Mark Zuckerberg's Leadership Style

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The businesses of the world scale require experienced and high skilled leaders. One or another way of running an enterprise depends on the culture, history and ethics of an economic organization location. The most relevant mix of instruments and means of impact as the crucial features of one’s leadership style depends on manager oneself. Necessity of highlighting of presence of traits such as charisma, communicativeness, intelligence and even sense of humor is an imperative for investigation of one’s leadership style. Individual innate uniqueness corrected and amended by one’s education is another factor of a certain leadership style. Certain surroundings and process of upbringing have an influence on the way of thinking, intelligence and capabilities of a future manager. The obviousness of Facebook’s success reflects use of effective approaches for running the company by its chief executive officer (CEO) Mark Zuckerberg. Thus, Zuckerberg’s leadership style has been analyzed, taking into account his personal achievements, contribution into the company and efficiency of the way of managing chosen.

First and foremost, his intentions concerning founding his organization take the first stand. The initial reason for establishment of a social network was the matter of “best product and user experience” (Rothaermel, 2013). On the other side, Mark’s partner, Sheryl Sandberg, who was the chief operating officer (COO) of Facebook, had an argument with the company founder about relevance of making profit. Being a Harvard MBA, she paid attention to an economic aspect of the future prospects of their project first, thereby indicators such as profitability and productivity concerned her abidingly. Facebook’s investors shared with negative expectations about the company prospects referring to declining tendency of its marker stock price (Rothaermel, 2013). Sanberg strived to unite her own and Zuckerberg’s intentions in order to satisfy needs of all the interested individuals and groups such as the organization’s founder, users, shareholders and advertisers. Focusing on the company product, Mark reflected that he had a lot in common with Steve Jobs, founder of the Apple incorporation. Recalling the latter, who was his mentor, Zuckerberg took his first appearance at Facebook headquarters in Menlo Park, California (Rothaermel, 2013).The Apple’s history purely revealed on the source of the company immense success, which consisted in Jobs’ leadership style. Mark Zuckerberg surrounds himself with people who could clearly realize his vision and had an eagerness to give it a spurt, so did Steve Jobs at his best times (Barker, 2014). Therefore, successful and intelligent personalities appear to attract to each other subconsciously. The fact of becoming Jobs’s apprentice refers not only to excellent communicationskills and cleverness, but also to a unique subconscious connection. Steve Jobs intuitively detected his future employees and a personal interview was a pure formality. According to this, Zuckerberg may be considered as an inborn leader, whose inclination to be in charge of thousands of staff has roots in his genes. Another proof of steadiness of Mark’s leadership was his courage to run the company himself by being CEO. Many founders of prominent world-scale companies opted to hand over the wheel to managers that are more competent. For instance, Pierre Omidyar, eBay founder, or Sergey Brin and Larry Page, Google founders, hired managers. Zuckerberg, in his turn, succeeded in an attempt to master leadership demands set by shareholders and other investors. He coded the whole site himself and then involved an engineering team. Being compelled to unite the world by establishing a great user experience, Mark Zuckerberg neglected any arguments and ambitions concerning necessity of increasing the organization stock value. Despite the torrent of criticism related to his stubbornness, he continued running the company, which absolute economic growth was the best proof for shareholders. Facebook revenues increased from 731 million USD to 1,584 million USD during the period from 2010 to 2012 (Rothaermel, 2013). However, there are some assumptions about necessity for Zuckerberg of following a new mentor; thereby Steve Jobs has been for three years. Professor of management at the University of Pennsylvania’s Wharton School Michael Useem considers Facebook CEO to be in need of a chief, who would sow one’s wisdom (“Facebook’s leadership: Time for an update?,” 2010 ). Being one of the youngest billionaires on the Earth does not mean one should harness features of management such as time management, “devil’s-advocate position” and personal support (“Facebook’s leadership: Time for an update?,” 2010).

Personal achievements not only indicate one’s ingenuity and talent, but capabilities of working hard. When Zuckerberg was 12-year-old boy, he created a program for communication, by means of which his family could log in through computer devices and leave messages (Namin-Hedayati, 2014). Having graduated from school, Mark entered Harvard, which he had abandoned after elaborating a project that refereed to modern Facebook. Today’s persistence and industriousness derive from the first personal success in study and programming.

Apart from starting Facebook, Zuckerberg also contributed into its organizational structure. Getting the shape of narrow span of control, the company organizational structure has a few subordinates who are responsible to the top management. The reason for flat structure is to improve communication quality and shrink administrative costs. The core of Facebook human resources policy is tto involve the best talents by creating open and comfortable atmosphere. Mark Zuckerberg is considered as a democratic leader (Bailey, 2014). The CEO has intention of maintaining openness in idea generating process and encouraging his subordinates to produce more suggestions. Sensitivity to people and team relationships are the objects of his attention to be paid first. The reason for following a democratic leadership style is the fact that Zuckerberg strives to provide his organization with productivity, which background undoubtedly consists of innovative activity and creativity (Bailey, 2014). Leading the company and managing the team, he bases his activity on the company mission, which core is willingness for changing world by giving it more openness and setting an opportunity for ordinary people to share various contents while they are surfing the Internet (Bailey, 2014). Zuckerberg’s leadership style refers to three basic strategies. The first one consists in creating huge mobile product so that users are able to connect the network wherever they are. Elaborating a unique platform for sharing new apps is the second strategy. Finally, Mark regards the third strategy as secondary, but succeeding in this aspect of the company development means involving more investments. Thereby, the third strategy includes intensive monetization and economic growth in order to make Facebook the company with the highest market capitalization. In addition, there are five reinforcing components for reaching success that inherent to Mark Zuckerberg’s leadership style. There are passion, people, product, partnership and purpose, which are tightly related and assigned to advantage the vision and mission (Bailey, 2014). Purpose is a mix of new ideas and energy needed to generate them in order to reach the goal that is described as creating of ubiquitous product. Such element as people means embracing a team capable of achieving objectives and visions. Product tells about innovative results of the company activity. People provided with astounding imagination are the object of the fifth element of Zuckerberg’s leadership style (Bailey, 2014).

Therefore, Zuckerberg’s leadership style includes both negative and positive aspects. The disadvantages consist in the fact that Mark Zuckerberg is one of the youngest billionaire who rules one of the largest companies in the world and he appears not to be experienced or skilled enough to be in charge of the organization himself. Shareholders and potential investors are concerned with his stubbornness related to hiring a professional manager. The positive component is the high resemblance of his leadership traits to Steve Jobs, the founder of one of the larges world corporations.  Surrounding himself with talented people, Mark Zuckerberg takes advantage of democratic leadership style, encouraging his team to develop themselves and the company in general.

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