Mr. Marchionne was hired to change the culture of Chrysler. Mr. Marchionne has accomplished this through two aspects of organizational change. The first step was “workflow and organizational structure” (Kreitner & Kinicki, 2013, pg.76). Mr. Marchionne also utilized “formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection, and socialization” (Kreitner & Kinicki, 2013, pg.74). Mr. Marchionne utilized organizational structure from the get go. He called all his CEO’s from various functions and held meetings with them. He eliminated quite a few. He then started building his own foundation utilizing organizational structure change that fell linier to his new culture. Mr. Marchionne also changed the organizational philosophy. Anyone whom he felt did not want to take part he fired. His first step was to eliminate anyone he felt would hinder the process. He also changed the mission of the company along with vision. His new vision eliminated the idea of cutting cost. He fired one CEO for offering a $4,500-dollar rebate on top of the governments already instilled rebate. This was a loss of margin in his eyes and was the reason the company lost profits and filed bankruptcy. Mr. Marchionne envisioned a new plan and idea for the company. He “formed an alliance with Italy’s FIAT SpA” (Kreitner & Kinicki, 2013, pg.86). “Much empirical evidence has highlighted the role of authentic leadership in generating desirable work related outcomes including creativity at work” (Kamal, Zubair, 2016, pg.429). Leadership is the root of change. If the leadership is not coherent then the change will flat. “Culture …show more content…
(2013). Organizational Behavior (10th ed.). New York, NY: McGraw-Hill/Irwin. Zubair, A., & Kamal A. (2016). Perceived Authentic Leadership, Work-Related Flow, and Creative Work Behavior, Moderating Role of Organizational Structures. Abasyn University Of Social Sciences, 9(2),
The CEO needs to create a corporate culture. His culture will determine what people should be doing and what should do not be trying. He can decide who will stay, who will leave, and how the job will get done. Culture starts with the boss. He can decide how he wants people to act and start modeling the behavior publicly. STOPPED HERE…!!!:)
“Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.” William Pollard’s, a 20th century physicist, words show us the power of being proactive, and igniting change to strengthen a company’s productive climate (Sellers, Boone, Harper, 2011). Acme Airlines flight attendants lacked incentive to improve the quality of their work, as a result of distrustful management and overall frustration within the company. Acme took successful steps to rebuild their FA program into a more relationship oriented work environment. Through an understanding of effective leadership, we will use the
There have been countless books, lectures, and and trainings, and retreats constructed around the idea of cultivating leadership in an individual. However, cultivating individuals’ ability to follow great leadership has received far less attention. Who are these people leading if each person within an organization is being trained to be a leader? The word follower has negative connotations, evoking the images of a weak, uncreative, milquetoast personality. However, Jimmy Collins, in his book, “Creative Followership: In the Shadow of Greatness”, suggests that the ability to be led brings as much creativity, consciousness, and indeed leadership to an organization or team as the leader himself. Great followership is a reflection of great leadership. In this, the follower is just as important as the leader in the relationship. Many great leaders have asserted that a leader with even a modicum of understanding of what drives their subordinates can take their organization to previously undreamt-of heights in creativity and productivity. Collins does not disabuse us of this notion, he does however add that the follower is indispensable agent in this interplay between leader and follower.
While due to the reason that Authentic Leadership is still in the formative phase, the textbook by Northouse provides different definitions of this type of leadership depending on the viewpoints that make this leadership style very broad compared to other more defined leadership styles, I do find Authentic Leadership as a compelling theory. While it is a broad style, it is also very complete by having different approaches that fulfill the goal of explaining the different components of this style. This leadership style has four skills need as Northouse (2016) describes that “ it is important for leaders to have self-awareness, an internalized moral perspective, balanced processing, and a relational transparency to be authentic” (pg. 206), as
(2014) is “the way in which leaders interact, make decisions, and influence others in the organization” (p 237). The culture needs to foster cooperation from all areas of an organization, while providing the ability for adaptation and growth. Not all organizations culture will be the same, there is not a correct one that can blanket all organizations to cozy success. (3) Talent Systems. Human capital drives all organizations, the right people need to be in the right jobs with the correct opportunities for growth and advancement. There must be a constant search for strategic thinkers and leaders able to step up with called upon. The authors mention “Talent Sustainability” (p. 248), there must be enough qualified employees ready to move up so the organization will not stall while searching for others to replace others due to attrition, or other opportunists. (4) Organizational Design, must take a number of variables into account while providing structure to an organization. Hughes et al. (2014) state “the design of the organization is a trade-off between options, each with advantages and disadvantages” (p 253). The correct design can help clear the hierarchy of an organization and the proper channels for
The third Case Study “Home Depot’s Blueprint for Culture Change” studied Mr. Robert Nardelli’s role as the CEO of Home Depot. He approached management in an autocratic style, which was criticized by many. This paper will take a look at how Mr. Nardelli’s style follows Kotter and Cohen’s model of change.
George, B. (2010). Authentic Leadership. In J.T. McMahon (Ed.), Leadership Classics (pp. 574-583). Long Grove, IL: Waveland Press.
Bass, B.M., & Avolio, B.J. (1993). Transformational leadership and organizational culture. Public administration quarterly, 17(1), 112-121.
Shurbagi, A. M., & Zahari, I. B. (2013). The relationship between transformational leadership and organizational culture in National Oil Corporation of Libya. International Journal of Business Administration, 4(4), 26-34. DOI: 10.5430/ijba.v4n4p26
The TED talk video with Simon Sinek really captured my attention and made me more aware of what a real leader should be for an organization. (YouTube). Sinek gave us valid evidence that a leader can create either a successful team or completely shut down their functionality. My organization is a manufacturing company for making wheel loaders, dozers, trucks, and excavators and chapter nine of our book resonated with me since it spoke about Six Sigma, Lean Manufacturing, Checklists, and ISO standards. All of these items have been implemented by a vision from our CEO and I understand more today, than I did seven weeks ago that his ability to formulate the vision is the start of the equation which was shown in the video by Professor Gill, for our Leadership class. Professor Gill was able to explain all of the criteria needed for a successful organization and it all starts with the leadership. You can be strong in statesmanship and weak in innovation as a leader, but it is important to identify your weakness to surround yourself with other leaders who have the strength you are lacking.
Authentic Leadership is defined as “a pattern that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development” (Walumba, Avolio, Gardner, & Peterson 2008, 94). An authentic leader is someone who is very self-aware, has a clear moral center, is transparent, and is fair or balanced decision maker (Avolio 2009, 727). Authentic is defined as “of disputed origin and not a copy; genuine” Authentic leaders are coaches and mentors, inspiring others and empowering their teammates to lead through the most important tasks without a great deal of supervision. However, at times they have to make tough decisions to go against the group to stay true to their values. Being authentic ultimately means being true to yourself, open to others and being honest (Connell n.d.).
”Leadership involves the exhibition of style or behavior by managers or supervisors while dealing with subordinates; leadership is a critical determinant of the employees ' actions toward the achievement of the organizational goals” (Saeed, Almas, Anis-ul-Haq, & Niazi, 2014). Leadership is a strength that initiates, inspires, and guides the cooperation and attitudes of others on the way to set vision. Leadership is influential and involves several styles of approaches that involve trust, accomplishment and focus to reach a projected result. Using and implementing the ideas of others motivates new thinking and gains the confidence to build the trust and encourage everyone to work to the same goals (Northouse,
In fact, it is in those individuals where there is the possibility of accumulating knowledge, jumping on innovation and mobilizing the will of the people in an organization. Clearly, the leader in charge of this transformation or revitalization plays a major role. With very few exceptions, it appears that the efforts of the executives are faced with a very large resistance change of the members of the organization. This is so given because the changes that people are looking at more radical and take place more discomfort than any change in strategy or process.
Even though traditional leadership has faced many challenges, almost certainly the most important and testing challenge they face, is their v...
Many people associate leadership with a specific job title or form of power within an organization. However, through personal experience, I have concluded that leadership can come in many forms and position as well as from multiple sources of roles and job titles both with and without power. Based on the definition of leadership, anyone can be considered a leader as long as they have the ability to influence people to achieve a particular result or goal which benefits the organization or group as a whole. Individuals with a secure sense of self and understanding, acceptance of diversity within an organization tend to be the strongest leaders that not only make others want to follow, but they also encourage other leaders to gravitate to their