Alan Mullaly: Ford Motor Company Ceo Leadership Style

2145 Words Jan 15th, 2013 9 Pages
Alan Mulally, CEO, Ford Motor Company
Mike Stout
Strayer University

Abstract
This paper discusses the role of leadership and how an organizations performance is impacted by leadership and leadership development. The paper discussed Alan Mulally’s leadership styles and gives examples of how Mulally’s actions fit those leadership styles. The paper talks of how Ford Motor Company’s performance is impacted by Alan Mulally’s goal setting. The paper speaks to how Mulally’s communication openness impacts Mulally’s message transmission, trust and agendas and leadership. The paper concludes with the author’s opinion of whether Alan Mulally should continue using the particular leadership he is currently using.

Alan Mulally, CEO, Ford Motor Company
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306) Mulally came in to Ford Motor Company and from the very first day was on the factory line questioning decisions made in regards to product lineup and immediately demanding that the decisions be changed. The employees gave opinions of why it was changes, Mulally listened and stated that you have until tomorrow to change the decision back. Selling style is defined as, “the leader provides directions, encourages two way communication, and helps build confidence and motivation of the part of the follower.” (Hellriegel & Slocum, 2011, p. 306) Mullaly made the plastic cards with his four main goals on one side and a new company definition on the opposite side, the four goals, demands that employees; know that business and the business stakeholders; work together respectfully; be role models for Ford values; and deliver high results for Ford results (Hellriegel & Slocum, 2011). The participating style encourages employees to share ideas and facilitates work by encouragement to employees. Mullaly holds weekly and sometimes daily meetings to discuss all organizational ideas, and let every leader speak about their ideas in the meetings, he demands that all of his leaders attend the meetings, from the international management to his human resources department, and demands that ideas be shared and communicated (Hellriegel & Slocum, 2011). Although Mulally is a

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