Good people want to work for good leaders

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Reference no: EM132258518

This case reviews the personal views about leadership of Jamie Dimon, the CEO of JPMorgan Chase. Emphasis is placed on Mr. Dimon’s personal views about leadership and how those make him such a strong leader.

Jamie Dimon is among the most highly regarded business leaders in the world. The key lesson of this case is about the leadership qualities of Mr. Dimon and how those align with the leadership concepts covered in the chapter.

Read the case below and answer the questions that follow.

Jamie Dimon is widely considered among the finest leaders of the business world. He has led JPMorgan Chase through the financial crisis of 2008 and helped shape his company as the largest bank of the US. In an article on Leadership originally published in 2013 on LinkedIn and subsequently updated as recently as in 2017, Mr. Dimon candidly expressed his views about leadership.

Mr. Dimon deeply believes the value of building and maintaining relationships. In his own words, “Being true to oneself and avoiding self-deception are as important to a leader as having people to turn to for thoughtful, unbiased advice. I believe social intelligence and “emotional quotient,” or EQ, matter in management. EQ can include empathy, clarity of thought, compassion and strength of character.” He is also concerned about the negative influence that bad leaders can have on the company. He argues that “Good people want to work for good leaders. Bad leaders can drive out almost anyone who’s good because they are corrosive to an organization; and since many are manipulative and deceptive, it often is a challenge to find them and root them out.”

Besides his emphasis on relationship building an EQ, Mr Dimon is also an avid promoter of company-wide learning. He argues that to foster a great corporate culture and cultivate excellent leaders, dedicated focus must be on training, talent retention, and company that is capable of learning as an institution. In his own words, “At many of the best companies throughout history, the constant creation of good leaders is what has enabled the organizations to stand the true test of greatness – the test of time.” These leadership practices need sustained and unwavering commitment to yield significant positive results.

Writing about hallmarks of a good leader, Mr. Dimon highlights several traits that are more closely linked to the individual’s character: discipline, fortitude, high standards, openness, fair treatment, and humility. He also highlights several traits that are more closely linked to the individual’s personal ability: ability to face facts, setup for success, morale building, loyalty, meritocracy, and teamwork. A careful examination of these traits indicate that Mr. Dimon’s personal base of power has a very wide range.

While great leaders like Jamie Dimon of JPMorgan Chase routinely deal with organizational crisis, they are not merely problem solvers. Rather, they go far and beyond to promote the strengths of the business that they are passionate about. In Mr. Dimon’s own words, “Most leaders I know are working to build something of which they can be proud. They usually work hard, not because they must but because they want to do so; they set high standards because as long as leaders are going to do something, they are going to do the best they can. They believe in things larger than themselves, and the highest obligation is to the team or the organization. Leaders demand loyalty, not to themselves but to the cause for which they stand.” Clearly, the emphasis here is to choose a certain direction for the company and orchestrate the best possible march in that direction.

According to Jamie Dimon, “Good people want to work for good leaders. Bad leaders can drive out almost anyone who’s good because they are corrosive to an organization; and since many are manipulative and deceptive, it often is a challenge to find them and root them out.” – Which of the three interdependent leadership activities is most closely related to Jamie Dimon’s concerns in this statement?

Setting a direction

Designing the organization

Nurturing a culture dedicated to excellence and ethical behavior

Overcoming negativity with positivity

Reference no: EM132258518

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