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Google’s Chief Executive: In Need of a Change Leadership Style?
內容大綱
In 2015, Sundar Pichai was appointed chief executive officer (CEO) of California-based Google LLC (Google), and by December 2019 had also become the CEO of Alphabet Inc., Google’s parent company. By June 2021, thirty-six vice-presidents out of 400 executives had quit Alphabet Inc., and Pichai faced criticism from the senior leadership team for his risk-averse decision-making style. Senior executives believed Pichai had made Google more bureaucratic in its operations, even though the company’s size and market-based performance had improved under his leadership. In the face of this criticism, what should Pichai do? Should he respond to the criticism? Should he begin to make more risk-aggressive decisions?
學習目標
The case is intended for undergraduate- and graduate-level courses on leadership, human resource management, or organizational behaviour. The case deals with the CEO’s dilemma following criticism of his leadership style and the resignation of several senior executives from Google. The case presents students with the opportunity to understand factors that influence the leadership style of a CEO. The case further encourages students to explore whether radical innovation is possible in a large firm. After working through the case and assignment questions, students will be able to<ul><li>critically analyze whether the leader should respond to the criticism of his leadership style;</li><li>evaluate the leadership style of a CEO and the reasons why CEOs develop a certain kind of leadership style;</li><li>evaluate the challenges of both innovating and managing current operations in the organization; and</li><li>examine whether CEOs of large companies should be aggressive and act fast in their decision-making.</li></ul>