Gender, Management and Leadership: Marissa Mayer vs Larry Page

Contemporary business environment requires offering magnetic leadership to assist the subordinates follow in the footsteps of their leader and choose the appropriate strategies to deliver the corporate objectives. While it is certain to illustrate appropriate leadership through the success accomplished by the business unit, the corporate world celebrates a generation of diverse leadership styles. Although often illustrated that leaders, whether male or female should act in certain ways to garner respect as role models, it makes perfect sense to acknowledgethe increasing diversityof persons in leadership who lead and retain their focus styles along the way.

Marissa Mayer Leadership Style

Attaining work-life balance is important to facilitate common gain of organizational objectives and personal goals. This arises in the wake of gender role-socialisation and distinctive paths embraced by women’s integrative leadership style emphasizing consensual gain and cooperative mechanism. This contradicts the transactional style and competitive bargaining approach common among male leaders (O’Connor 177). Since her appointment to the chief executive position, Mayer has demonstrated that integrating personal and professional lives into a common development foundation is important to avoid the failure that results from an imbalance. Despite her family responsibilities besides handling executive duties that comes with her executive position, she demonstrates that it is important to identify priorities in one’s life and integrate them with the career responsibilities to gain greater momentum of leadership success. Besides her contribution in product development at Google, she illustrates risk taking through her entrepreneurial spirit. However, she emphasizes that though one should desist from fearing failure, it is essential to identify when to abandon a project ship before the damage becomes irreversible.

Embracing participative leadership expands the possibilities of the team by involving all members in identifying and developing procedures to accomplish the corporate goals. Similar to democratic decision making approach employed by Google co-founders Page and Brin, Mayer believes in a participative platform where other members contribute their ideas to initiate a sense of ownership in them (Pride, Hughes and Kapoor 180). Mayer acknowledges that ideas emerge from different places and it is important to facilitate a system where others contribute ideas to better the business. She believes the best way to create new products is acknowledging insights of others by giving employees freedom to invent and letting target customers know that their perspectives are considered during product development.

Leadership is broadly interpreted as possessing the ability to influence and direct others by persuading followers to change their behaviour. This implies that every inspiring leader shares persuasive qualities demonstrated by expertise in getting others excited about their ideas. Mayer demonstrates excellent motivation through her breakthroughs by always emphasizing ventures beyond the safe haven. By always pushing her moments to expand the company horizons, her piece of contribution to Google reveal her persuasive skills by moving away from the comfort zone to find new opportunities to exploit. By working in the late hours, she helped set the pace of employees by demonstrating her superhuman energy to fix the Yahoo culture where employees would work from home, report late and leave early (Carlson 6).

Mayer cuts her identity as a product person who seeks to identify with talents and smart people. Putting her success to scrutiny reveals an agile leadership approach based upon engaging with the right team to generate new products that arrest the organization’sthreat that she identifies as new opportunities. Working in an environment housing smart people challenges employees to better their performance and accomplish what is perceived impossible. She believes that hiring talented employees offers a privilege to better the organization through high fluid and crystallized intelligence transcending within the workforce (McLean 6).

Larry Page Leadership Style

The inspiring leadership approach is what a hard working employee would prefer by empowering them and facilitating their contributions to the organization’s success. Page demonstrates these credentials through his democratic leadership approach that emphasizes an open culture in idea generations, which he facilitates to translate them to new product development (Pride, Hughes and Kapoor 177). He believes that leadership entails the energetic process of creating a sustainable process where others meet the corporate objectives through their participations in generating their corporate ideas.Developing empowering qualities in leadership involve generating a platform that respectsideas of employees for their distinctive strengths they contribute to the organization. Larry makes this work by encouraging the whole team to nurture integrative channels and effective partnership as the basis of shaking the impossible through Google’s innovation principle (Rangen 2).

Larry demonstrates the visionary philosophy unifies the Google under his direction that seeks to build greater things that never existed. The visionary aspect he shares amongst other executives enables Google to run exceptionally driven by deeper technical curiosity that operates beyond organizing information (Gingrich and Worthington 129). His philosophy manifests in Google’s strategic approach of not paying attention to competitors with similar product offerings, but rather striving to stay ahead of the pack. He demonstrates his technological perspective that emphasizes paying attention to his unique ideas and cultivating the best out of them. He further considers that believing in generating audacious ideas changes the playing ground by attracting smart people who share his visionary approach.

Upholding democratic decision-making translates to compact work teams requires team-building approach which unites every member to attain the corporate goal. Larry influences the team redesigning Google by encouraging openness and collaborative decision-making channels. It suggests his immediacy-minded attitude that recognizes the importance of improving Google’s reputation through small movements that yield big rewards (Colvin 15). Although Larry and his team of recruiters seek the services of smart graduates, his leadership still reinforces the practice of retaining its pioneer employees who currently head its product divisions.

The basic feature that differentiates successful leadership from failures is inspiring others to further your vision for the common gain of the organization and its stakeholders. This aspect exists in the transformative leadership approach exhibited by Larry and Brin as inspiring leaders in developing a sense of purpose that directs all functions of the organization. Larry transformative character emerges through his commitment not only in doing things better, but also performing things differently to seize upon opportunities unrecognized by competitors (Latchem and Jung 136). This enables to sustain its revolutionizing culture that transforms Google under the leadership of Page, into product and service horizons that utilize the most of advancing technologies.

Conclusion

Leadership within an organization involves influencing others to contribute and commit to the organization objectives. Although resource-based compensations and rewards serve to influence subordinates to improve their performance, the existence of appropriate leadership approach is an invaluable asset to attain organization goals. Given the various approaches assumed by above leaders to deliver exemplary performance, it proves that the best leadership arises when the leaders identify with styles that perfectly interact with the work situation, employees and their personality.

References

  • Carlson, Nicholas. The Truth About Marissa Mayer: An Unauthorized Biography. 24 August 2013. 08 February 2014 .
  • Colvin, Geoff. What would Larry Page do? Leadership lessons from Google’s doyen. 04 April 2011. 08 February 2014 .
  • Gingrich, Newt and Ross Worthington. Breakout: Pioneers of the Future, Prison Guards of the Past, and the Epic Battle that will Decide America’s Fate. Washinton : Regnery Publishing , 2013.
  • Latchem, Colin and Insung Jung. Distance and Blended Learning. New York: Routledge , 2009.
  • McLean, Bethany. Yahoo’s Geek Goddess. January 2014. 08 February 2014 .
  • O’Connor, Karen. Women and Congress: Running, Winning, and Ruling. New York: Routledge, 2012.
  • Pride, William M, Robert James Hughes and Jack R Kapoor. Business. 11. Mason: South-Western, 2012.
  • Rangen, Christian. A CEO who can Dream Bigger; Larry Page. 9 March 2013. 08 February 2014 .
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