Leadership and Innovations: Article Review

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Table of Contents

Effective and Ineffective Leadership
Saudi Aramco as an Innovative Company with Motivated Employees
References

The articles primary point is to expose the managers position and promote an understanding of the qualities needed to manage people. This position involves constantly adapting and changing employees behavior according to behavior patterns (Swaim, 2022). Moreover, all employees have different specific behaviors, so the article emphasizes the role of the need to adapt to new conditions. The most noteworthy part of the article was the principles of working with employees and leadership as a quality that increases efficiency. The essence of proper control comes down to the fact that the manager always has an idea of the activities of staff while not discouraging them from work, as often happens with the authoritarian leadership theory. It must be remembered that all people are different, and managers must control them using diverse methods (Swaim, 2022). What works great for one person may not work for another because they have very different characters and attitudes.

Effective and Ineffective Leadership

In many peoples minds, Steve Jobs is the perfect example of a company leader and CEO. His leadership was based on the principle that innovation is the essential trait of a leader (Northouse, 2022). In each product launch case, he supervised the principles of a charismatic leader and took the initiative. His presentations and explanations inspired the employees and united the team. This allowed Apple to create a culture of innovation, openness, and achievement, unlocking the potential of employees looking for ways to improve the product (Rudolph et al., 2020). However, this did not prevent Steve Jobs from making miscalculations and mistakes when he did not pay due attention to all aspects of the production process. For example, when Jobs company developed the NeXT computer, it focused entirely on the technical aspects of manufacturing (Connors, 2020). As a result, there was no market for the computers because Jobs needed to take care of the needs of customers and the market (Connors, 2020). The project became unprofitable, and the NeXT computer was withdrawn from sales due to a lack of commercial success.

Saudi Aramco as an Innovative Company with Motivated Employees

Saudi Aramco is one of the worlds biggest and most famous KSA oil companies. This corporation accounts for about 12% of the worlds oil reserves, so Saudi Aramco is the primary source of income in the budget of Saudi Arabia and is engaged in education, culture, and charity (Alghamdi et al., 2021). The company combines oil and natural gas production with refineries and petrochemical plants (Alghamdi et al., 2021). The need for innovation is dictated not only by the high engineering culture of highly skilled workers but also by the social status of Saudi Aramco for the countrys inhabitants (Khan et al., 2017). This is a company that is perceived as a national treasure. Therefore, it develops and maintains a culture of high education, achievement culture, continuous development, and investment in the countrys culture.

Saudi Aramco officially declares a policy of innovation in all areas, from technical to public. The companys ecosystem includes a network of world-class research centers and an extensive academic collaboration program (Alghamdi et al., 2021). Employees are encouraged to create and implement ideas and produce patents. In 2020, the company delivered over 9,000 ideas that saved Saudi Aramco over $400 million (Alghamdi et al., 2021). The company has officially adopted a policy to encourage innovation since 2001, raising employee awareness of opportunities for self-fulfillment, education, and transition to the research unit (Alghamdi et al., 2021). Every employee was motivated to develop improvements in any activity area, even in a factory or a marketing department. In this way, Saudi Aramco has ensured that the culture of innovation has taken root in the workers minds and begun to work for the company itself.

References

Alghamdi, M. A. A., Ng, S. I., Ho, J. A., Ramachandran, S., & Abdulsamad, A. (2021). Employee well being and knowledge sharing behavior among employees of Saudi Aramco. Advances in Social Sciences Research Journal, 8(8), 261-284. Web.

Connors, C. D. (2020). How Steve Jobs biggest failure can teach us what it means to succeed. Ladders. Web.

Khan, R., Al-Akkad, J., & Al-Khursani, S. A. (2017). Cultivating a sustainable ecosystem for entrepreneurship for national transformation: Saudi Aramco Entrepreneurship Center. Middle East Journal of Entrepreneurship, Leadership & Sustainable Development, 1(1), 17-31. Web.

Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). Sage Publications

Rudolph, C. W., Murphy, L. D., & Zacher, H. (2020). A systematic review and critique of research on healthy leadership. The Leadership Quarterly, 31(1), 101335. Web.

Swaim, R. W. (2022). Principles of Innovation: Getting rid of Yesterday. Corporate Learning Network. Web.

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Leadership and Innovations: Article Review

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