Marks practices delegate leadership .leadership process and style is a unique form that encourages the workers. He is a leader who makes good use of managers; this enables subordinates to work freely without interference. We see marks delegate leadership skills on many occasions. Mark is Flextronics chairman and also a CEO. Still, once in a while, he allows some of his subordinates, such as Humphrey W porter, head of Flextronics European organizations, to perform multi-million dollar acquisitions without handing him the paperwork. We also see the same leadership style’s repeated leadership style when he disdains a staff meeting in son headquarters and refuses to draw an organization chart that delineates the manager’s responsibilities.
Mark has good behavior in developing others. He also a clear vision, and his dictum supports this that it is not the big who eat small but the fast who eats the slow. Mark believes that it is a bigger sin to miss important than making one or two mistakes. Mark is successful regardless of his leadership skills. He rebuilt Flextronics in 1993 when it was almost running bankrupt. Mark develops it till it turns into the world’s second-largest contract manufacturer. He also owns dozens of factories on various continents.
Mark’s leadership is closely linked to two theories; Participative theory takes ideas and suggestions of those you are working with and involving everybody in work. Mark refuses to draw an organization because he does not want to interfere with subordinate work. Transformational theory. He executes change by allowing the subordinates to deal with the work. The subordinates are going to copy his leadership style, thus transformed.
Running a national retail chain is expensive than the business Mark used to hold, but he seems to retain his managerial system. This is because he understands his managerial system and has been working all along. He is convinced that he can retain the agile management style even if Flextronics plays a big league, the same league national retail chain.