Lidl Leadership Analysis

1. Introduction

Lidl is a food retailer with its roots in the 20th century, being founded in Germany and expanding to the UK in the early 1990s – with amazing growth in the 21st century, a century of change. Since being founded and also in future, revolutionary leadership and exceptionally organised management are grown though in the fundament of Lidl’s success and have encouraged one of Germany’s biggest grocery market share holders to have reached 4.6% of the market share in the UK in September 2016, with some of its competitors being the German food retailer Aldi, but also the British “Big Four” food retailers Tesco, Sainsbury’s, Asda and Morrisons. According to Hett of n-tv (2016), the “German Discounters are conquering foreign countries”,
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In the following elaboration we will discuss and evaluate leadership and management theories and principles with examples of Lidl UK, as well as different leadership styles and how motivation and empowerment result in the overall business performance, depending on job satisfaction, commitment and reward strategies, all coming together in the personal but also professional appraisal of individuals who eventually are just as important as the leaders and managers they are following on their journey to improvement and success.

2. Leadership and management theories and principles and Lidl UK
Leadership principles are the strategic creation of visions. It’s about not only having an idea, but an idea becoming the mission to push Lidl UK forward and in the right direction to improve and lead, considering outside influences, such as the economy, and future trends, such as the customers’
Persuading others of your vision requires knowledge and a clear strategy (Business Dictionary). Leadership is a natural quality that comes up as responsibility in exchange of having followers with, in return, the followers creating a leader. Concluding that leadership in general cannot be taught, as per the Trait Theory, we argue that it is different characteristics in different situations that result in good leadership. The Trait Theory points out that there is a certain type of person making a good leader, with the decisive factor being: having or not having distinctive qualities of being a leader. Despite that, being an effective leader still can be trained. External and internal influences impact the effectiveness and must be considered in order to succeed. Which leads us to the Behavioural Theory, thinking of what a good leader actually does. Kurt Lewin developed three leadership types such as the autocratic leader who is a maker, someone who makes decisions without consultation with others. Contrasting, the democratic leader who consults with others (a team, for example) before making a decision. Laissez-faire leaders, as the name already indicates, occasionally lets other people make decisions, doesn’t