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Processes

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Processes

MGT615 AIU
Processes

Processes
MGT615 AIU
September 27, 2015

Abstract
After encouragement to write a brief article about "CEOs and presidents" for a management journal by a colleague, this paper will compare the leadership styles of three leaders: Ursula Burns, Rodney O’Neal, and Kenneth Chenault will be compared. It will include an introduction to the concept of influence processes, a summary of the various types of influence processes and the factors that can affect them, and an analysis of the processes used by the three leaders.
Influence Processes
Influence processes are the processes a leader will use to influence their employees. There are four types of influence processes which are high-control innovator, status quo guardian, participative innovator, and process manager. There are six factors that could affect these influence processes, which are environment, structure, leadership, technology, strategy, and culture (Nahavandi, 2006). Ursula Burns, Rodney O’Neal, and Kenneth Chenault are three leaders with different leadership skills.
The influence processes leaders use to impact their organization are direct decisions, allocation of resources, reward systems, selection of other leaders, promotions, and role modeling. The direct decisions that a leader will deal with include various aspects of the organization’s shape, vision, mission, and culture. The allocation of resources is one of the most powerful effects of top managers; a leader has the final decision for the allocations. The reward systems are formal and informal and impact to culture of the organization and the behavior of its members. The selection of other leaders through promotions or new employees is an important part of being a leader because they will work closely with you. A leader is a role model in their company, how they act and react will set the mode for the rest of the company (Nahavandi, 2006). The factors that can affect these various influence process are environment, structure, leadership, technology, strategy, and culture. The forces outside the organization that can shape it is the environment. The human resources, which organize the basic design dimensions, of the organization is the structure. The managers and supervisors at all levels is leadership. The inputs that are transformed into outputs is the technology process. How an organization achieves its goals, or gets where it wants to be is strategy. The common set of beliefs and assumptions shared by the members of the organization is the culture (Nahavandi, 2006).
Ursula Burns is chairman and chief executive officer of Xerox Corporation. During her tenure, she has helped the company transform from a global leader in document technology to the world’s most diversified business services company serving enterprises and governments of all sizes. Shortly after being named CEO in 2009, she spearheaded the largest acquisition in Xerox history, the $6.4 billion purchase of Affiliated Computer Services. Today, Xerox is the leader in diversified business process services with its Services business representing over 50 percent of the company’s total revenue. Its Document Technology business remains the market share leader in the industry and continues to grow in key areas including graphic communications. Ursula, who regularly appears on Fortune’s and Forbes’ list of the world’s most powerful women, is a board director of the American Express Corporation, Exxon Mobil Corporation and the Ford Foundation. In 2009, U.S. President Barack Obama appointed Ursula to help lead the White House national program on Science, Technology, Engineering and Math (STEM), and she was appointed chair of the President’s Export Council in 2015 after service as vice chair since 2010.
Rodney O'Neal served as the Chief Executive Officer and President of Delphi Automotive PLC from October 6, 2009 to March 1, 2015. Mr. O'Neal served as the Chief Executive Officer at Delphi Holdings, LLC since January 2007. He was responsible for all Delphi operating units, its three regional operations, sales and marketing, global purchasing and logistics, and the company's business support and service staffs. Delphi's sales have soared 45% to $17 billion last year from $11.7 billion in 2009, the company's final year of a four-year bankruptcy. The auto supplier's stock has nearly quadrupled to about $80 per share from $21.37 in 2011, the year Delphi went public. Perhaps his most lasting legacy will be successfully diversifying Delphi's client base, no longer relying on GM for 50% of revenue as it did in the early 2000s. His biggest regret was a restructuring plan in 2009 that left about 22,000 salaried retirees with drastically lower benefits. O'Neal, who climbed through GM and Delphi ranks, helped to craft a turnaround plan called "North Star" that radically transformed the company after it filed for bankruptcy in 2005.
CEO of American Express (Am Ex), Kenneth I. Chenault occupies one of the most prestigious positions in the world of American business. American Express is a widely diversified company with holdings in the areas of finance, brokerage, real estate, and travel services; but it’s strongest and most profitable unit has always been the famous American Express charge card, and it is Kenneth Chenault’s job to see the tradition continue in the twenty-first century.

Influence Method
Ursula Burns
Position CEO and Chairman of Xerox Corporation
Direct decisions
• Largest acquisition in Xerox history, the $6.4 billion purchase of Affiliated Computer Services.
• Assisted with turning around the culture at Xerox
Allocation of resources
• Board
Reward system
• Paid holiday trips
Kenneth I. Chenault
Position Chairman, Chief Executive Officer, Chairman of American Express

Direct decisions
• A top manager at American Express, Louis Gerstner, wanted to shut down the department. Chenault volunteered to take it over, and, in two years, grew the business from $150 million in sales to $500 million.
• Shift from an off-line business — telephone, in-person and mail transaction — to an on-line, Internet-based business.
• Another was to reduce the workforce by 15%.
Allocation of resources
• Market budget
• Community building causes
Reward system
• Monetary rewards
• Non-monetary rewards
Selection and promotion of other leaders
• Development of future leaders
Role modeling
• Hard work
Influence Method

Rodney O'Neal
Position Former Delphi CEO
Direct decisions
• Delphi's sales have soared 45% to $17 billion last year from $11.7 billion in 2009, the company's final year of a four-year bankruptcy.
• The auto supplier's stock has nearly quadrupled to about $80 per share from $21.37 in 2011, the year Delphi went public.
Allocation of resources
• Investors
Reward system
• Competitive compensation and benefits
Selection and promotion of other leaders
• Skills and performance
Role modeling

References http://www.xerox.com/about-xerox/executive-leadership/ceo/enus.html http://www.bloomberg.com/research/stocks/people/person.asp?personId=396295&ticker=DLPH https://en.wikipedia.org/wiki/Rodney_O%27Neal Nahavandi, A. (2006). The art and science of leadership (4th ed.). Upper Saddle River, NJ: Prentice-Hall.

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