Leadership analysis - Walt disney 4

Walt Disney Organizational Leadership Analysis

Walt Disney is the founder of Walt Disney Corporation, which has experienced remarkable success since its inception in 1923. The Disney enterprise is composed of Disney Land, Disney channel, Disney clothing lines and toys, Disney costumes, Disney story books, as well as Disney movies. The success of the company greatly relies on the leadership of Walt Disney, which has been criticized and appreciated in equal measures. The companies that have engaged in entertainment business understand that the venture is challenging, just like any other business, and require the right people in the leadership positions for successful business operations. After establishment of the Walt Disney Company, Disney had a mission of making the company a leading producer and provider of entertainment and information in the world (Clark, 2001). As such, the success of the company can greatly be attributed to the emphasis on fulfillment of the business mission and vision even in other areas.

Walt Disney was an individual who sought to communicate anything that he believed would steer his business forward. In this regard, he ensured that all the employees and other stakeholders are aware of any tasks he wants completed in a given time. He portrayed great characteristics of an effective leader, which played a central role in his reign in the company. For instance, Disney was creative and innovative, which was his greatest characteristic in his illustrious career as an artist. The trait of creativity and innovativeness made him to remain abreast with technological advancements that were being innovated (Cockerell, 2008). To ensure that the company is successful in the integration of the technologies and innovations, he established an art school whereby his employees would effectively apply in different tasks towards realization of his mission (Clark, 2001). This greatly empowered his staff to even perform better for improved business productivity.

Walt Disney always strived for excellence, something he ensured his employees pursued at all times. In this regard, Disney sought to be more effective and better that his competitors. This prompted him to create a way of synchronizing animation that includes running sound effects, running the cartoon, character voices, and music at the same time. Achievement of the objective called for something revolutionary, the Mickey Mouse, a voice that he would finally provide and own rights for it (Cockerell, 2008). He constantly pushed his employees to be better every day, and did not entertain laziness and anything that could pull his business down.

After building the Disney enterprise in 1936, Disney recruited over 700 artistic employees who were highly skilled (Clark, 2001). As a way of receiving the best performance, Disney facilitated the schooling of the employees so that they could perfect their artistic skills and produce the quality of work he desired. In his leadership, he consistently emphasized on effective leadership among his staff. Due to his charismatic charm, Disney was able to draw many people to a work environment that was like a family whereby every individual would be comfortable (Clark, 2001). However, he was strict in his demand for excellence from the workers. He would organize Sunday barbeques, invite them to swim at his house, and have time for playing games. These attributes greatly instilled a sense of caring and trust among the employees. This was a great attribute of developing high performing teams in his business (Cockerell, 2008).

Disney greatly recognized and leveraged organizational culture and climate through his ability to offer a sense of warmth and welcoming. Disney had established unique characteristic of sociability and personal and casual relationships with his staff, which enhanced trust and built confidence in the teams. This attribute was essential in the development of a string organizational culture and climate, which greatly contributed to the successful business operations at Disney Company. The employees became more loyal and dedicated to completing tasks and even surpassing them, and the company was experienced remarkable success.

In 1936, Disney was involved in the release of the “Snow White” movie, whose breakthrough was necessitated through the dedicated and committed technological department (Clark, 2001). It should be remembered that this was the time of the Great Depression, and most of the American businesses were largely struggling. The company had grown and employed many workers with bigger and extravagant business premises, which made Disney to isolate from the employees as he could no longer related with them as the time they were few (Clark, 2001). As time progressed to early 1940s, Disney has become even less engaged and less visible among his employees, and this forced discontent from staff and union pressure that led to a devastating strike. His inherent character of rhetoric and charisma failed to calm the employees after he addressed them to explain the financial pressures that the company was facing. The strike continued for over three months and it greatly destroyed the initial organizational spirit. The company was forced to lay-off a large number of the employees by almost half (Cockerell, 2008).

Application of Walt Disney Leadership Style

Walt Disney’s leadership roles and responsibilities can be said to be effective to a large extent, although they would change following economic struggles perpetrated by the Great Depression. The growth of the company that was quick to embrace new technologies also made it difficult for Disney to effective oversee individual activities and relate with all his employees at a personal level. It can be said that Disney portrayed different leadership traits such as transformational leadership and authoritative leadership at the same time. He greatly transformed the way his employees viewed various activities within the organization in their pursuit for both individual and organizational success.

In addition, Disney portrayed a leadership trait that is characterized by the sole control over various decisions and usually did not expect or listen to the input of the employees particularly regarding aspects of business development. He largely made choices on the basis of individual ideas and judgments, and rarely did he accept the advice offered by the employees. His leadership is largely applicable in modern businesses in various situations. For instance, the modern business dynamism requires leaders who are quick to make informed decisions without consulting other individuals, which eliminates potential delays and loss of business (Wolfgramm, Spiller & Voyageur, 2014). In addition, Disney was a strong and resilient leader who believed in excellence, which is a key component in modern organizations.

Currently, there are many businesses or projects that have not experienced the desired success due to poor organization, lack of effective leadership, and inability to meet deadlines (Wolfgramm, Spiller & Voyageur, 2014). These attributes were greatly manifested in Disney, who ensured that every individual was on his toes to complete their tasks. Today’s leaders are required to be strong and authoritative so that they can effectively take charge of their teams, assign tasks appropriately, and establish solid deadlines that are timely met for successful business growth (Wolfgramm, Spiller & Voyageur, 2014). Disney’s leadership style is also critical in most of businesses today that are facing tremendous competition. In this regard, being a leader like Disney helps in allowing the staff to focus on performance of particular tasks without being worried about decision-making on complex issues. The leadership style also helps in creating a highly skilled labor that effectively performs various tasks for the benefit of the whole organization.

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