Part 1: The Rise And Fall Of Carly Fiorina

Part 1the Rise And Fall Of Carly Fiorinaread The Following Article Ar

Part 1 the Rise and Fall of Carly Fiorina Read the following article: Article 5: Johnson, C. The rise and fall of Carly Fiorina . Journal of Leadership and Organizational Studies 15(2), . Respond to the following questions within your initial response: When Carly Fiorina took over as CEO of Hewlett Packard and pushed financial performance over the “HP Way”, what type of leadership was she using? Explain your answer. Explain the ethical leadership construct described in the article as a two-part process. What behaviors, actions, and decision-making process did Ms. Fiorina use that did not follow the ethical leadership construct? Part 2 Cross-Cultural Management Read the following article: Article 3: Bird, A. and Fang, T. (2009). Cross cultural management in the age of globalization . International Journal of Cross Cultural Management 9(2), . Respond to the following questions within your initial response: Describe the metaphors of culture as “ocean” and “onion.” Who coined these phrases and what perspective led them to describe “ocean” or “onion”? How is globalization affecting the management and leadership literature? This is an editorial article that describes a special edition of this particular journal. What do you believe is the reason(s) that this special edition was deemed necessary in 2008 and 2009?

Paper For Above instruction

Introduction

The leadership landscape within large corporations often illuminates contrasting approaches to management, ethics, and globalization influences. The case of Carly Fiorina’s tenure as CEO of Hewlett-Packard exemplifies critical themes such as transformational leadership and ethical challenges. Simultaneously, understanding cross-cultural management theories, particularly metaphors like “ocean” and “onion,” elucidates how globalization reshapes leadership paradigms. This paper synthesizes insights from the specified articles to analyze Fiorina’s leadership style, ethical conduct, and to explore how cultural metaphors inform modern management amid global change.

Leadership Style of Carly Fiorina

Carly Fiorina’s leadership at Hewlett-Packard (HP) has been characterized predominantly as transactional and transformational, but with significant emphasis on a results-oriented approach. When Fiorina assumed the CEO position and prioritized financial performance over the traditional “HP Way”—which emphasized employee participation, respect, and preservation of corporate values—she exemplified a predominantly task-oriented leadership style. Her focus on restructuring the organization, cutting costs, and driving immediate financial results aligns with transactional leadership, which is primarily centered on clear objectives, performance metrics, and contingent rewards (Bass & Avolio, 1994). However, her aggressive strategic initiatives also reflect traits of transformational leadership, such as inspiring change and challenging the status quo, albeit with ethical drawbacks.

In the context of leadership theory, Fiorina’s approach can be primarily categorized under transactional leadership because she prioritized performance benchmarks and metrics above the cultural and ethical foundations of the organization. Her decision to push financials over the “HP Way” underscored a shift towards a results-driven leadership model that may neglect the intrinsic values and participative culture that initially fostered HP's success.

Ethical Leadership Construct: A Two-Part Process

The ethical leadership construct described in Johnson’s (2010) article presents a two-part process: ethical awareness and ethical action. Ethical awareness involves recognizing morally relevant issues and understanding the ethical implications of decisions, while ethical action entails making choices consistent with ethical principles and acting responsibly. According to this framework, effective ethical leaders exhibit behaviors that demonstrate moral sensitivity, fairness, and accountability (Brown & Treviño, 2006).

In Fiorina’s case, her leadership behaviors illustrate a divergence from this ethical construct. Her decision-making process appeared to be driven by corporate financial goals rather than ethical considerations of employee welfare, organizational integrity, or stakeholder interests. The emphasis on financial performance led to layoffs, restructuring, and a focus on short-term gains, which arguably neglected the moral responsibilities leaders have toward their employees and the broader community. Fiorina’s leadership actions lacked transparency and failed to fully engage in an ethical decision-making process reflective of moral sensitivity and fairness, thus violating the principles of the ethical leadership construct.

Metaphors of Culture: “Ocean” and “Onion”

Bird and Fang (2009) describe two influential metaphors of culture: “culture as ocean” and “culture as onion.” The “ocean” metaphor was coined by Hofstede (1980), representing culture as a vast, deep, and dynamic environment—fluid and constantly in motion—where different currents and forces shape the organizational landscape. This perspective emphasizes the complexity and interconnectedness of cultural influences across borders, highlighting the vastness and variability of cultural phenomena in global organizations.

Conversely, the “onion” metaphor, introduced by Hofstede (1991), conceptualizes culture as comprising multiple layers, akin to the layers of an onion—surface artifacts, values, and core assumptions. This perspective underscores that observable behaviors are just outer layers, while deeper levels of values and underlying beliefs drive cultural practices. The “onion” metaphor emphasizes the importance of peeling back layers to understand core cultural values that influence management and leadership behaviors.

The difference between these metaphors lies in their perspective: the “ocean” suggests a fluid, ever-changing landscape shaped by external forces, while the “onion” emphasizes the layered, embedded nature of culture, with some elements more difficult to uncover and change.

Globalization and Management Literature

Globalization has profoundly influenced the management and leadership literature by increasing the relevance of cross-cultural competence, adaptability, and understanding diverse cultural contexts. As organizations expand across borders, leaders must navigate complex cultural landscapes, incorporating insights from cultural theories like the “ocean” and “onion” metaphors to inform strategies (Bird & Fang, 2009).

Theoretical frameworks have evolved to address challenges like cultural integration, communication barriers, and ethical diversity—highlighted by the increased intercultural interactions facilitated by global markets and technology. The literature now underscores the importance of culturally intelligent leadership capable of fostering inclusivity, managing cultural conflicts, and leveraging cultural diversity as an organizational advantage.

Necessity of a Special Edition in 2008–2009

The special edition of the journal in 2008–2009 was deemed necessary because during this period, the world experienced unprecedented economic upheaval and rapid globalization. The financial crisis of 2008 exposed vulnerabilities in leadership, risk management, and cross-cultural understanding across organizations worldwide. The crises underscored the need for more nuanced and culturally aware management practices that could adapt to volatile environments.

Furthermore, the ongoing acceleration of globalization and technological advancements created an urgent demand for scholarly insights into managing across cultures effectively. This special edition aimed to address gaps in existing theories, emphasizing the importance of cultural awareness and ethical considerations amid global challenges. It provided a platform to explore how leadership strategies must evolve to foster resilience, innovation, and sustainable growth in an interconnected world facing turbulent times.

Conclusion

The analysis of Carly Fiorina’s leadership demonstrates the complexities of managing organizational change amid ethical considerations. Her transactional and transformational approaches, coupled with questionable ethical decisions, highlight the importance of ethical awareness and responsibility in leadership. Simultaneously, understanding metaphors like the “ocean” and “onion” enhances the comprehension of cultural influences in global management. The tumultuous period of 2008–2009 justified the need for scholarly focus on cross-cultural management, stressing resilience and adaptability in leadership amidst economic and social upheavals. These insights collectively contribute to developing more effective, ethical, and culturally competent leadership models adapted to our interconnected world.

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