Case Study

Topics: Bill Gates, Big Five personality traits, Bill & Melinda Gates Foundation Pages: 6 (2263 words) Published: September 20, 2011
Chapter 2 Case Study:
The Bill and Melinda Gates Foundation

1. What do you think Bill and Melinda Gates’ personality traits are for each of the Big Five Dimensions? Compare the two. Answer: Traits are distinguishing features, or characteristics or properties of an individual. The chapter discusses the Big Five Model of Personality traits and uses it as an accepted guide to classify personalities. Both Bill and Melinda Gates possessed various aspects of each category listed within the realm of the Big Five. Bill was able to dominate the PC world because he possessed characteristics from the Big Five. He has a strong need for surgency, which includes dominance. He was open to new experiences and used others and their experiences and knowledge to sharpen his initial ideas. He understood the value of partnerships and working together with outside entities to obtain his goal. He was willing to confront others in regards to their ideas but was also able to accept criticisms and tuning on his ideas. Another trait from the Big Five that Bill possessed was his Openness to Experience. He was willing to try new ideas and a new more innovated way of looking at the PC world, which attributed to his success. He also possessed conscientiousness where he carries responsibility and achievement traits. Bill Gates founded Microsoft as a partnership in 1981. He convinced IBM to include his operating systems into their PCs and in 2004 Microsoft was the world’s third largest public company ahead of IBM itself. This proves his achievement over the time in growing the business stronger and solid. Melinda was a successful founder and leader because she possessed the agreeableness personality trait. She had a behavior that was warm, caring charming, and compassionate, which made it easy to influence and persuade others to get involved. Bill also shared this trait with Melinda. Although Bill Gates is not recorded for being friendly, he does carry the sociable traits whereas he founded Bill & Melinda Gates Foundation and had spent millions of dollars to charity worldwide regardless of race and religion or ethnic groups. It shows his sympathy and caring on others.

2.Which of the nine traits of effective leaders would you say has had the greatest impact on Bill and Melinda Gates’ success? Answer: We all have favorable and unfavorable at some point in our lives. Both Bill and Melinda possessed character traits that were beneficial to their success. Both Bill and Melinda possessed the high energy trait. They had a positive drive to work hard to accomplish and achieve goals. For example, they had a desire to become philanthropist. Philanthropist must work hard to establish a foundation and a continuum that will sustain. Bill Gates showed high energy as he showed initiative and drive when he began programming mainframe computers at the early age of 13. Melinda possessed a strong stream of self-confidence which she uses to foster confidence in those who follow her. Bill also had traits of self-confidence. The case study tells of how he used and welcomed the ideas of his constituents. He wasn’t some leader that took on the “I know it all” position. Integrity refers to behavior that is honest and ethical. In the case study both Bill and Melinda showed traits of integrity. They show a strong concern for their employees and throughout their process of becoming leaders and maintaining leadership positions, they showed no signs of dishonesty or manipulation. Bill Gates is honest to himself and the firm. He had never cheated or misleads any team players and he worked with numbers of employees with less conflict. Although there was argument arise in his meeting, his integrity never changed and whatever he promised the employees has been execute. Bill gates showed locus of control. He was dedicated and focused on his target and he brought the firm in that right direction. He had never blamed any other parties over his...
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