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British Petroleum: transformational leadership in a transnational organization

Author: Kets de Vries, Manfred F. R. INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 1997.Language: EnglishDescription: 13 p.Type of document: INSEAD CaseAbstract: The case "British Petroleum, a study of transformational leadership" looks at the difference in Robert Horton's and David Simon's leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at BP. It examines the reasons why, although the two men's goals were nearly identical, their individual style determined failure for one, and success for the other. The case addresses issues of transformation and national and corporate cultures in a transnational organizationPedagogical Objectives: Addressing the concepts of triggers of change and barriers to change; exploring the dynamics of the individual and organizational transformation processes; analyzing the role of the CEO and Chairman in the transformation process; emphazing the importance of a "global mind-set" and cultural relativity in transnational organizations; discussing the ways in which corporate culture is shaped and changed, and the corporate culture and values of "vanguard" companies like BP.
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Addressing the concepts of triggers of change and barriers to change; exploring the dynamics of the individual and organizational transformation processes; analyzing the role of the CEO and Chairman in the transformation process; emphazing the importance of a "global mind-set" and cultural relativity in transnational organizations; discussing the ways in which corporate culture is shaped and changed, and the corporate culture and values of "vanguard" companies like BP.

The case "British Petroleum, a study of transformational leadership" looks at the difference in Robert Horton's and David Simon's leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at BP. It examines the reasons why, although the two men's goals were nearly identical, their individual style determined failure for one, and success for the other. The case addresses issues of transformation and national and corporate cultures in a transnational organization

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