Management Vs. Leadership at Google Analytical Essay by Nicky

Management Vs. Leadership at Google
An analysis of the unique management and leadership approaches within Google.
# 149150 | 2,103 words | 12 sources | APA | 2011 | US
Published on Nov 27, 2011 in Business (Companies) , Business (Management)

$19.95 Buy and instantly download this paper now


The paper analyzes how the differences in management versus leadership within Google significantly influence the company's ability to attract, retain, challenge and ultimately give their employees an opportunity to grow personally and professionally. The paper describes Google's nonconformist and non-traditional approach to the development of Internet services, software development, and rapid application development and examines why Google continues to be successful at innovating despite their exponential revenue and employee growth. The paper focuses on Google's global expansion and provides recommendations for the creation of a healthy organizational culture.

Managing versus Leading at Google
Why Google Sees Globalization as a Significant Opportunity
Recommendations for Creating a Healthy Organizational Culture

From the Paper:

"Microsoft and Google differ significantly from one another in many areas of management and leadership, yet both cultures' reliance on Expert Power (Humphreys, Pryor, Haden, Oyler, 2009) force these organizations to defy traditional, top-down, hierarchical management structures. They simply do not work when each company must have continuously greater levels of creativity and innovation fueling new products and services. This is a result of team structures moving from being hierarchical to more network-based, and cross-functional in nature over the last two decades (Bennis, 1999). In addition, Expert Power in managers and especially leaders implying greater competency and charisma (Humphreys, Pryor, Haden, Oyler, 2009) has translated to less of a reliance in these company's cultures on a given manager's title or experience level. Of the two, Google has been the one to more pervasively internalize into their culture the role of a leader as an active member of a project team who not only directs, but also assists in the completion of complex projects (Hof, 2008).
"From this analysis of the Google culture it is clear that management has more to do with the fulfillment of administrative tasks, functions and processes being enabled, and leadership is much more correlated to the project creation process. A leaders' foundation for effectiveness in the Google culture is based on a platform of credibility that is earned from Expert Power and kept by instilling trust and transparency with team members. This is consistent with the core concept of what makes an effective leader as defined by Bennis (1999)."

Sample of Sources Used:

  • George Anders. (2007, August 15). BUSINESS: Why Google Inspires Diverging Case Studies. Wall Street Journal (Eastern Edition), p. A.2.
  • Warren Bennis. (1999). The end of leadership: Exemplary leadership is impossible without full inclusion, initiatives, and cooperation of followers. Organizational Dynamics, 28(1), 71-80.
  • Annabelle Gawer, Michael A Cusumano. (2008). How Companies Become Platform Leaders. MIT Sloan Management Review, 49(2), 28-35.
  • Robert D Hof. (2008, May). HOW GOOGLE FUELS ITS IDEA FACTORY :CEO Eric Schmidt describes the simple principles driving the company's steady stream of innovations. Business Week,(4083), 54-58.
  • Hofstede, Geert. (1983). National Cultures in Four Dimensions: A Research-Based Theory of Cultural Differences Among Nations. International Studies of Management & Organization, 13(1,2), 46.

Cite this Analytical Essay:

APA Format

Management Vs. Leadership at Google (2011, November 27) Retrieved April 19, 2021, from

MLA Format

"Management Vs. Leadership at Google" 27 November 2011. Web. 19 April. 2021. <>