Visionary Leaders: a Case Study on What You Don’t Know About Dell

Topics: Management, Leadership, Compaq Pages: 5 (1451 words) Published: October 17, 2009
Dell was founded by Michael S. Dell in the 80s. It grew form a one-man show to be the leading manufacturer and distributor of low-cost PCs today, employing more than 40,000 people worldwide with businesses globally.

From the findings, we learn about the management style of both, Michael S. Dell, Kevin B. Rollins and his management. At start, Mr. Dell was seen as aloof and Mr. Rollins as autocratic. Trying to improve the company, Mr. Dell took step to enhance relationship with their team. In order to be the leader in low-cost PC, he uses a direct sales model which causes Dell to transform from a no-name PC player to a powerhouse. He focuses on cost efficiency to reach his goals. As a result, his overhead expense was just 9.6% revenue, boosted productivity to nearly $1 million in revenue per employee. Later he diversifies into computer peripherals and tech services. Dell was able to expand its business by focusing their core strength in being discipline, speed and efficiency. Later the Mr. Dell also outsources to help in his expansion. Mr. Dell adopts a leadership management process that works for his huge and important company and he maintains a pinpoint control of his company operation. Further more he and his team was concern of the product features and the buying experience. However, his demanding culture and high expectation has caused discontent and loyalty issue among his staff.

Although Mr. Dell may struggle as he goes into the up market, many has commented that he may not be able to survive in the high end business but with better technology, low-cost PC will become better for most customers.

Visionary leader posses company visions that should generate interest, vitality which in turn will lead to the total commitment and energies of everyone in the company. The main features of a vision should include elements that are values centered, clear and specific and could be communicated across the board, to everyone in the company.

Visionary leaders must also have the skills to generate and communicate this vision across and which will result in an improvement of the company’s overall performance.

Furthermore, he must explain to every body the actions and steps needed to achieve the vision thru oral and written communication. He must also be able to lead by example and his actions must serve to achieve the vision that he believes in.

In addition, he must be able to communicate the vision across different level of leadership and management until everyone in the company also sees the value and the practicality of the vision.

Moreover, great leader must display the six common characteristics: Integrity: A leader must be truthful to the company and do what he said. Drive: A leader must be able to motivate others to achieve the vision and he

must be able learn continuously.
Leadership: A leader must be have high socialized power to allow others to gladly Motivation follow and finish company’s goal.
Self-Confidence: A leader should believe that he is able to lead his company effectively whether through good and bad times.
Intelligence : A leader must be able to analyze problems and sees opportunities. Knowledge : A leader must be familiar with the entire industry and know about their own business.

Visionary Leadership
A vision must be able to excite and bring vitality and commitment to the organization. Besides it must be values centered, realistic and clear. Michael Dell envisioned a goal of reaching $60 billion revenue by 2006. This vision helps to unite the company towards this goal such that results could be seen 6 months later. He was also clear and specific in his description.

Ability to explain vision to others
A visionary leader must be able to have the skills to communicate the vision across to everyone in the company. From the findings, CEO Michael S. Dell set a vision that he will meet a $60 billion revenue goal by 2006. After just 2 quarters, the company have...
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