Principles of character in leadership: Former General Electric CEO Jack Welch as an inspiration for future corporate leadership.

The Journal of Online Higher Education 01/2010; 1:1-12.


The public's, perceived ethical standards and the simple, honest character attributed to engineers seemed to have something to do with the way that engineers have managed their subordinates. Jack Welch, the former CEO of General Electric, was asked how he could rectify and align his business and private ethics, since he was a solid Catholic, and he stated to observers that both sets of ethics, concerning his character, were exactly the same and that he had no problems making tough business decisions. The use of ethics, based upon one's own personal character in leadership, could be a powerful element in a leader's skill set of leadership style, with respect to Jack Welch's performance as the CEO of GE, to transform a business and catapult the organization to business success. Welch actively transformed GE by progressively adjusting the amount, and the quality, of managers throughout the company.

Download full-text


Available from: Nicholas Jewczyn, Oct 13, 2015
1 Follower
120 Reads
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: This field study focuses on verbal consideration, which is a leadership behaviour that expresses esteem for the follower and her or his work, knowledge and opinion. It was assumed that the relationship between verbal consideration and various outcomes is moderated by the leader's gender. One-hundred-and-forty leaders and 455 of their direct followers were surveyed in a one-wave questionnaire study in Germany. Male and female leaders showed the same degree of verbal consideration as rated by their followers. Verbal consideration is related to three out of four outcome variables for both sexes. One unexpected moderating effect of leaders' gender was found: followers of male leaders displaying verbal consideration report less ‘irritation’ (a state of exhaustion considered a threat to good task fulfilment). One explanation may be that male leaders get ‘extra credit’ for showing verbal consideration as it may be thought to entail special effort, whereas for female leaders it may be seen as normal and routine. This assumption should be examined in further studies in order to get more information about the different mechanisms by which female and male leaders reach the same quality of outcomes.
    British Journal of Management 03/2008; 19(1):4-16. DOI:10.1111/j.1467-8551.2007.00521.x · 1.52 Impact Factor
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: This conceptual manuscript emphasizes the indirect influence of senior managers who occupy positions between the strategic apex of the organization and its middle management. It combines a traditional organization behavior/theory perspective with that of a complex adaptive theory approach to examine why and how leaders should and can stimulate “emergence” and channel “emergence.” In technical terms, we emphasize the level VI managerial leadership (ala Elliott Jaques) level just below the level VII strategic apex. We argue that these managerial leaders should use the complexity theory “order for free” notions to traverse the narrow path between order and disorder to simultaneously improve the fitness of the organization and benefit its members. We emphasize alterations in the character of the system, its processes, its procedures and its informal structure to help the organization stimulate bottom up order for free activities and also combine these initiatives into viable adaptations. Thus, it emphasizes the architecture established by these leaders. A number of propositions are also provided.
    The Leadership Quarterly 08/2009; 20(4-20):503-516. DOI:10.1016/j.leaqua.2009.04.010 · 2.70 Impact Factor