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The document discusses the leadership styles of Anne Mulcahy and Ursula Burns, who served as CEOs of Xerox Corporation and helped turn the company around when it was facing bankruptcy by motivating employees. Mulcahy joined Xerox in 1976 and became CEO in 2001, guiding the company through difficult times by treating employees as key stakeholders and motivating them. Burns succeeded Mulcahy as CEO in 2009 and continued motivating employees by communicating priorities and encouraging risk-taking without fear of failure.

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41 views2 pages

Môn Thầy Nguyên

The document discusses the leadership styles of Anne Mulcahy and Ursula Burns, who served as CEOs of Xerox Corporation and helped turn the company around when it was facing bankruptcy by motivating employees. Mulcahy joined Xerox in 1976 and became CEO in 2001, guiding the company through difficult times by treating employees as key stakeholders and motivating them. Burns succeeded Mulcahy as CEO in 2009 and continued motivating employees by communicating priorities and encouraging risk-taking without fear of failure.

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Dương Vũ
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© © All Rights Reserved
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Assessment 2 for F-UON: To be submitted by 11h30 on 30/03/2023 as deadline:

Subject: Leadership and Management


Case study: Xerox Motivates Employees for Success

As of 2010, Xerox Corporation (NYSE: XRX) is a $22 billion, multinational company founded in 1906
and operating in 160 countries. Xerox is headquartered in Norwalk, Connecticut, and employs
130,000 people. How does a company of such size and magnitude effectively manage and motivate
employeesfrom diverse backgrounds and experiences? Such companies depend on the productivity
and performance of their employees. The journey over the last 100 years has withstood many
successes andfailures. In 2000, Xerox was facing bankruptcy after years of mismanagement, piles
of debt, and mounting questions about its accounting practices.
Anne Mulcahy turned Xerox around. Mulcahy joined Xerox as an employee in 1976 and moved
up the corporate ladder, holding several management positions until she became CEO in 2001. In
2005, Mulcahy was named by Fortune magazine as the second most powerful woman in business.
Based on a lifetime of experience with Xerox, she knew that the company had powerful employees
who were not motivated when she took over. Mulcahy believed that among other key businesses
changes, motivating employees at Xerox was a key strategy to pull the company back from the
brink of failure. One of her guiding principles was a belief that in order to achieve customer
satisfaction, employees must be treated as key stakeholders and become interested and motivated
in their work. Mulcahy not only successfully saw the company through this difficult time but also
was able to create a stronger andmore focused company.
In 2009, Mulcahy became the chairman of Xerox’s board of directors and passed the torch to
Ursula Burns, who became the new CEO of Xerox. Burns became not only the first African
American woman CEO to head a Standard & Poor’s (S&P) company but also the first woman to
succeed another womanas the head of an S&P 100 company. Burns is also a lifetime Xerox employee
who has been with the company for over 30 years. She began as a graduate intern and was hired full
time after graduation. Because of her tenure with Xerox, she has close relationships with many of
the employees, which provides a level of comfort and teamwork. She describes Xerox as a nice
family. She maintains that Mulcahy created a strong and successful business but encouraged
individuals to speak their mind, tonot worry about hurting one another’s feelings, and to be more
critical.
Burns explains that she learned early on in her career, from her mentors at Xerox, the importance
of managing individuals in different ways and not intentionally intimidating people but rather
relating to them and their individual perspectives. As CEO, she wants to encourage people to get
things done, take risks, and not be afraid of those risks. She motivates her teams by letting them
know what her intentions and priorities are. The correlation between a manager’s leadership style
and the productivityand motivation of employees is apparent at Xerox, where employees feel a sense
of importance and a part of the process necessary to maintain a successful and profitable business.
In 2010, Anne Mulcahy retired from her position on the board of directors to pursue new projects.
(End of case).
Students, individually, discuss and analyse the Leadership styles of Mulcahy and Burns in the
above case. Contents of discussion should include: their leadership styles, possible challenges
and favorable conditions when they were promoted, the values and contribution they brought to
Xerox as Leaders to motivate their employees. (Refer to chapters 1-2-4-6 to apply frameworks
and concepts, or students can refer to other frameworks if necessary).

Submision in A4 paper (signed with full name, class, course) to the lecturer by above mentioned
deadline, with maximum 2000 words (in Times New Roman or Tahoma 12 font size).

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