After reading the attachment below about the case study about Mary Kay Ash and Bill Gates.
Please answer the following questions:
- How would you describe each of the two leaders in terms of LPC and situational control?
- How are they similar?
- How are they different?
- What makes each effective?
- Which leader would you prefer to work for? Why?
The Cosmetic Queen and the Software King:
Leaders come in many different shapes, sizes, and colors, and in spite of sometimes considerable differences, they can all command respect of their followers. Consider Mary Kay Ash of Mary Kay Cosmetics and Bill Gates of Microsoft. It is rare to find two CEOS who are more different and equally effective. Ash and Gates come from different generations and different socioeconomic and educational backgrounds, use different approaches to their businesses, practice different leadership styles, even follow different goals. However, they are both highly intelligent, passionate about their business, energetic, driven, and extremely well-regarded leaders in their respective industries.
Mary Kay Ash, who died in November 2001, created Mary Kay Cosmetics in 1963 when she was in her forties with $5000 savings and the help of her family. Her organization puts God and family ahead of career while providing career opportunities for women. With $1.4 billion in sales, more than 5000 part-time and full-time employees, and one of the best-selling skin care and color cosmetics lines in the United States, the company is undoubtedly successful. Staying close to one’s family and providing support during personal crisis are at the core of the organization along with a focus on fairness and balance. She stated, “Many women have made the mistake of changing their beliefs to accommodate their work. It must be the other way around” (Christianity.com, 2001). While she ran her company, Mary Kay Ash played the role of mother figure, maintaining her image as an accessible, nurturing, and successful woman.
The highly emotional company conventions are further evidence of the desire to build a successful family. While the mostly female Mary Kay consultants participate in training and seminars, their husbands take classes on how to support their spouse. During the Las Vegas – style events, the company gives away pink Cadillacs, lavish trips, and jewelry to its top performers to recognize to their achievements. Mary Kay is a cosmetic company on a mission to create opportunities to allow women to be successful and its leader is proud to admit that caring about people is what she is all about. The concern for people and a keen business and marketing savvy helped Mary Kay stay on top in a highly competitive industry.
Bill Gates built Microsoft on intelligence and continual learning (Gimein, 2001). His company dominates the world’s software industry and made him one of the richest men in the world. Highly intelligent and curious, Gates explains, “The key point is that you’ve got to enjoy what you do every day. For me, that’s working with very smart people and its working on new problems” (Schlender, 1998, p. 53). Descriptions of Gates include acerbic, conferential, condescending, rude, completely task focused, and one of the hardest-working executives in the world. Nothing gets done, no new ideas get developed without Gates’ approval (Nocera, 2000). Gates is known for his cunning business sense and his cognitive abilities. He keeps a close eye on his own performance. For example, Gates spends a quarter of his time on the road, preaching the “Microsoft gospel.” During these trips, he evaluates his performance by keeping track on how full his schedule is. After one such trip that included 14 speeches, more than a dozen personal meetings and 25,000 miles of air travel, Gates said, “It was a great trip. The guys filled my time up really well” (Schlender, 1997, p. 81). Focus on performance, intense competition, and technological innovation drive Microsoft, with little concern for the individual’s balance and non-work-related life. The strong culture built around competence and dominating competitors helps keep Microsoft the leader in its industry.
SOURCES: This case is partially based on research done by Anne Crowley, Colin Halbig, and Rich White for an MBA leadership elective course. Other sources include P. Andrews and S. Maines, Gates (New York: Doubleday, 1993); M.K. Ash, Mary Kay (New York: Harper and Row, 1981); Christianity.com at www.christanity.com; A. Farnham, “Mary Kay’s lessons in leadership” Fortune 128, no. 6 (1993): 68-76; M. Geimein, “Smart is not enough,” Fortune, January2001, 124-136; D. Kirkpatrick, “He wants all your business – and he’s starting to get it,” Fortune 135, no.10 (1997): 58-68; B. Schlender, “On the road with Chairman Bill,” Fortune 135, no. 10 (1997): 72-81;B. Schlender, “The Bill and Warren show,” Fortune 138, no. 2 (1998): 48-64.