DELL

LEADERSHIP
University of Louisville
MICHAEL DELL LEADERSHIP

Michael Dell is the founder and In 1998, Mr. Dell formed MSD
CEO of Dell computer Capital, and he currently serves
corporation that is the world's on the boards of several
largest direct computer organizations including the
company. He is also the Foundation Board of the World
youngest person ever to head a Economic Forum, the executive
Fortune 500 firm. Michael Dell committee of the International
founded DELL in 1984, and Business Council and is a
currently serves as the member of the U.S. Business
chairman of the Board of Council, the U.S. President's
Directors and chief executive Council of Advisors on Science
officer. and Technology, the Technology
CEO Council and the governing
board of the Indian School of
Business in Hyderabad, India.
LEADERSHIP

➜ The first attribute and most importantly, from the leader is the
decision to become a leader. Leadership requires the individual
in the exercise of power and responsibility.

➜ One important quality of a good leader is trust. In addition, in

order to lead, one must be a strong set of moral values. And a
fixed set of values is always one reference when faced with a
difficult decision-making. Good leaders must be able to
discipline themselves first and then those in which they live.
With a little effort, and should be a leader be able to put others
on the right track.

➜ All leaders need to respect: respect for themselves and respect

for others, and most importantly, respect from others. Any
person who has these qualities (trust, ethics and discipline, and
respect) has the keys to leadership.
Characteristics of Dell make him effective leaders.
Following a transformational leadership style gave him
credibility, resulting in the trust and confidence of his
people. Keeping the promises and follows through on
the commitments was part of Dell's qualities. Dell
makes sure that the actions are consistent with the
wishes of the people leaded. He has a clear idea of
what others value and what they can do.
 LEADERSHIP STYLE

Innovative

Transformational

Unique

Care about the worker’s

welfare and communication
system

Encourage and
motivates his wokers
TRANSFORMATIONAL
LEADERSHIP
The basic notation is that workers will follow
people whom their inspired by.
Transformational leaders can be great to
work with, they provide positive inspiring
experiences. They bleed passion and high
levels of energy. This theory is one of the
best ones out there for employee
motivation.
TRANSFORMATIONAL LEADERSHIP
Building the Vision
Transformational Leadership starts
with building a vision. It needs to be
something that will create excitement.
The vision can also come from anyone
in your organization or from a
brainstorming session.
Finding the Way Forward
Transformational leaders don't always
have a roadmap or plan to follow. If
there is a clean vision, then the direction
will also be known.
Promoting the Vision
The key to this stage is the
consistent promotion of the
vision. For the reason being, that
people will commit to join your
vision at varying points.
Leading the Movement
Transformational leaders will
always be available and visible.
They lead by example and
expect others to act. They try to
motivate workers consistently.
 Sustainable Organization

➜ Dell’s performance management system

links individual goals with organizational
performance. The system helps identify
the next generation of Dell leaders and
elevate the performance of all Dell
employees.
➜ The performance management process requires annual formal reviews, the
calibration of talented allocation of performance rewards and promotions all
decisions in line with being a meritocracy. Throughout the year, managers
provide employees with ongoing feedback, coaching, training and on-the-job
development. Employees and managers mutually create the employee
development plans.
➜ To protect innovation, misusing or disclosing information that Dell Technologies
considers confidential or proprietary, or a trade secret, whether during or after
your employment, is prohibited and is a violation of the Code of Conduct
COMMUNICATION
AND
ORGANIZATIONAL
PERFORMANCE
Communication
➜ Communicate in ways that demonstrate our values, further our purpose and
enhance our reputation and brand.
➜ Must avoid offensive, inflammatory or aggressive language when
communicating in connection with your role at Dell Technologies.
➜ Be truthful and accurate.
➜ Do not send emails to people who do not have a legitimate need to receive
them.
➜ Unless explicitly authorized to speak on behalf of Dell Technologies, you must
make it clear that your personal views are yours alone and do not reflect Dell
Technologies’ views.
➜ You must be careful not to disclose confidential or proprietary information
belonging to Dell Technologies or others except to those who have a legitimate
need to know and who are authorized to access the information.
➜ Take care when using instant messaging (IM), texting, weblogs (“blogs”), chat,
social media and other avenues for electronic or online communication. Dell
Technologies supports such open communications, as long as such
communications are done legally and ethically. You must adhere to the Dell
Technologies Social Media Policy
 Focus and Action
Customers
We believe in creating loyal customers by providing
a superior experience at a great value. We are
committed to direct relationships, providing the best
products and services based on standards.
The Dell Team
We believe our continued success lies in teamwork.
We are committed to being a meritocracy, and to
developing, retaining and attracting the best people,
reflective of our worldwide marketplace.
Direct Relationships
We believe in being direct in all we do. We are
committed to behaving ethically; responding to
customer needs in a timely and reasonable manner;
fostering open communications and building
effective relationships with customers, partners,
suppliers and each other
Global Citizenship
We believe in participating responsibly
in the global marketplace. We are
committed to understanding and
respecting the laws, values and
cultures wherever we do business.
Winning
We have a passion for winning in
everything we do. We are committed
to operational excellence, superior
customer experience, leading in the
global markets we serve, being known
as a great company and great place to
work.
ORGANIZATIONAL
GOVERNANCE
 Governance System
You must avoid any activity or personal interest that creates or appears to create a
conflict between your interests and the interests of Dell Technologies or that might
impair, or appear to impair, your ability to perform work objectively and effectively.
Common areas of conflicts of interest
➜ Personal relationships: You should not be involved in any employment-related
decisions—such as hiring, compensation, evaluation or promotion—regarding
a family member or someone with whom you have a romantic relationship.
➜ Outside employment, business ventures and investments : Secondary
employment, outside business ventures or other commercial or financial
activities must not take away from your responsibilities to Dell Technologies.
You must never engage in any outside employment or other activity that
competes with Dell Technologies, violates your confidentiality or other
obligations to Dell Technologies.
➜ Contracting: We always select vendors and business partners who will serve
Dell Technologies’ best interests. You must not participate in any decisions
relating to current or potential business relationships between Dell
Technologies and your secondary employer, personal business ventures or
entities in which you or a relative has a significant financial investment or
serve in a governance position.
➜ Outside board memberships and governance roles : Dell Technologies team
members are not permitted to serve on the boards of outside for-profit
companies,
 Performance Evaluation
➜ Usually, managers meet with their reports once per
year to receive and deliver feedback, so employees
have no time to show improvement, limiting the
negotiating power. Managers must wait longer to
get what they need from their team members.
➜ Dell have opted for a continuous employee
feedback model, where managers are trained to
provide regular reviews, works by allowing
employees to set priorities, and provide feedback to
their colleagues and managers. They can also
request touchpoint meetings with their managers,
so informal reviews can happen at any time.
➜ The key is to help managers find a sweet spot. This
means developing their performance management
skills in a way that encourages them to do more
than agreeing to a statement about an employee's
performance.
LEGAL AND
ETHICAL
BEHAVIOUR
 Ethical Behavior

➜ Dell has a Code of Conduct named “How We Win”, which provides

guidance on how to carry out their daily activities in accordance with their
culture and values, as well as in compliance with the letter and spirit of all
applicable laws.
➜ This code applies to all of them including officers, directors and employees
and their subsidiaries. Failure to do so may result in disciplinary action, up to
and including termination, in accordance with local law.

➜ This codes promotes employees to

take actions if anyone have an ethics
concern or suspect that someone is
behaving illegally or unethically. Talk
to leaders, call Ethics Helpline, submit
an online report via the web.based
Ethics-line, send an email to
ethics@dell.com or use any of the
other resources and reporting avenues
described in the Code.
 SOCIETAL
RESPONSIBILITIES
AND SUPPORT
 Societal Well-Being

➜ Dell contributes to the well-being

of environmental, social, and
economic system by setting a
Quality Policy to earn their
customers by listening and
learning society needs.

➜ Dell is also committed to

compliance with environmental
regulations and laws in each
country into which their products
are shipped. They take every
opportunity to minimize harmful
impact on our planet
Community Support
➜ Dell Technologies is proud their team member’s generous
spirit and encourages them to volunteer their time, talents and
energy to support charitable causes and non-profit
organizations.

➜ The use of Dell Technologies resources for charitable activities,

as well as time off for both Dell Technologies sponsored
community involvment programs and personal charitable
activities, must adhere to the Dell Giving Policy.

➜ Whether the request involves donations of money, new or

used computer equipment, services, software, event
sponsorship or anything else of value, all charitable
contributions must be in compliance with applicable laws and
Dell Technologies’ Charitable Contribution Policy found on the
Dell Giving site and approved in advance by the Dell

👪
Technologies Giving team.
CONCLUSIONS
A successful leader must have
clear goal and powerful vision for
the future. He must use his
entrepreneur personality to
motivate people, communicate
with them and influence his
followers.
He should have ability to handle
change and extract opportunities
from it.
A successful leader must be
courageous; he should have
courage to take risks of doing new
things and should be eager to
pioneer in his field.
A successful leader must have high
ethical responsibility for both
business and private life. He
should keep good balance among
them.
The vision makes Dell computer
successful and unique in the world.
What is more, Michael Dell knows
how to use the vision to
communicate and motivate his
employees and get people excited
about what he is doing. Dell says
"A lot of businesses get off track
because they don’t communicate
an excitement"
Thanks!
Any questions?
WORKS CITED

➜ http://www.dell.com/learn/us/en/uscorp1/about-dell-leadership
➜ http://www.leadership-central.com/transformational-
leadership-theories.html#axzz57lDpG4YS
➜ http://i.dell.com/sites/doccontent/corporate/corp-
comm/en/documents/dell-code-of-conduct-external.pdf
➜ DELL Code “How To Win”
http://www.dell.com/learn/us/en/uscorp1/regulatory-
compliance?c=eu&l=en&s=corp&~ck=ln&lnki=0&redirect=1
➜ Regulatory Compliance
http://www.dell.com/learn/us/en/uscorp1/regulatory-
compliance?c=eu&l=en&s=corp&~ck=ln&lnki=0&redirect=1
➜ Corporate Governance Principle
http://euro.dell.com/content/topics/global.aspx/about_dell/invest
ors/corp_gov/corp_gov?~ck=ln&c=eu&l=en&lnki=0&s=gen