DAVID PACKARD: Universal Characteristics in His Leadership - Introduction

 

The leadership of David Packard encompassed integrity, a performance orientation, decisiveness, administrative competence, diplomacy, and collaborative team integration.  As will be explained later, his leadership displayed integrity in his relationships with individuals and groups.  He stressed that supervisors were expected to set high standards of behavior, indicating that the examples managers set were important. 

The focus of the objectives of the HP Way on employees exhibited an orientation toward performance and excellence, decisiveness, and administrative competence.  David Packard’s focus on company-wide quality provided evidence of an orientation toward performance and excellence as did his focus on quality relating to HP’s Japanese joint venture.  Finally, providing consistency in corporate performance, including steady growth in earnings and equity as a responsibility to HP shareholders was evidence of an orientation toward performance and excellence.

Diplomacy was evidenced in David Packard’s leadership in his seeking input to help HP decide what kinds of product ideas to pursue.  There is also evidence in David Packard’s autobiography of him as a negotiator—another attribute of diplomacy.  David Packard’s leadership also exhibits diplomacy as alliance building.

The composition of HP’s profit-sharing program is evidence of collaborative team integration in David Packard’s leadership.  The way HP was organized provided further evidence of collaborative team integration in David Packard’s leadership.  The HP Way also provides evidence of collaborative team integration and HP’s Open Door Policy.

Excerpt from The Universal Characteristics in the Leadership of David Packard

Available at http://www.amazon.com/dp/B081J7JDBH

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