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The purpose of the Discussion Board is to allow students to learn through sharing ideas and experiences as they relate to course content and the DB question. Because it is not possible to engage in two-way dialogue after a conversation has ended, no posts to the DB will be accepted after the end of each unit. You are a middle manager for a company and are planning a training session for your supervisors on effective versus ineffective leadership. You know from past training sessions that the use of real-life examples (from personal, work, or current events) is an effective way to transmit your message. You decide to start your training session using a real-life example.

Research and discuss a leader, executive, or manager who is famous for theory X, autocratic decision-style methods. Include the following information: • Based on your research, describe the executive's experiences. How would you assess his or her leadership style, skills, and results? Do you endorse this leadership style? Why or why not?

Relate this to people you have observed in your own personal experiences (at work, at places of worship, in the news, etc.) in leadership roles, and give at least two examples of practices that these individuals used which seemed to be very motivational and inspirational to the workforce. Was there any downside to these individuals using these methods in their leadership style? Sources:

Paper For Above instruction

Effective leadership is vital for organizational success, yet its portrayal varies significantly depending on leadership styles. One prominent example of an autocratic or Theory X leadership style is Jack Welch during his tenure at General Electric (GE). Welch's leadership epitomized authoritarian decision-making, where he maintained tight control over operations and expectations while promoting efficiency and productivity. His experiences as CEO highlight the strengths of this style, such as swift decision-making, clear directives, and discipline that led to impressive financial results. However, critics argue that such a leadership approach can stifle innovation and diminish employee morale if not balanced properly (Cummings & Worley, 2014).

Research indicates that Jack Welch's management style was characterized by a focus on performance metrics, aggressive goal-setting, and a top-down decision process. He believed that a strong, centralized control was necessary to drive results. His skills included strategic vision, relentless focus on productivity, and a capacity to motivate employees through high standards. The results of his leadership are reflected in GE's impressive growth during his early years as CEO, although some argue that his approach fostered a stressful environment and high turnover (Hamel & Prahalad, 2010). I do not endorse an entirely autocratic leadership style due to its potential to undermine employee engagement and innovation. While it may be effective in crisis situations that demand quick decisions, sustainable long-term leadership relies on empowering employees and fostering collaborative culture.

Personal observations reveal that some leaders who adopt an autocratic approach can nonetheless be motivational when they set clear expectations and demonstrate confidence. For instance, a supervisor at my former workplace was known for strict discipline and direct communication, which motivated employees to meet deadlines and standards. His unwavering stance conveyed authority and competency, motivating many workers to perform their best. Similarly, a project manager in my community was decisive during emergencies, providing clear instructions, which reassured team members and led to successful outcomes.

Despite these positive practices, downsides exist when leaders rely heavily on autocratic methods. Such leaders risk suppressing creativity, discouraging feedback, and fostering resentment among team members. Over time, this can lead to reduced morale and high turnover, especially when employees feel undervalued or overly controlled. In today's dynamic work environment, a balanced leadership style—combining elements of autocracy with participative approaches—is often more effective. Leaders should strive to inspire motivation through recognition and inclusion while maintaining clarity and decisiveness when necessary (Yukl, 2013).

References

• Cummings, T. G., & Worley, C. G. (2014). Organizational Development and Change. Cengage Learning.
• Hamel, G., & Prahalad, C. K. (2010). Competing for the Future. Harvard Business Review Press.
• Yukl, G. (2013). Leadership in Organizations. Pearson Education.