Mukesh Ambani Leadership Style Analysis

Quoting Willink & Babin (2015), “… leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another” (p. 274). Some of the contradictory qualities in the book I agree with the most include taking ownership while empowering subordinates, being attentive to details but not being obsessed, and being aggressive but not overbearing. According to Willink & Babin (2015), “A leader must exercise extreme ownership. Simultaneously, that leader must employ decentralized command” (p. 275). This quote underlines that as leader you must take responsibility for everything you and your men do and fail to do.

The four characteristics are belief in the authority system, preference for work and discipline, altruism or putting the organization’s needs over their own, and belief in justice. David McClelland stated, “when power is used for the good of the group, rather than for individual gain, it is positive.” Ellison shows relation to positive power with his strong belief in the authority system. He has a great ability in influencing others and it happens naturally for him. Ellison exemplifies work and discipline when trying to become the number one computer software company in the world. He has a systematic way of doing his job that in return results in positive

Here comes the struggle between the personal dignity of an individual and his threat against not completing his job. Thus, the person hides behind the initial slogan uniting all the workers of the world, which makes the person presume that he is protected by the regime and he is an important part of a huge powerful system. He puts that slogan not because he certainly believes in it but because this it what everyone around him does. These slogans might not be understood by the publicity but their presence affects them subconsciously, without their own recognition. Moreover, these people are putting those slogans on because they are not addressed to the publicity but more to the supervisors above.

When you are building a company, you must believe there is an answer, and you cannot pay attention to the odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand; the task is the same. There is no secret to being a successful CEO he states; however, the ability to focus and make the best move when there seems to be no good moves is crucial. When things get unbearably difficult, and the struggle begins, there are a few things you can try.

He said: “WILLY: The man who makes an appearance in the business world, the man who creates personal interest, is the man who gets ahead. Be liked and you will never want” (Miller, Act 1). Willy says that if one is liked, then one is never going to lack anything ever again. Because Willy was not fully well-liked, He lacked something. That something was success in his own eyes.

Therefore, no matter how big the risk, he is willing to take it. Eventually, he hurts the company’s interest badly. Therefore, it would be disastrous if a narcissist leads a company, especially because today’s companies are more concentrated on stability rather than risking. Leader should be always concerned about the benefit of the whole company instead of their own wills. When a narcissist pursues what they want, but the company’s, they already lost the qualifications of being

Ronald Heifetz presents a theory of leadership in which he redefines leadership as an activity rather than a position of influence. He insists that it is high time that society abandons the idea, “leaders are born and not made”. Heifetz believes that leaders are confronted with two types of problems: technical problems, which can be solved by expertise and good management, and “adaptive” problems, such as poverty, drug abuse, and racial tensions, which require innovation and learning. Performing adaptive leadership requires that people change their values. Leadership consists not of answers or assured visions, but of acting to clarify values.

He was going to get the people who were not completely defeated by the rules. He wanted to show them the words “I” and “ego”. This was the biggest transgression you could commit, although he didn't care. Equality came to the realization that this society that they had been living in didn't benefit the people. He knew that they never really were equal despite all the rules.

He jumps at any opportunity to “remind [others] of [their] inferiority” (92)He believes there is a “great difference between” (98) between him and Andrey; however, he is characterized very similarly by the author. “What precisely was now the object of their attacks?” (41) Pyotr asks. Cluelessness afflicts this man like it does Andrey. Since he is an older man, Luzhin is not a part of the “younger generation” (30) and therefore is not classified as a strong progressive, but he does seek “the favor of ‘our younger generation’” (30). Luzhin does not know the purpose of the progressive movement, still he does everything in his power to gain their acceptance.

Okonkwo is a man of many different views than those of regular parents seen in the book “Things fall apart.” He seems like a harsh man yes, but he just wants what is best for his children. He rules with a very heavy hand as well in order to have his children grow to be even stronger then him and not show laziness. He wants his children to know hard work can only be done if you’re able to show you can handle any obstacle in your path. In all honesty, laziness should be of no virtue, if one does not wish to be nagged or punished. Okonkwo has a very hard time with his firstborn Nwoye, he’s lazy and Okonkwo asks him to do chores first, but when he sees that he doesn’t, he starts to beat him.