He worked hands on with his fellow employees, identifying and correcting problems with software and continually setting and reaching long-term goals. .
The primary influence process is personal identification, which is influence derived from a follower's desire to please and imitate the leader. Charismatic leaders appear so extraordinary, due to their strategic insight, strong convictions, self-confidence, unconventional behavior and dynamic energy, that the subordinates idolize these leaders and want to become like them. Perhaps the most extreme example of this is within the Microsoft camp were the so-called Bill Clones, extremely brilliant, young, and recent college graduates, who were hired as managers. So strong was the admiration of Gates that these young men began to emulate their leader in almost every way. Jeff Raikes soon had the patented Gates mannerisms down pat. Raikes was quickly named Clone Number One in Microsoft circles. A Stanford MBA, Raikes had migrated from Cupertino, where he had headed up the software effort on the ill-fated Apple III and had gained a reputation as a firefighter for taking on tough software assignments.
Gates uses extraordinary discretion when hiring applicants to work for Microsoft. He wants to ensure that every single person shares the same prospectus for the corporation, yet in their own way, have personal beliefs that they are willing to stubbornly stick to. His aim is not to create clones within the organization, but to stockpile it with as much imaginative genius has possible. It is only a credit to his charismatic qualities that such extremely bright people wish to emulate Gates in every way. Bill Gates is moody, and he is the first to admit it. Gates" temperament can sometimes cause him to be an inefficient leader, especially when it affects his listening. One of Gates administrative assistants, Estelle Mathers, had this to say about the CEO's personality.
