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CASE STUDY

SOLUTION

HAMDARD UNIVERSITY ISLAMABAD CAMPUS

NATURAL LEADERSHIP
Submitted To :Nawaz Qaiser
Submitted BY: Afshan Liaquat
04/01/2019
QUESTION#1

Where is the leadership to be found at Gore? Which leadership paradigms can you identify?
How does Gore ensure alignment between leaders and follower, and its organization
processes? Is Bill Gore still part of leadership at Gore today?

ANSWER.

A. W. L. Gore & Associates may well have the most advanced collaborative leadership system
in the world. It relies heavily on teamwork from top to bottom of its operations across the globe, In
essence, the entire organization has become one integrated, continuously evolving, self-organizing
team of leaders and followers, Associates are not constrained by the necessity of going through a
chain of command. Rather, Gore's lattice organization structure allows them to interact directly with
other associates that they need to in order to best accomplish the work. At Gore, everyone has the
potential to be a leader. The organization is self-described as being absent of "managers." Yet
leadership is widespread and comes from whoever has the experience and knowledge that best
meets current challenges faced by Gore's ever emerging high-performing teams.

B. According to my opinion I would define “organic Leadership “or “Natural


Leadership.”Gore refers to this process as‘‘Natural Leadership. Gore recognizes that anyone
can have the characteristics of a leader and still not be a leader, because true leadership is
comprised of actions, and Gore has put in place a culture that demands and values actions and
performance. Leadership had to be earned from the team he called “natural leadership”.

C. A unique approach to shared leadership is used at Gore. Formal authority is not vested in
any one per- son. Instead, leaders are defined by ‘‘followership.’’ Future leaders emerge
because they gain credibility with other associates. Although a variety of leader types and
leadership Roles are recognized as being important at Gore, each shares some common
underlying principles. These principles have to do with the importance of social relationships,
shared responsibility and influence, teamwork, development of team members, and especially
putting people first within an innovative high- performance culture.

D. Yes, Gore is leaderful organization /not leader less becauseEvery successful organization
has an undergroundlattice. It’s where the news spreads like lightning,where people can go around
the organization to getthings done.’’
QUESTION #2

What is the function of the objective and principles in the Gore culture? How have the
principles and objectives been able to be preserved for about half a century? Will they endure
sufficiently to take Gore in to the future?

ANSWER

A. The function of objective and principle of Gore culture is that terminal value. They are high
equality innovation and excellence. The achievement of terminal value includes areFairness: Try to
be fair. Freedom: Encourage, help, and allow other associates togrow in knowledge, skill, and scope
of activity and responsibility Commitment: Make your own commitments, and keep them.

Waterline: Consult with other associates before takingactions that may be ‘‘below the waterline’’
(drawingon the analogy to ships, associates are not to Makedecisions thatreflectrisksthatcouldsinkthe
shipby metaphorically potentially poking ahole below the waterline w i t h o u t consulting
Because Gore to response creativity of new product development _resources for innovation and
Gore future success.

B. Despite substantial growth over the years,Gore’s core values have not changed. Bill Gore stated
Thecompany’sobjectives ‘‘to makemoneyandhave fun,’’ which is still a central part of the
Goreculture. Associates around the world are asked tofollow the company’s four guiding
principles, referred to as fairness, freedom, commitment, and

1.Try to be fair.
2.Encourage, help, and allow other associates togrow in knowledge, skill, and scope of activity
andresponsibility.
3.Make your own commitments, and keepthem.
4. Consult with other associatesbeforetakingactions that may be ‘‘below the waterline’’ (drawingon
the analogy to ships, associates are not tomakedecisionsthatreflectrisksthatcouldsinkthe shipby
metaphorically potentially poking ahole below the waterlinewithout consultingothers across
teams, plants, and even continentsas appropriate.

C. Yes, they will endure sufficiently to take Gore into the future due to following reason which are as
follows
1.Direct linesofcommunication–persontoperson – with no intermediary.
2.No fixed orassigned authority.
3.Sponsors, not bosses.
4. Natural leadership as evidenced bythe will-ingress of others to follow.
5.Objectives set by those who must‘‘makethemhappen.’’
6.Tasks and functions organized through commitments.
QUESTION #3

There is no doubt that Gore is a different organization and has been enormously successful
overtime. What is Gore’s core competence that competitors cannot copy? Does the difference
in the organization drive the successful performance? What is likely to happen if Gore were
to strike difficult times?

ANSWER

A. The Gore core competence, the competitors cannot copy is that PTFE (poly tetra fluoro
ethylene) is the best which is competitors cannot copy and Gore company structure natural
leadership which is created by its founder bill gore and Gore has very strong lattice structure.The
company’s avant-garde culture and leadershippractices have helped make Gore one of only
threecompanies to appear on all of the U.S. ‘‘100 Best Companies to Work forum America’’
rankings since they wereintroduced in 1984. Gore has also been selected as oneof the best
companies to work for in France, Germany,Italy, Spain, Sweden, and the United Kingdom.

Gore has long had widespread appeal as anemployer that not only attracts talent but encouragesit to
flourish within the organization. Its unique organizational character fosters high levels of
associatesatisfaction and retention. Gore describes itself ashaving a low voluntary turnover rate for
all its associates in all stages of their careers.

B. Yes, the difference in a Gore organization culture derived the success performance in long term
future because Bill Gore defines the visionary charismatic organization function according to their
culture values,more to the point, building relationships is at the core of Gore’s approach.

C. One potential disadvantage of such a lattice structure could be a lack of quick response time’s
anddecisive action. Gore associates say adamantly thatthis is not the case, and they distinguish
between twotypes of decisions. First, for time-critical decisions,they maintain that the lattice
structure is faster inresponse than traditional structures because interaction is not hampered by
bureaucracy. The leader whohas responsibility assembles a knowledge-basedteam to examine and
resolve the issue. The teammembers can be recruited by the leader from any areaof the company if
their expertise is needed. Once theissue is resolved, the team ceases to exist and its

QUESTION#4

To what extent is Gore a fractal organization relying on self managing, self optimizing and
self leading teams? Is it realistic for Gore to aim to become even more fractal? Could the
employees further?
ANSWER

A. Yes, it is realistic for gore becomes even more fractal because gore implies that the maximum
amount of self control and minimum about control and direction. which are from the written rules
and procedure. gore discuss the norms and rules that indicate appropriate behavior such behavior
governing travel expensive.

B. Yes, the employee could be empowering further because strength poverty rights which are given to
employees can be seen in personal policy and direct leadership and vision

QUESTION#5

What evidence is there that Gore is a learning organization? Which elements in the culture
drive and foster innovation? How does Gore manage knowledge and intellectual property?
What forms of mentoring can you find and how seriously does the organization promote
mentoring?

A. The employees in gore company culture learn entrepreneurial visions, norms and values that has
been in Gore Company mostly found in so thatwe can say that employees of Gore company
learning from their environment and culture

B. The lattice structure fosters personal initiative andencourages innovation. The term illustrates the
flatstructure of the company and the interconnectionamong associates, who are responsible for
buildingtheir network and making the appropriate connectionswith others within the lattice.
According to Bill Gore,‘‘Every successful organization has an undergroundlattice. It’s where the
news spreads like lightning,where people can go around the organization to get things done
The element of Gore company which are fairness, freedom, commitment and waterline. Which
increase responsibilities and different rules to achieve development and growth for the company in
future?

C. Gore organization is one that involves direct transactions, self-commitment, natural leadership, and
lacks assigned or assumed authority. Gore manage and knowledge intellectual properties through
the four basic factors,

1 structure

2 strong poverty right ad rules

3 lattice structure and technology

4 Ethics
The monitorial factor of the Gore company competence, orientation learning, development and
people talent.

Question#6

Could the successful principles and processes employed at Gore be transferred to other
organization seeking to be successful? Could most organization revert from a hierarchical to
a completely non hierarchical structure Gore’s? If so, how should this process is managed? If
not, what would hinder this transfer?

A. Yes, the successful principles and process of employees at Gore could be transformed to other
organization seeing to success because importance of culture can be created to achieve competitive
advantages.

B. Yes, most organization reverts from a hierarchical to completely non hierarchical structure like
Gore because in Gore Company hierarchical boundaries are very less. This helped to allow the
employees to work together in group with a common goal and self manage, like this also other
organization can do this

C. If so, started with clear operational strategy, which maintain lattice structure of organization which
ensure that all the role and responsibility are well identified by employees.

If not the absence of hierarchical may support the value of growth which is major factor for
employee motivation and can lead to minimal effort from them.

QUESTION #7

How can Gore ensure its sustainability? How does it deal with shareholders and other
stakeholders? Would moving out of family ownership necessarily disrupt the Gore culture?

ANSWER

A. Gore sure its sustainability started with the clear operational strategic which main lattice structure
of management and insure that all the rules and responsibility are well define by the employees.
However, the hierarchical boundaries. The employees work together in groups, team and self
managing expectations.Further, the core belief of a need for long-termcooperation between
individuals and small teams issupported by key practices that replace traditional,hierarchical
structure with flexible relationships anda sense of equality among workers. The ultimate focusis on
empowering talented associates to deliver highlyinnovative product
B. Shared leadership is supported by a number of innovative practices that support the concept
thatall associates are stakeholders in the enterprise andthus have a shared responsibility for its
success.Parking lots have no reserved parking spaces forleaders. Dining areas – only one in
each plant are set up as focal points for associate interaction.As an associate in Arizona
explained, ‘‘The design isno accident. The lunchroom in Flagstaff has a fireplace in the middle.
We want people to like to behere.’’Another way that Gore facilitates the developmentof teams and
individuals is through training. An associate in Newark noted that Gore ‘‘works with associateswho
want to develop themselves and their talents.’’Associates are offered a variety of in-house
trainingopportunities, not only in technical and engineeringareas but also in leadership
development. In additionthe company has established cooperative educationprograms with
universities and outside providers.

C. Yes, moving out of family ownership necessary distract the Gore culture because Gore believe that
private ownership allow the organization to make long-term investment in business and ideas that
the quarterly reporting regimen of public ownership can discourage . Gore remains privately held
by family and associates of the organization.

Question#8

What kinds of people would be attracted to, and thrive in, the gore culture? Who would be
unlikely to thrive at Gore?

ANSWER

A. Gore saw that four incremental values of Fairness, Freedom, Commitment and Waterline
resulted in entrepreneurial ship and excellence .Gore made than central to his organization and
transmitted then to Gore associates that people attractive to and thrive goal culture of values. Then
Gore used attraction selection attrition frame work. In the result of these the values become stronger
and people become more homogenous.

B.
The people unlikely to thrive at Gore culture which cannot run and achieve their goals without
leaders. Sometimes the people have different capabilities. Mr. Gore has faced a number of
challenges. The Gore culture is totally unmanagement but leadership. “I try to understand
where people are coming, from a different point of view. There are religious reasons.
Bill Gore definite ideas about the nature of group underpinned his thinking about how to
associates should be organized.
Question #9

Which substitutes for leadership can you see operating at Gore? What role(s) would
management play in this organization and how would you recommend that mangers and
leaders behave towards Gore employees?

ANSWER

A. There is no Substitute of leadership which I have seen at gore culture that the structure of
the organization has collaborated and building connection with constrain of traditional chain of
command. There is no hierarchy of communication, no need to go through one associate to reach
another. Associates are free to go directly to whomever they believe has an answer.
Everyone has a freedom to encourage and support each other growth and development. It is
environmental highly motivated people. It quickly becomes evident that open and direct
communication is a key to the success of the GORE organization.

B. The management plays following rule in the organization. Management established strong
poverty right system that compensates everyone through 6 months. Salary reviews a profit sharing
scheme and as associates stock ownership programs. Strong poverty rights encourage feelings of
ownership and build commitment values.
I recommended that the managers and leaders behavior toward their employees should not be too
much flexible because much more flexible and soft behavior of managers and leaders bring not
great performance for the company. Which create less effective work collaboration and their work
performance is not worth full.

QUESTION#10

What is the role of emotion at Gore? Would you regard Gore as offering spirituality?

ANSWER

According to Gore emotions free workplace is unrealistic he think less stressed employee will result
in more success.
The role of emotions stability at Gore provides the ability to express their ideas. It will reduce
conflict among employees and creates great success for the company.