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Bus 302 Management Concepts Week 8 Assignment 2

3412 words - 14 pages

Nationality: American. Born: March 31, 1950, in Seattle, Washington. Education: University of Washington, BS, 1972; Princeton University, PhD, 1977.Family: Son of Sol and Malvinas Levinson; married Rita May Liff, December 17,1978; children: two. Career: Genentech, 1980–1987, senior research scientist; 1987–1989, director of Cell Genetics Department; 1989–1990, vice president of research technology;1990–1993, vice president of research; 1993–1995, senior vice president; 1995–, president and CEO. Awards: Corporate Leadership Award in Science, Irvington Institute, 1999;Corporate Leadership Award, National Breast Cancer Coalition, 1999; named one of the Best Managers ...view middle of the document...

His next step was to sell the vision by creating followers, which happened by creating trust as well as personal integrity. In fact it was his deep experience in the lab and his infectious enthusiasm which became an asset for the company. The people had already a trust on him and which could be seen as when he made an emotional plea to the employees after becoming the CEO to make his company a corporate leader. His next step was finding the way forward. He already knew the way and simply wants others to follow them. He wanted to bombard the industry by his products by a stream of drugs to conquer one’s untreatable diseases. The route was although not plotted in details, but with a clear vision, direction was always known. He knew that there will be failures ahead (like the one of AVASTIN drug and RAPTIVA DRUG )and blind canyons along the way but he had the confidence in himself and his employees and knew that he can make it. He used to always lead the charge by remaining upfront and central during the action. He showed his attitude and actions how everyone else should behave. It is Levinson’s unswerving commitment as much as anything else that keeps people going, particularly through the darker times when some may question whether the vision can ever be achieved. If the people do not believe that they can succeed,than their efforts will flag. The Transformational Leader seeks to infect andreinfect their followers with a high level of commitment to the vision. Overall, he balanced their attention between action that creates progress and the mental state of their followers. Perhaps more than other approaches, they are people-oriented and believe that success comes first and last through deep and sustained commitment.

THE VERY ESSENCE OF LEADERSHIP IS THAT YOU HAVE TO HAVE VISION.YOU CAN’T BLOW AN UNCERTAIN TRUMPET. Genentech CEO Arthur Levinson led his company from a biotech baby to an industry leader – all the while dealing with serious challenges from competitors. He had a clear vision in his mind and a vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. He had the discipline to work towards his vision single mindedly, as well as direct his or her actions and those of the team towards the goal. Action is the mark of a good leader. He used to always do something in pursuit of the vision inspiring others to do the same. He created a vision to see his company as an industry leader in the pharmaceutical industry, articulated the vision, passionately owned the vision and relentlessly derived it to completion. When Levinson was thrust into as a CEO in 1995, the former chief, G.kirk Raab, had resigned under a cloud when the company revealed that he had asked Roche(CEO of Roche group) for a personal loan guarantee. Genentech was also smarting from federal criminal charges that it had promoted its human growth hormone for uses that had not yet been approved by FDA.( Genentech later...

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