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British Petroleum - Transformational Leadership in a Transnational Organization

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  1. Presentation of the situation
    1. British Petroleum's global strategy
    2. Results/Consequences
  2. Analysis of the leadership styles
    1. Horton's and Simon's leadership styles
    2. Differences
  3. Nature vs Nurture
    1. The part of personality and innate abilities
    2. The part of acquired knowledge
  4. Comparison between all leadership styles
    1. Similarities and differences
    2. My personal leadership style

The company BP, in the past named British Petroleum is a British company, of research, extraction and oil refining founded in 1909.

After its merger with Amoco, Atlantic Richfield (Arco) and Burmah Castrol, it became the largest company of The United Kingdom and the third largest oil company in the world. Internationally, BP is present in more than 100 countries.

At the same time by social responsibility and to guarantee its permanence, the company invests for a few years in solar energy.
The choice of the slogan of the company BP, ?Beyond Petroleum?, would be due to the imminence of oil peak.

[...] Actually, BP is a transnational corporation, whose operations are too various for only one leadership style. To try to manage this vast diversity by forcing everyone to use an identical approach, is what generates most of the conflicts in the economic world. Horton's leadership style worked perfectly in the United States, and allowed him to build a good image, whereby he was regarded as a model to follow. But his leadership style is not universally effective, which is it flopped in England. [...]

[...] Differences Various management styles: Today, in organizations such as BP, a person who has leadership is one who is able to help others to understand the direction of the events, to give objectives and to make decisions which take account of morality and ecological concerns (especially in the oil sector). Horton and Simon were central actors in the construction of the working conditions and in the efficiency of the company. It was a question of directing, of finding the right tone, of making economic choices, of laying down objectives and of evaluating performances by using an adapted leadership style. [...]

[...] Results/Consequences Horton worked in the USA for several years, and this period was a true success; he was recognized for his leadership qualities. However when he becomes CEO in BP in the United Kingdom, things changed. England is a different country, but it seems that Horton was not sensitized with the problems involved in diversity and integration. Horton did not exploit the richness of this diversity, and chose the same strategy as that of the United States, while wanting to use Project 1990. [...]

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