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The Path to Success: Bill Gates as a Leader in the Digitizing World

Year 2023, Volume: 33 Issue: 3, 1313 - 1324, 26.09.2023
https://doi.org/10.18069/firatsbed.1276111

Abstract

Bill Gates, as the founder of Microsoft, is not only recognized worldwide but also stands out with his leadership qualities. It can be said that Gates, who has high self-confidence, vision and works to achieve his goals, is an innovative and risk-taking leader. He is considered innovative and risk-taking leader. Additionally, Gates is known for valuing teamwork and possessing strong communication skills. Although he is often perceived as a tough leader by his employees, he is also considered respectful and appreciative of their achievements. Through these qualities, he has made Microsoft one of the world's largest technology companies and a prominent brand worldwide. In the relevant literature, Gates is noted for having digital, empowering, awakened, narcissistic, and transformational leadership qualities. In the study, an examination was conducted on how Gates is aligned with the mentioned leadership approaches. In the first section of the study, the concept and scope of leadership were examined, and Gates' leadership styles, as described in the literature, were discussed conceptually. In the second section, the leadership styles conceptualized were evaluated with respect to Gates, based on the literature. Finally, a general evaluation was made regarding Gates and his leadership styles.

References

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  • Hensellek, S. (2020). Digital leadership: A framework for successful leadership in the digital age. Journal of Media Management and Entrepreneurship (JMME), 2(1), 55-69.
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BAŞARIYA GİDEN YOL: DİJİTALLEŞEN DÜNYADA BİR LİDER OLARAK BILL GATES

Year 2023, Volume: 33 Issue: 3, 1313 - 1324, 26.09.2023
https://doi.org/10.18069/firatsbed.1276111

Abstract

Bill Gates, Microsoft şirketinin kurucusu olarak dünya çapında tanınmış olmanın yanı sıra liderlik özellikleriyle de ön plana çıkmıştır. Kendine güveni yüksek, vizyon sahibi ve hedeflerine ulaşmak için çalışan Gates’in, yenilikçi ve risk almayı seven bir lider olduğu söylenebilir. Aynı zamanda Gates, takım çalışmasına önem veren ve iletişim becerileri konusunda da yetenekli bir lider olarak bilinmektedir. Gates, çalışanları tarafından sert bir lider olarak bilinse de onlara karşı saygılı olduğu ve onların başarılarını takdir ettiği de bilinmektedir. Bu özellikleri sayesinde Gates, Microsoft'u en büyük teknoloji şirketlerinden biri haline getirmiş ve tüm dünyada önemli bir marka olmayı başarmıştır. İlgili literatür incelendiğinde Gates’in; dijital, güçlendirici, uyandırılmış, narsist ve dönüşümcü liderlik özelliklerine sahip olduğunun vurgulandığı görülmektedir. Çalışmada, belirtilen bu liderlik yaklaşımlarıyla Gates’in nasıl bağdaştırıldığına ilişkin bir inceleme gerçekleştirilmiştir. Bu kapsamda çalışmanın ilk bölümünde liderlik kavramı incelenmiş ve literatürde belirtilen Gates’in sahip olduğu liderlik tarzları kavramsal açıdan ele alınmıştır. İkinci bölümde, kavramsal olarak incelenen liderlik tarzları, Gates’e ilişkin literatür üzerinden değerlendirilmiştir. Son olarak Gates ve liderlik tarzlarına ilişkin genel bir değerlendirme gerçekleştirilmiş ve çalışmanın sınırlılıklarından bahsedilmiştir.

References

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  • Hensellek, S. (2020). Digital leadership: A framework for successful leadership in the digital age. Journal of Media Management and Entrepreneurship (JMME), 2(1), 55-69.
  • Himelboim, I., Borah, P., Lee, D. K. L., Lee, J., Su, Y., Vishnevskaya, A., ve Xiao, X. (2023). What do 5G networks, Bill Gates, Agenda 21, and QAnon have in common? Sources, distribution, and characteristics. New Media ve Society. Erişim adresi https://www.researchgate.net/profile/Yan-Su-21/publication/366855288_What_do_5G_networks_Bill_Gates_Agenda_21_and_QAnon_have_in_common_Sources_distribution_and_characteristics/links/63b5722003aad5368e64937b/What-do-5G-networks-Bill-Gates-Agenda-21-and-QAnon-have-in-common-Sources-distribution-and-characteristics.pdf.
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  • Hughes, R., Ginnett, R. C., ve Curphy, G. J. (1996). Leadership. Chicago, Irwin.
  • James, R. (2023). 17 success lessons from Bill Gates. Erişim adresi https://wealthygorilla.com/bill-gates-success-lessons.
  • Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., ve Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: A mediation model. Future Business Journal, 6(1), 1-13.
  • Kirkman, B. L., ve Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42(1), 58– 74.
  • Kotterman, J., (2006), “Leadership vs Management: What’s the difference?”, Journal for Quality ve Participation, 29(2), 13-17.
  • Kruse, K. (2013). What is leadership. Forbes magazine. Erişim adresi http://www.professorpeaches.com/wp-content/uploads/2015/02/What-is-leadership-Forbes.pdf.
  • Liphadzi, M., Aigbavboa, C. O., ve Thwala, W. D. (2017). A theoretical perspective on the difference between leadership and management. Procedia engineering, 196, 478-482.
  • Liu, Y. (2015). The review of empowerment leadership. Open Journal of Business and Management, 3(4), 476.
  • Lowe, J. (2001). Bill Gates speaks: Insight from the world's greatest entrepreneur. John Wiley ve Sons.
  • Maccoby, M. (2004). Narcissistic leaders: the incredible pros, the inevitable cons. Erişim adresi https://hbr.org/2004/01/narcissistic-leaders-the-incredible-pros-the-inevitable-cons.
  • Maccoby, M. (2017). Narcissistic leaders: The incredible pros, the inevitable cons. In Leadership Perspectives (pp. 31-39). Routledge.
  • Marques, J. F. (2007). The awakened leader: One simple leadership style that works every time, everywhere. Personhood Press.
  • Marques, J. F. (2008a). The five steps toward Awakened Leadership. Performance Improvement, 47(7), 20-23.
  • Marques, J. (2008b). Awakened leadership in action: A comparison of three exceptional business leaders. Journal of Management Development, 27(8), 812-823.
  • Matt, C., Hess, T., ve Benlian, A. (2015). Digital transformation strategies. Business ve information systems engineering, 57, 339-343.
  • Mauri, T. (2017). Why leadership styles matter. Strategic Direction, 33(1), 1-4.
  • Mohammed, T., ve Baş, D. P. (2020). Dönüşümcü liderlik stilinin örgüt kültürü ve işletmenin yenilikçiliğine etkisi. Siyaset, Ekonomi ve Yönetim Araştırmaları Dergisi, 8(2), 98-122.
  • Mullins, L. J. (2010). Management and Organizational Behavior. UK: Pearson Education.
  • Nanjundeswaraswamy, T. S., ve Swamy, D. R. (2014). Leadership styles. Advances in management, 7(2), 57-62.
  • Nevicka, B., Ten Velden, F. S., De Hoogh, A. H., ve Van Vianen, A. E. (2011). Reality at odds with perceptions: Narcissistic leaders and group performance. Psychological Science, 22(10), 1259-1264.
  • Nevicka, B., Van Vianen, A. E., De Hoogh, A. H., ve Voorn, B. (2018). Narcissistic leaders: An asset or a liability? Leader visibility, follower responses, and group-level absenteeism. Journal of Applied Psychology, 103(7), 703.
  • Nienaber, H. (2010). Conceptualisation of management and leadership. Management Decision, 46(5), 661-675.
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There are 79 citations in total.

Details

Primary Language Turkish
Subjects Information Systems (Other)
Journal Section Issue
Authors

S. Hazel Başer 0000-0002-1223-1901

Zeliha Seçkin 0000-0003-0603-3236

Publication Date September 26, 2023
Submission Date April 3, 2023
Published in Issue Year 2023 Volume: 33 Issue: 3

Cite

APA Başer, S. H., & Seçkin, Z. (2023). BAŞARIYA GİDEN YOL: DİJİTALLEŞEN DÜNYADA BİR LİDER OLARAK BILL GATES. Fırat Üniversitesi Sosyal Bilimler Dergisi, 33(3), 1313-1324. https://doi.org/10.18069/firatsbed.1276111