According to Tichy and Sherman (1993), Jack Welch created a new organization at General Electric (GE) that depended as much on shared values as on hierarchy or coercion. Welch moved GE away from its reliance on the doctrine of scientific management and overthrew the established order at the company, challenging everything that GE believed it had learned over the course of its lifetime. It is the purpose of this report to examine the leadership style of Jack Welch within the context of a theoretical framework proposed by Kouzes and Posner (1995). Kouzes and Posner (1995) believe that when leaders are at their best they challenge the process, inspire a shred vision, enable others to act, model the way, and also encourage the heart. These are actions and strategies that are associated directly with Welch during his tenure at GE.
Among the traits identified by Kouzes and Posner (1995) as most valued by workers and managers alike are honesty, forward-
looking attitudes, the ability to inspire, competency, fair-mindedness, and the willingness to be supportive of the endeavors of others. These six traits were identified in research conducted by Kouzes and Posner (1995). Using Welch's speeches, publications, and critical commentary on his career, this report will assess the degree to which he exemplifies each of these traits.
Honesty is defined by Kouzes and Posner (1995) as exemplified in the behavior rather than in the statements of admired leaders. Welch has been characterized by Crainer (1999) as a man who looks and sounds more like a bus driver than a high-powered corporate executive. Initially viewed as a "corporate demon king" in the 1980s, Welch became over time, an excellent communicator with passionate clarity and always "told it like it is" (Crainer, 1999, p. 19). As Welch (1984, p.1) himself told people at GE, he intended from the beginning to "shun the incremental and go for the leap." In other words, f...