Question

John J. Mack, who had left Morgan Stanley four years earlier, was back as CEO, replacing Philip J. Purcell, who had resigned weeks earlier after mounting criticism that he was mismanaging the once-mighty investment bank. Whereas Purcell was a top-down strategist and tended to hole up in his office, Mack is drawing on his skills as a salesman and operator to make Morgan Stanley as nimble and dynamic as possible. He also hired key people to help him put the new culture in place. This BusinessWeek case study examines the leadership of Morgan Stanley CEO John J. Mack. It describes his actions to change the investment bank’s culture and to redirect decision making so that it is more aggressive rather than timid. Read trough this BusinessWeek article at www.mhhe.com/mcshane5e, and prepare for the discussion questions below. On the basis of the information in this case study, describe the competencies that seem strongest in John Mack.

Answer 1

John J. Mack exhibited competencies in salesmanship, organizational management, change leadership, and talent management during his tenure as CEO of Morgan Stanley, as described in the BusinessWeek case study.

Step-by-step explanation:

Based on the information provided in the BusinessWeek case study about John J. Mack's leadership at Morgan Stanley, several competencies stand out. First, Mack's skill as a salesman suggests strong abilities in communication and persuasion, crucial for steering a large organization like Morgan Stanley. His role as an operator who made the company more nimble and dynamic indicates his expertise in organizational management and change leadership. The hiring of key personnel to establish a new culture at Morgan Stanley demonstrates his competency in talent management and strategic planning, ensuring the right team is in place to execute his vision.