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In a career, that has spanned over forty years, inspiring and respected leader Alan Mulally’s rise to the top of the business world would seem inevitable. An in-depth examination of biographical information, interviews and leadership text, revealed that three factors are to be credited to Alan’s rise. These factors are his leadership development, which began with his parent. Mulally’s personality traits that were honed through the years and translate to leadership attributes. The last factor credited to Alan’s rise is his leadership behavior, which gained the respect and admiration of his followers.
Alan Mulally: Inspiring Other Through Humanity
In a professional career, that has spanned more than 40 years. Many different people have described Alan Mullaly many different times, but always in the same manner. In the article, Three Outsiders, Three Styles (2013) featured in The Economist (2013) Mr. Mulally is described as a man who “gives hugs, and means it, he is a sort of “demanding cheerleader”, a boss you want to do your best to please, no blame-thrower but no soft touch either”. Jim Jamieson, executive vice president of airplane programs at Boing and a onetime top lieutenant of Mulally stated, “He is extraordinarily charismatic. He really believes in working together, and has a way of making people feel good about themselves” (qtd. in Song, 2010). An exploration of Alan Mulally reveals that his rise as a leader in the business world is credited to his personal development, his attributes as a leader, and his behavior.
Development as a Leader
Alan Mulally’s development as a leader began at childhood and continued late into his career at Boeing. In an interview with scholars Prasada Kaipa and Mark Kriger (2010), Mr. Mulally attr...
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Reed, T. (2012, April 3). 6 Leadership Tips From Ford CEO Alan Mulally. The Street. Retrieved From http://www.thestreet.com/story/11480044/1/6-leadership-tips-from-ford-ceo-alan-mulally.html
Song, K. (2001, April 8). Boeing's Mr. Nice Guy: Alan Mulally Steps Into the Limelight. The Seattle Times. Retrieved from http://community.seattletimes.nwsource.com/archive/?date=20010408&slug=mulally08
Three outsiders, Three Styles. (2013, January 19). The Economist. Retrieved from http://www.economist.com/news/business/21569721-dan-akerson-gm-doesnt-do-hugs-bad-three-outsiders-three-styles
Zimmerman, A. (2014). Asking Brave Questions to Build Trust. [Web log post]. Retrieved from http://drzimmerman.com/tuesdaytip/communication-builds-relationships-teamwork-and-cooperation.php
Heroes and leaders have long had a popular following in literature and in our own imaginations. From Odysseus in ancient Grecian times to May Parker in Spider-man Two, who states, “We need a hero, courageous sacrificing people, setting examples for all of us. I believe there’s a hero in all of us, that keeps us honest, gives us strength, makes us noble” (Raimi, 2004). Organizations need heroes, too. We call them organizational leaders. The study of organizational leadership, then, is really the study of what makes a person a successful hero. Or, what processes, constructs, traits, and dynamics embody the image of a successful leader.
Leadership is a quality which cannot be acquired by any person from the other but it can be acquired by self-determination of a person. Leadership can best be called the personality of the very highest ability-whether in ruling, thinking, imagining, innovation, warring, or religious influencing. Leadership is practiced not so much in words a it is in attitude and in actions. Their actions leave a long lasting memory in the line of history and lead up to may events that occur today. To be a leader one will need many qualities. Leaders have a purpose and strategies to accomplish that purpose. They are driven and motivated. In the end they should be able to attain good results. These innate talents help to make up a leader that will succeed and be efficient in carrying out tasks. But, the purpose of this paper is determine what truly makes a leader successful. A successful leader should be considered more on their impact rather than their accomplishments of their organizations alone for they are not sufficient in determining the key to their success .
In this document I will share how I was influenced to believe in my own ability. I will also share how my view about management and leadership was changed in one conversation and how that conversation boosted my confidence. I will also share the manager that influenced my learning the most and how through not just words but also actions he showed me that being a leader is not being the person sitting in an office barking instructions, but being the leader is someone who keeps motivating his team to want to accomplish more and be more through actions. I will also share my learning through this assignment, and recommendations on fixing
There are so many examples of Pausch working hard to achieve his goals and dreams in this book. As a child, Pausch stated that one his childhood role models was James T. Kirk of “Star Trek.” I learned so much by watching this guy in action. He was the distilled essence of the dynamic manager…” (Pausch 50).
Mlls, D. Q. (2005). Leadership How to Lead, How to Live. Boston: Harvad Business School Press.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Suddenly, some companies become extremely successful, while rest of them unfortunately remains a failure. There can be off-course a lot of reasons for this failure but one of the main reasons is lack of leadership qualities. There are many s...
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.
After Bill George and Peter Sims interviewed all 125 managers, they found a common thread throughout each of their interviews: their life stories impacted their passion to lead. After expe...
This case study demonstrates a young woman leader, Toby Johnson, who used to serve in the military as a pilot and attended Harvard Business School, joined PepsiCo’s Leadership Development Program (LDP), and was working in the management team at the Williamsport plant. She determined to forge ahead, and led the plant to achieve the Level 3 CI and also won the Doolin Award, which the Williamsport plant had never achieved before. The problem that Johnson encounters currently is that if the plant should continue to forge ahead and achieve the ultimate Level 4 CI, which will cost huge amount of money and efforts with the risk of her sudden leave of plant.
...ember 25). Boeing hails ME investments. Times of Oman [Muscat], p. 1. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1073420766?accountid=27203
The change agents of British Airways behaved like coaches. They deliberately shaped the BA’s capabilities, created the proper set of values and skills to reach the intended outcomes. During the implementation of change, John King and Colin Marshall acted like coaches as they assisted to “structure activities to help the organization members solve their own problems and learn to do that better” (French & Bell, 1995, p.4).
The only way to develop the kind of leaders a changing organization needs is to make leadership a critical criterion for promotion, and then manage people’s careers to develop it.
During the year 2005, Ford Motor Company brought in Alan Mulally, once a leader at the company Boeing. Mulally decided to implement a strategy called ‘One Ford’; this plan would ultimately lead to the employees becoming one team, using one plan, and looking towards one goal. Because this plan was going to execute a complete overhaul on the company, an aggressive training program needed to be put into place for the company to implement the plan correctly. By following this plan, the company would eventually meet their “One Goal”, which was profitable growth for all. By creating a strong product and producing customer loyalty, Alan Mulally knew the company would begin to see positive results and profitable growth. According to Alex Ta...
He ensures to practice humility, by not imposing authority, but instead being open to feedback and empower his employees by different means such as giving them flexibility and freedom to explore new ideas. He is known to be very approachable and listens without condescension or interruption. A classic example is, according to his employees, his meetings always kick start by announcing recent team achievements and appreciating their accomplishments. Last but not the least, he never fails to inspire his people by showing he has their backs even during times of crisis, remains open minded when receiving feedback and always ensures to make time to talk to his employees and hear their grievances. He is quoted