Leadership Research Project: Leadership within Google Essay Example

with theories such as Leadership Member Exchange, Situational Leadership, and Ethical Leadership. The duo endeavors to encourage continuous communication amongst themselves, their peers, and their subordinates.

The idea of maintaining constant communication comes from a leadership style known as LMX. According to Google (2012), they strive to maintain an open culture similar to startups and encourage employees to directly ask questions to Larry, Sergey, and other executives. This approach is also reflected in their hiring process, where they assess whether potential employees align with the company's culture and high standards.

Through the process of conversation, Sergey and Larry observed a shift in the company around 2001 and recognized the necessity of additional guidance for the company. This contextual approach to leadership becomes evident. The partners acknowledged that they were unable to navigate the necessary changes for the company's continued growth on their own. Despite Brin and Page's initial disapproval of the appointed CEO, Eric Schmidt, they eventually collaborated with him and developed a mutual respect (Karlgaard, 2009).

This decision initially appears to be more of a reflection on Google's executives rather than Sergey Brin and Larry Page. However, both Brin and Page, who are executives themselves, were involved in the decision. The essence of the Situational Approach is recognizing the abilities and dedication of the followers and adjusting leadership accordingly. Brin and Page were able to view themselves as their own subordinates under the executive board they belonged to. They acknowledged their own lack of expertise in the particular area and entrusted Schmidt to take charge. Sergey and Larry also demonstrate a strong Situational approach in their management of the company's employees.

In 2011, Larry Page became the CEO

of Google, while Brin remained involved in the company. They share a focus on creating a non-bureaucratic work environment and encouraging innovation among employees. To foster creativity, Sergey and Larry have implemented amenities like a cafe and gym, as well as promoting diversity and interdepartmental connections. This demonstrates the company's genuine care for its employees.

They modify the company's way of functioning to maximize efficiency from their employees. Additionally, Google's leaders prioritize supportive behaviors by fostering close relationships among team members. Through one-on-one conversations, Larry and Sergey strive to build trust in their employees. Most of the directive behaviors are implemented by managers within the company. When referring to reputable companies to work for, Google consistently appears near or at the top of almost all rankings (Smith, 2011) (Walker, 2012).

Google's leaders exemplify Situational Leadership by fostering self-motivation in their employees and creating an environment conducive to it. Their approach to leading individuals at Google underscores the requisite adaptability inherent in this style of leadership. The company generates revenue by selling advertising spots to companies, ensuring that these ads are strategically placed. When searching for "vacuum reviews" on Google, for instance, advertisements from companies that have purchased advertising spots will be displayed either at the sides or top of the search results.

However, Google only displays advertisements that are relevant to the search and does not randomly place companies in those ad spots. Therefore, you will probably see ads for vacuum cleaners alongside your search results. Sergey Brin and Larry Page, as Google grew, recognized the considerable amount of sensitive information they were gathering, thus highlighting the necessity of ethical leadership. Numerous individuals have criticized Google for its

actions that appeared to be unethical. Google stores all the searches you conduct and links them either to your Google account or IP address.

Google utilizes your search history to customize your search outcomes and display advertisements that correspond with your interests. Through examining the categories of searches you regularly conduct, Google can construct a profile of your preferences that progresses over time. While some individuals express worries about the ethical aspect of selling user search data to businesses, I am confident that Google's intentions are focused on enhancing their search engine. In reality, Google's unofficial slogan, "don't be evil," exemplifies the company's dedication towards cultivating a favorable user experience.

The motto for Google was proposed by two employees and integrated into the company's code of conduct, signifying that all work-related actions should comply with the highest ethical standards (Google, 2012). This is demonstrated through Google's inclusive hiring practices. In 2001, Brin and Page acted responsibly as board members and founders by not exerting their power to retain control over the company during a situation involving Schmidt.

Instead of putting themselves first, Larry Page and Sergey Brin prioritize the company and their employees. They only receive a salary of one dollar per year, opting instead for stock in the company as compensation. This ensures that their pay is tied directly to the performance of the company. In addition to being successful leaders through their results and strategies, Page and Brin also embody Kouzes and Posner's Five Practices of Effective Leaders: Modeling the Way, Inspiring a Shared Vision, Challenging the Process, Enabling Others to Act, and Encouraging the Heart.

Sergey Brin and Larry Page exemplify the first principle of Modeling

the Way by clearly presenting their goals and values. Their foremost objective is to become the best search engine possible, as stated by Google in 2012. Additionally, they strive to deliver relevant advertising to their users and place ads from companies that align with their target demographic.

The values of Google are expressed clearly and succinctly with their motto "Don't be evil." They align their values and objectives by implementing a system where user information is stored but not directly shared with advertising companies. Instead, Google places ads on sidebars based on relevance. Sergey and Larry have also designed the search engine to consider previous searches in order to display ads appropriately and enhance the search experience. Demonstrating credibility, Brin and Page entrusted the role of CEO to someone else when assistance was required and received stocks as their salary.

However, the most evident method they have established their credibility is by fulfilling their promise of creating the world's top search engine. Furthermore, Brin and Page should inspire a collective vision. While it may be challenging to perceive this aspect within a corporate environment where the company is thriving, I firmly believe that if we reflect on two factors - the company's unofficial motto and the objective of becoming the finest search engine - it becomes apparent that they have successfully instilled a shared vision within their organization.

Sergey and Larry did not create Google's oft-quoted motto "Don't be evil." Rather, it was formulated by two employees who effectively expressed the company's ethical standards. This idea eventually became a fundamental principle guiding Google's actions. By striving for goodness, Sergey and Larry have transformed Google into an environmentally

aware corporation that embraces talented individuals seeking job prospects. Their goal of creating the ultimate search engine perfectly aligns with the five components of Inspiring a Shared Vision. Their vision for the ideal search engine was both extraordinary and unparalleled.

Google's goal has always been to create a fast and accurate search engine that is customized for individual users. The iconic Google logo reflects their dedication to providing the best personalized search experience. Initially, their aim was to create a superior search engine compared to existing ones. However, over time, their aspirations have evolved towards achieving the perfect search engine. By constantly looking ahead and pushing boundaries, Google remains at the forefront of innovation in the industry (Google, 2012).

The company's purpose remains constant as they strive to create the best search engine to assist users in quickly finding what they need. Furthermore, Page and Brin embark on challenging the conventional business processes and leadership methods. The appointment of Schmidt as CEO is repeatedly mentioned because it signifies how the duo truly challenged traditional leadership notions. Larry and Sergey relinquished their positions when necessary, thereby leading in the most effective way by not leading at all (Auletta, 2009).

Google's company atmosphere stands out from most companies. Sergey and Larry have created a relaxed office environment that promotes discussion and collaboration among various departments and individuals. This nurtures an atmosphere where people feel comfortable suggesting ideas or creating beta versions of products for Google search. The wide range of services provided by Google, including their search engine, image search, translator, calculator, map, and email services, showcase the benefits of this approach.

The last two practices mentioned in the Five Practices

of an Effective Leader are crucial for both Google and all leadership roles. Google acknowledges the significance of prioritizing applicant quality rather than experience. Within Google, employees have the freedom to pursue any task they desire. This principle is not unique to Google; several other companies embrace a similar approach. However, what differentiates Google is the exceptional level of support it receives from its employees. One employee's statement captures this sentiment: "If you have skill and passion for something, you will be empowered to follow it" (Kaushik, 2008).

Google offers its employees numerous opportunities for growth and expansion. A prime example is a young man fresh out of college who, despite being at the company for less than a year, was entrusted with coding one of Google's most intricate projects. This anecdote showcases how Google empowers its workforce. This sentiment is further reinforced by the fact that Larry Page and Sergey Brin prioritize fostering employee satisfaction and fulfillment. The collective feeling among Google employees is that the company genuinely cares for them. This is evidenced by the small gestures they receive, such as the provision of amenities like wifi-equipped commuting buses.

Kaushik was deeply moved when he witnessed Google providing its employees with free earthquake emergency kits, considering their location in an earthquake-prone area. Google strives to foster an extraordinary and compassionate atmosphere, going beyond mere convenience or functionality. While initially attracted to Larry Page and Sergey Brin for their pioneering contributions to technology and computer engineering, Kaushik became further captivated by their efforts to cultivate an environment that nurtures both employee and company growth.