Leadership At Channel 9
28 October 2007
Leadership at Channel 9
Contents
1. Executive Summary I
2. Introduction and background II
3. Leadership issues in Channel 9 V
4. Recommendations X
Leadership and Culture X
Power and Accountability XII
Performance and Motivation XV
Change Management XVII
5. Conclusion XIX
Appendix A: Channel Nine Executives who left during Alexander’s leadership
Appendix B: Accountability: A Holistic Perspective
Appendix C: Accountability: A Prescriptive Perspective
Appendix D: References
1
Executive Summary
This report analyses the changing leadership of Channel 9 from the dominance of Kerry Packer, to the Machiavellian John Alexander and recommendations for its future leader David Gyngell. We have chosen this topic as we feel it clearly outlines how leadership affects the culture and performance of an organisation.
What happened to Channel 9 when Kerry Packer, a classical leader with a vision, left control to a classical leader without a vision? Were employees motivated in the same or different ways and how did they react to change?
Why is Channel 9 no longer “still the one”? Who accepts the blame for its continuous decline in ratings and revenues? More importantly, moving forward, how does Gyngell move Channel 9 back to “biggest, best, fastest, strongest – and especially the network with the most integrity” (Stone 2007).
We explore the impact of visionary leadership, various motivational models, power and empowerment coupled with accountability and how they affect an organisation in change. We recommend Gyngell adopts Avery’s Visionary leadership paradigm for his successful re-integration to Channel 9. For Gyngell to make this cultural change and shift towards the visionary paradigm a number...
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