Leadership Behavior

The leadership style and behavior of Larry Ellison are as follow: Behavioral Approach: Larry Ellison behavior with its employees and subordinates are as follow; Ohio State Leadership Studies: 1 . Initiating structure: According to this study Larry Ellison shows behavior of Initiating structure because he always wants best talent and productivity. He wants to compete with Microsoft and required 100 % results from his employees. 2. Consideration: He shows little consideration toward it employees but when a project was successfully completed by his employees, he gave a high party to his employees on their achievement.

Michigan Leadership studies: According to this theory Larry Ellison exhibits following behavior; 1 . Task-oriented Behavior: Larry Ellison is more task-oriented toward his employees than relations-oriented.

He needs perfect work and sometime he became abused toward his employees, friends and foes when company decreases its productivity. 2. Relations-oriented behavior: Larry Ellison is little bit supportive and relation- oriented. But mostly he hired his own friends in the company so that he can easily work with them in a friendly environment.

A Three-Dimensional Model: According to this model Larry Ellison show more Task-oriented, little Relations- Oriented and Change-oriented Behavior. Change-oriented behavior is that he always go for quickly adopting opportunities and theft the ideas of competitors and quickly transform his processes. Participation: Larry Ellison is Autocratic Leader.

Task-oriented Behavior

He transformed himself into a driven, disciplined warrior – a self-styled New Age samurai, when his sales force sell future licenses to employees and failed to deliver them.

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Delegation: He gets back all authorities from its employees and become harsh leader when his ales force sell future licenses to employees and failed to deliver them. He delegates power only to his friend whom he hired in his company. Empowerment: Larry Ellison does not believe in empowering employees. He said if company wants to motivate employees it is needed to bring new human capital management tools rather than empowered employees. He said human capital is precious asset of company. Other theories and Behaviors Achievement-oriented Behavior: Mr… Ellison focused on achievements, he always wants best results. Supportive: Mr…

Ellison always wanted things to be done the way he felt they should be done and mimed to always know how to respond and what action to take in almost every business-related decision. So even when a problem arose he always seem to know the proper action to take, demonstrating almost flawlessly situational theory. Situational Theory: The situational theory also plays a major role in Larry success. Situational theory is a leadership theory in which those in charge choose to adjust their leadership style to match a particular situation. Mr… Ellison had a strong will that enabled his company to adapt quickly to the shifting markets demand and sudden competitive threats kicker than more structured organizations. After taking a big loss in the sass’s, Oracle had to come up with some new changes and ideas. Mr…

Ellison approached this problem by creating a team of software specialist to come up with new projects. Leadership Member Exchange Theory their position through a series of exchange agreements with their members. Robert Miner and Edward Dates were a part of the “In” group of the organization, because they were two of the men who were closest to Mr… Ellison. The book expresses Mr… Ellison characteristics as of a cheerleader; by the way he builds an energetic environment that keeps employees on the Job until the products are completed. After the success of the projects, the inner groups are invited to very elegant, very expensive parties the other members, who weren’t as close to Mr… Ellison, were all considered to be a part of the “Out” group.

Power 1 . Legitimate Power: Larry Ellison is CEO of company so he has formal authority over work activities. 2. Reward Power: Larry only rewarded the brightest and most talented people of his organization. This sparked a strong competitive spirit within his organization. 3. Expert Power: Larry Ellison has full technical expertise in software development. 4. Information Power: Larry Ellison has complete information about its company and competitors. He is only weak in handling financial information of company. Influence Process: Instrumental Compliance: Larry Ellison influences his employees by giving direct rewards or punishment for required action.

Outcome of Power and Influence Process: Power and Influence process of Larry Ellison is results in compliance in which he influenced the target person’s behavior not their attitude. Larry was a charismatic, and has the ability to draw others to them. Transactional leadership: Transactional leadership focuses on the foundational management process of controlling, organizing, and short-term planning. This theory of leadership involves motivation, reward and punishment as the primary means of getting the follower to obey those in charge. Mr… Ellison focused on objectives, roles of the organization and the performance of the employees on a daily basis. Mr…

Ellison was an authority compliant leader, who felt that the best way to be effective was to be directive to his employees, showing them exactly what he wanted. He also kept an open door policy f employees needed help on difficult projects to ensure that the products that they produced had little to no bugs in its systems. Conclusion: It is concluded that Larry Ellison is a man of mix characteristics he is both task- oriented and people-oriented. He sometimes used power of his money for his friends. He likes successful people including Bill Gates. He is an autocratic, transactional and charismatic leader. Outcomes of his behavior, power and influences include more compliance with little personalization.