followers and taking responsibility for the group decisions
• Group members worked well when mark provided them with required
information to change in Facebook layout (Yahaya and Ebrahim 2016).

TRANSFORMATIONAL AND
CHARISMATIC LEADERSHIP THEORY
• Using Facebook website to implement strategies for observing
behaviour of society
• Differentiating people’s behaviour by randomly observing people
on internet
• Monitoring people’s feelings and their emotions (Nguyen et al.
2017).
• Maintaining his vision and refused to sell Facebook by taking risk
• Followers inspired by his vision as well as self confidence
• Creating trust among employees (Arthur, Bastardoz and Eklund
2017).
• Passionate on team presentation and accomplishment

TRAIT AND CONTINGENCY
LEADERSHIP THEORY
• Influenced social characteristics as he appeared to his
followers as natural born lead
• Focusing on development of product and making global
expansion
• Tracking business performance and number of Facebook
members on daily basis
• High power to manage relationship with employees using
rewards and punishment strategies (Winston 2018).

SITUATIONAL LEADERSHIP THEORY
• Evaluation of maturity of Facebook followers to
determine level of directivity needed to achieve vision
• Determine level of confidence and existing abilities of
followers
• Leadership behaviour should meet with behaviour of
followers (Meier 2016).
• Directing and supporting of business related innovative
strategies to make Facebook a most successful website
and connect more people

CONCLUSION
• Youngest billionaire in wold having Facebook as strongest social media site
• Having around 1.11 billion of active users on monthly basis
• Shows respect for employees by calculating quality of work
• Agrees with decisions of employees
• Creating open and connected world for people

REFERENCES
• Anderson, M.H. and Sun, P.Y., 2017. Reviewing leadership styles: Overlaps and the need for a new ‘full‐range’theory. International Journal of Management Reviews, 19(1),
pp.76-96.
• Arthur, C.A., Bastardoz, N. and Eklund, R., 2017. Transformational leadership in sport: Current status and future directions. Current opinion in Psychology, 16, pp.78-83.
• Fiaz, M., Su, Q. and Saqib, A., 2017. Leadership styles and employees' motivation: Perspective from an emerging economy. The Journal of Developing Areas, 51(4), pp.143-156.
• George, W.W. and Migdal, A., 2018. Facebook Confronts a Crisis of Trust.
• Hoffmann, A.L., Proferes, N. and Zimmer, M., 2018. “Making the world more open and connected”: Mark Zuckerberg and the discursive construction of Facebook and its
users. New Media & Society, 20(1), pp.199-218.
• Jewell, J., 2017. If Facebook ruled the world: Mark Zuckerberg's vision of a digital future. The Conversation, 2017(Feb 22).
• Lischka, J.A., 2019. Strategic communication as discursive institutional work: a critical discourse analysis of mark zuckerberg’s legitimacy talk at the european
parliament. International Journal of Strategic Communication, 13(3), pp.197-213.
• Meier, D., 2016. Situational Leadership Theory as a Foundation for a Blended Learning Framework. Journal of Education and Practice, 7(10), pp.25-30.
• Moran, R.E., 2018. Examining switching power: Mark Zuckerberg as a novel networked media mogul. Information, Communication & Society, pp.1-16.
• Nguyen, T.T., Mia, L., Winata, L. and Chong, V.K., 2017. Effect of transformational-leadership style and management control system on managerial performance. Journal of
Business Research, 70, pp.202-213.
• Northouse, P.G., 2018. Leadership: Theory and practice. Sage publications.
• Popli, S. and Rizvi, I.A., 2016. Drivers of employee engagement: The role of leadership style. Global Business Review, 17(4), pp.965-979.
• Taylor, A., Santiago, F., Hauer, J., Hynes, R. and Mickahail, B.K., 2019. Leadership, Growth, and the Future. In Effective and Creative Leadership in Diverse Workforces (pp. 101-
153). Palgrave Macmillan, Cham.
• Winston, B.E., 2018. Leadership style as an outcome of motive: A contingency ‘state’rather than ‘trait’concept. In Biblical Principles of Leading and Managing Employees (pp. 7-
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