IndexCarnegie was not born into a position of power or leadershipAndrew Carnegie as a new type of modern entrepreneur for his timeHe failed but remained strongConclusionAndrew Carnegie was not just a steel magnate but also one of the most influential leaders of his time. Carnegie built the largest steel company in the United States, Carnegie Brothers & Company. He was an American industrialist who possessed a considerable fortune and was a prominent philanthropist of his time. Although there were many successes and failures in Carnegie's career, he is seen as a revolutionary figure in the eyes of many. Carnegie used a wide range of leadership tools embodied by both hard power and soft power. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essayCarnegie was not born into a position of power or leadershipAndrew Carnegie was born into a working-class family in Dunfermline, Scotland. Carnegie did not have much formal education although he read many books growing up. His parents supported academic endeavors. Carnegie moved to the United States with his family when he was 13. He began his career working in a factory in Allegheny, Pennsylvania. Carnegie's first investment was the purchase of stock in the Woodruff Sleeping Car Company. Woodruff's sleeping car contained beds and mattresses, which allowed travelers to get a good night's sleep during their long train journeys, as they previously tried to rest on chairs or benches. This was a new idea at the time and one Carnegie believed in it. Carnegie took risks and pushed himself out of his comfort zone with his investments. After two years, Carnegie was earning $5,000 a year from his stock in the Woodruff Sleeping Car Company. This investment was the basis of Carnegie's great success and wealth. At the age of 24, Andrew Carnegie was offered the position of superintendent of the Western Division of the Railroad by the newly elected vice president of the Pennsylvania Railroad, Thomas Scott. Carnegie suddenly found himself in charge of the largest and most used section of railroad in the United States. This was the beginning of Carnegie's journey as a leader. When running the railroad, Carnegie's main goal was to keep the railroads running smoothly, regardless of the cost. He prioritized the success of the railroad. Carnegie not only worked tirelessly, but he also pushed the men he led as hard as he pushed himself. Carnegie wrote in his autobiography: "I was probably the most reckless superintendent who was ever entrusted with the management of a large estate, for, not knowing toil myself, being supported by a sense of responsibility, I overburdened the men and did not I was pretty careful." in considering the limits of human endurance." Carnegie acknowledged his mistakes and shortcomings. This is fundamental in a good leader. Someone who believes there is always right or flawless is not someone you want to be led by or someone you want in power. Carnegie was criticized for the way he treated workers during his time running the railroad. In his early years working for the railroad company, Carnegie was occasionally misjudged by his short stature as height and prominence were more universally expected signs of leadership during his time. During an accident on the train tracks, "A burly Irishman, not realizing that the young man was the boss, picked him up and put him aside." At this time, the desired traits in a leader were moving from emphasizing thephysical characteristics to that of personality traits. It was common to have men in positions of power who stood tall and towered over those they led. Tall white men dominated leadership roles during this period. Once he gained a following, he used a variety of different leadership skills to advance himself and his agenda. It is understood that power is fundamental in any fortune-making. Once he gained power, he decided to promote his ideas and achieve greater success. Andrew Carnegie as a new type of modern entrepreneur for his time Carnegie rarely worked after amassing his colossal fortune. It was said that he didn't even like the job. Some argue that Carnegie was not a leader but rather just a master at making money. Carnegie wrote during this period of his life, one of which is his most famous essay, "The Gospel of Wealth." Some regarded Carnegie's writings as "silly, false books admired by a generation that worshiped money, greatness, and success." Although Carnegie spent much of his time outside his company, he brought final decision and strength to his company. Carnegie used harsh leadership skills such as coercion and the "strong man's" ability to get his employees to meet his needs. As Nye talks about in his book The Powers To Lead, the goal of all leadership styles is to achieve a purpose, usually dictated by the leader, by influencing people's behavior. The idea that he could treat his employees as he wanted and get them to comply with his demands was key to Carnegie's success as a leader. As Redlich says, these were run by young men, whom he had promoted and who were more or less accustomed to the idea of ​​doing the work while he goaded them, whip in hand, and that he had the final decision and earned the most some money. , although they were essential for the operation of the company. Although Carnegie stood only five feet tall, he had amassed the power and respect to use tough leadership skills, even at a time when being a good leader had a lot going on. It has more to do with looks. Some people thought that the success of Carnegie's company came at the expense of his employees. Some of the leadership tactics used by Carnegie were controversial. While many of these were forms of classic hierarchical leadership, when Carnegie achieved and succeeded in achieving his goals, I would argue that his use of tough leadership skills was effective. He Failed But Remained StrongCarnegie has had moments in his career where he has failed as a leader. One of these times was a violent strike at his steel mill in Pennsylvania. Its workers were unionized and wanted an improvement in their working conditions. Workers at his factory protested against wage cuts, and although Carnegie was not present, he was criticized for how his general manager, Henry Frick, had handled the situation. Frick called in armed men to try to protect the plant, but a battle ensued instead. The people he called started arguing with the protesters and it got bloody. At least ten people died and many were arrested. The strike lasted five months. Although Carnegie made no decisions in this situation, he was criticized because his followers did not agree with the decisions made by the person he placed in a position of power. It caused violence, death and chaos for everyone, even though these workers just wanted to be paid better. Carnegie should not have allowed this to happen in a steel mill with his name on it. This tainted Carnegie's reputation as someone who understood.