netrashetty
Netra Shetty
AOL Inc. (NYSE: AOL, stylized as "Aol.", and formerly known as America Online) is an American global Internet services and media company.[4][5] AOL is headquartered at 770 Broadway in New York.[6][7] Founded in 1983 as Control Video Corporation, it has franchised its services to companies in several nations around the world or set up international versions of its services.[8]
AOL is best known for its online software suite, also called AOL, that allowed customers to access the world's largest "walled garden" online community and eventually reach out to the Internet as a whole. At its zenith, AOL's membership was over 30 million members worldwide,[9] most of whom accessed the AOL service through the AOL software suite.
On May 28, 2009, Time Warner announced that it would spin off AOL into a separate public company. The spinoff occurred on December 9, 2009,[10] ending the 8 year relationship between the two companies.
CEO
Tim Amstrong
4
Director
Fredric Reynolds
2
Director
James Stengel
Director
James Wiatt
6
Director
Michael Powell
2
Director
Patricia Mitchell
3
Director
Karen Dykstra
2
Director
William Hambrecht
2
Director
Susan Lyne
Director
Richard Dalzell
CFO
Arthur Minson
Office of the President
Maureen Sullivan
Human Resources
Kathy Andreasen
Technology
Ted Cahall
CTO
Alexander Gounares
Communication
Tricia Wallace
Paid Services
Ned Brody
Ventures, Local & Mapping
Jon Brod
2
AOL Media & Studios
David Eun
Consumer Applications
Brad Garlinghouse
Advertising & Strategy
Jeff Levick
Senior Product Manager
Farhan Memon
Business Development
Jared Grusd
Ethics & Compliance
Kimberly Strong
Diversity & Inclusion
Tiane Gordon
Mobile
Temkin David
Legal
Ira Parker
Investor Relations
Eoin Ryan
While majority of human relations and business management literatures considered people as among the most important resources of any organisation, a single individual who leads them to perform maximally is similarly important. A leader is likened to a ship’s compass that navigates its whole body all throughout the duration of the journey. In organisational setting, a leader guides, directs, supports, motivates, and entirely supervises a team. There has been a significant body of empirical literature that deal with the discussion of leadership theory and its types. Among the most popularly discussed types of leadership is transformational leadership (TFL). This paper critically discusses and evaluates transformational leadership and leaders in connection to organisational structure, establishing culture, and adopting to politics of change.
This is among the commonly perceived end results of transformational leadership. What is transformational leadership? Historically, the conception and idea of transformational leadership is attributed to James MacGregor Burns in 1978 where he mainly relates it to the field of politics (Bass 1998). From politics, TFL was extended to various fields including organisational psychology and management. It is acknowledged that this type of leadership is the extension of transactional leadership (Bass 1998). Transactional leadership is popularly described by two major components: contingent rewards and management by exemption (Smith et al. 2004). While transactional leadership are reward-based (the achievement of goals is linked with rewards), TFL extends this practice by inculcating commitment, stimulating change, and achieving performance from both leaders and followers. Meanwhile, many leadership-related authors have their own sets of definitions but the common variables in their definitions are the strong emphasis on high levels of motivations and commitment in achieving organisational objectives. The works of Bernard Bass from 1980s up to the early 1990s are frequently adopted in defining concepts related to transformational leadership. Bass’s ideas on transformational leadership are bounded on four key tenets: idealized influence (charismatic leadership),
AOL is best known for its online software suite, also called AOL, that allowed customers to access the world's largest "walled garden" online community and eventually reach out to the Internet as a whole. At its zenith, AOL's membership was over 30 million members worldwide,[9] most of whom accessed the AOL service through the AOL software suite.
On May 28, 2009, Time Warner announced that it would spin off AOL into a separate public company. The spinoff occurred on December 9, 2009,[10] ending the 8 year relationship between the two companies.
CEO
Tim Amstrong
4
Director
Fredric Reynolds
2
Director
James Stengel
Director
James Wiatt
6
Director
Michael Powell
2
Director
Patricia Mitchell
3
Director
Karen Dykstra
2
Director
William Hambrecht
2
Director
Susan Lyne
Director
Richard Dalzell
CFO
Arthur Minson
Office of the President
Maureen Sullivan
Human Resources
Kathy Andreasen
Technology
Ted Cahall
CTO
Alexander Gounares
Communication
Tricia Wallace
Paid Services
Ned Brody
Ventures, Local & Mapping
Jon Brod
2
AOL Media & Studios
David Eun
Consumer Applications
Brad Garlinghouse
Advertising & Strategy
Jeff Levick
Senior Product Manager
Farhan Memon
Business Development
Jared Grusd
Ethics & Compliance
Kimberly Strong
Diversity & Inclusion
Tiane Gordon
Mobile
Temkin David
Legal
Ira Parker
Investor Relations
Eoin Ryan
While majority of human relations and business management literatures considered people as among the most important resources of any organisation, a single individual who leads them to perform maximally is similarly important. A leader is likened to a ship’s compass that navigates its whole body all throughout the duration of the journey. In organisational setting, a leader guides, directs, supports, motivates, and entirely supervises a team. There has been a significant body of empirical literature that deal with the discussion of leadership theory and its types. Among the most popularly discussed types of leadership is transformational leadership (TFL). This paper critically discusses and evaluates transformational leadership and leaders in connection to organisational structure, establishing culture, and adopting to politics of change.
This is among the commonly perceived end results of transformational leadership. What is transformational leadership? Historically, the conception and idea of transformational leadership is attributed to James MacGregor Burns in 1978 where he mainly relates it to the field of politics (Bass 1998). From politics, TFL was extended to various fields including organisational psychology and management. It is acknowledged that this type of leadership is the extension of transactional leadership (Bass 1998). Transactional leadership is popularly described by two major components: contingent rewards and management by exemption (Smith et al. 2004). While transactional leadership are reward-based (the achievement of goals is linked with rewards), TFL extends this practice by inculcating commitment, stimulating change, and achieving performance from both leaders and followers. Meanwhile, many leadership-related authors have their own sets of definitions but the common variables in their definitions are the strong emphasis on high levels of motivations and commitment in achieving organisational objectives. The works of Bernard Bass from 1980s up to the early 1990s are frequently adopted in defining concepts related to transformational leadership. Bass’s ideas on transformational leadership are bounded on four key tenets: idealized influence (charismatic leadership),
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