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Leadership Styles: Amgen And Lynn Good Of Duke Energy

1141 Words5 Pages

I. Introduction
The purpose of this memo is to identify what leadership styles work based on internal and external changes taking place. I focus on the following three CEOs: Jennifer Pulski of Change.org, Kevin Sharer of Amgen, and Lynn Good of Duke Energy. I chose to focus on these leaders because they had all previously failed and held themselves accountable for doing so. Each CEO also represented an industry where the product was needed, required to be reliable and changed lives. I will proceed by showing how each CEO exhibited multiple leadership styles to adapt to the one constant; change.
II. Analysis and Comparison
Jennifer Pulski – Change.org President and COO
Leadership Styles – Authoritative, Affiliative, Coercive, Pacesetting …show more content…

Social Entrepreneurship is a business where the mission is central, and income generation is a secondary priority behind social value creation. Acting as president of a startup requires extreme flexibility and is represented in her leadership style diversity.

Kevin Sharer – Former CEO Amgen
Leadership Style – Authoritative, Democratic, Coercive
Amgen has been synonymous with excellence for years. Epogen and Neupogen are just a few products the largest Biotech Company in the world has created. Sustained success is crucial for Amgen and Kevin Sharer’s goal was to ensure innovation continued. Innovation creates hope for people that the hardest medical conditions will be cured. But when dealing with people’s lives innovation can be restricted and why as a leader you must be willing to change to responses from a dynamic industry, explaining why Kevin Sharer has various tools he uses.

Lynn Good – Duke Energy CEO
Leadership Style – Authoritative,

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