What Do People Do When They are Leading - Bob McDonald (Procter & Assignment

What Do People Do When They are Leading - Bob McDonald (Procter & Gamble) - Assignment ExampleHe studied in the US Military honorary society where he served in the 82nd Airborne Division for five years. When McDonald left the soldiery, Procter & Gamble (P&G) asked him to join the come with and served as the brand manager of one of its leading products. In 2009, the board appointed him as the CEO owing to his 29 years of service and substantial contribution to the international expansion of the company (Kane, 2012). At westward Point, McDonald had learned much valuable insights on values-based leadership, which he imparted to his senior executives when he became the CEO at P&G. 2. Leadership Style and Philosophy Bob McDonald heavily believes in innovation, which is for him a driving force that can solve challenges for sustainability (Confino, 2012). The drive for innovation made P&G as one of the first companies to evince the importance of crowd sourcing and social media to gener ate new ideas and leverage change through networking with different groups of people. McDonald considers innovation as the lifeblood of P&G given that it allocates or so $2 billion annually on their research and development, which is approximately over 50% of its competitors combined (PwC 2010, as cited in Nagpal, 2013, p. 31). Considering the future of the company, McDonald also believes that leaders should name an innovative corporate culture, where a stream of ideas and innovation can be generated by more than 50,000 employees and millions of daily interaction with customers. Such approach, therefore, can facilitate the company in improving their processes, products, and customer experiences. McDonalds leadership principles can also be attributed to his training at West Point, where he learned having a soul of purpose and character through, which he believed was the most significant trait or quality of a leader (Kane, 2012). 3. Personal and Organisational Values As the company s CEO, Bob McDonald promotes a value-based leadership through which he advocates the essential values of purpose and character (Hurley, 2012, p. 107). He defines purpose as the belief in the moral philosophy and mission within an organisation while character, as he perceived, refers to an act carried out with personal responsibility and integrity. With his personal values-based leadership, McDonald is recognised both as an person and global business leader anchored on his belief that outstanding companies and leaders should operate with consistent values and with a clear sense of purpose (Procter & Gamble, 2013a). With involve to organisational values, McDonald espouses a corporate innovation at P&G. Although he recognised the value of sales promotion that can boost the companys growth, he believes that true innovation can provide a wide range of opportunities for the company to excel in their investments and strategic goals (Kuratko, 2012). Moreover, McDonalds key points for lea dership derived from his military experience can be characterised with strong organisational and personal values in stimulating action in the workplace and promoting a sustainable competitive usefulness (Yardley, Kakabadse, & Neal, 2012, p. 68). 4. How McDonalds Values Influence Ethical Behaviour of the Organisation Ethical behaviour is the key ingredient of Procter & Gambles success, as noted by House and Rehbein (2004, p. 105). Its corporate values reflect their behaviour that influence the way they the company works and toward their business partners (Procter & Gamble, 2013b). In addition, employees at Procter & Gamble are compel to act in the companys best interests at all times and take prompt actions in resolving any conflicts of