Demos Parnero And Staples Leadership Style

Since motivating employees is a key part in Publix’s management and leadership style they mainly promote from within their organization rather than bringing in someone from outside of the organization. The outsider may be just as qualified or more qualified for the leadership role than the Publix employee however, if they are unfamiliar with or do not fit with the preexisting organizational culture and change it then

In the retail industry, it is hard for a business to abandon all its previous strategies, such as locations and advertising strategies to make a fresh start. However, that is precisely what JCPenney and has been able to accomplish numerous times. Founded over a hundred years ago, the firm has undergone mass renovations with each change in leadership. Moreover, recently, JCPenney, has been reinvented once more, under the leadership of President Michael Francis and CEO Ron Johnson.

These leaders sense what is going on around them and seize opportunities. This was experience during the “crisis” were although each store had different responses, they were all aligned and working together on rallies, walk-offs, and even halted deliveries. Ancona (Boston Review, 2014) also described distributed leadership as existing at all levels of the organization, “great leadership at the top- and up and down the organization”. She referred to leadership self-efficacy as the process in which leaders where ready to go into action and step up when needed. According to her, leadership efficacy was effective because it was established prior to the “crisis”. From executive store managers, to clerks, almost all employees were ready to go into action, in order to protest the ousting of their beloved CEO, Arthur T. Demoulas. During the crisis, everyone was aligned and everyone did its part to make it happen, it was a collaborative leadership example in which all leaders were moving into an aligned action. From my own professional experience, I found the Market Basket case to be exceptional in all aspects. It is not common for workers, customers, stakeholders, and even politicians to rally together in protest to support the CEO of their organization. The Market Basket case was a movement in itself and showcased the importance and weight that employees and customers alike have to halt a 4 billion dollar

CEO Johnson’s time with JC Penney’s was short lived and only lasted 17 months. The three core processes of business that he ignored was People, Strategy, and Operations. From the people aspect, he missed several key details. Johnson just assumed that people thought JC Penney’s prices were too high, so he lowered them and quit having sells (Tuttle, 2013). He also drove customers that had been shopping there for years away. With too many changes happening at one time, loyal customers did not agree with the changes and started shopping elsewhere.

What defines a good leadership? Is it the qualities that he exhibits, or the rather the polices that history remembers him by? The time period of American Civil War is a great time period to examine these questions, and can be done so by looking at the two main presidents of both the Union and the Confederacy: Abraham Lincoln and Jefferson Davis. While the two were both skilled in some areas and unskilled in others in terms of leadership, history remembers Lincoln as the better leader due to his characteristics of intelligence in the political /military field as well as when it comes to personal rights.

In January 2012, newly appointed CEO, Ron Johnson introduced a plan to rebrand the department store chain into a 21st century retail powerhouse. Launching of the new J. C. Penney brand identity was set to occur over four years and would include a new logo, a new in-store experience featuring new and transformed brands, and most importantly, it would change the way that the company priced merchandise. Unfortunately, J. C. Penney suffered a 25% sales decline in the first year and Johnson was fired after only 17 months.

Market Basket opened the first store in Lowell, Massachusetts in 1916, and almost one hundred years later, the family owned and operated company has expanded its chain to seventy one supermarkets across Massachusetts, New Hampshire, and Maine. By all accounts, the grocery store chain has been very successful, generating four billion dollars in revenue in 2012, and making a profit of over 200 million. (Kohn, S. 8/1/2014 Market Basket Workers are Right; Retrieved from: www.wcvb.com) However, a change in leadership has brought on a temporary demise of the company, providing evidence that a great leader is the backbone upon which an organization thrives.

Ex- Chief Executive Officer Ron Johnson appointment to reinvent the failing retail monster JCPenney’s was short lived. JCPenney’s having a great run as the pinnacle of shopping destinations for the Baby Boomer and the X-generations was now on the decline. Likewise, both the retailer Sears, and JCPenney have been slow to recognize the changing retail market and adjust to the “point and click” shopping habits of the internet savvy Y-generation millennials.

Throughout this case study, Gary, an employee at Brewster-Seaview Landscaping, goes into depth in explaining this business’ work dynamic. In the process of analyzing Gary’s description, we are able to extract various leadership styles which are exhibited by management. As we will see, Joe and the new supervisors’ leadership styles differ and definitely impact work outcomes.

As a successful Fortune Fifty company, Lowe’s depends on great leaders to help the organization achieve its financial and organizational goals, motivate its extensive workforce, and build a culture where employees share and cultivate the purpose of the organization. While many great leaders, including Wheatley, Cashman, Peters, and others have written on the subject of leadership, the success of Lowe’s Companies has demonstrated that since 1946, it has been the home of many great leaders. By interviewing recognized leaders in key positions at Lowe’s, I hope to learn several valuable aspects of effective leadership, which I plan to incorporate in my personal leadership style.

Archie Norman was thirty-seven years old when he took over as chief executive of a supermarket chain, Asda. Before joining Asda, Norman had no previous experience in the grocery business. He had attended Harvard Business School MBA and had worked for the McKinsey consulting firm. When he took over Asda, it was in the brink of collapse. Asda had lost sight of its core customers, their competitors were gaining market share and Asda was nearly in $2 billion in debt. Norman was able to turn this struggling company around by exhorting an adaptive leadership. In the following paragraphs, I will analyze the five principles that leaders use to mobilize people to do adaptive work. I will share my own experience with a leader and how her leadership

As Thompson (2015) has discussed, the world is changing fast and organizations must be flexible in handling changes to be able to thrive well or they may experience dilemmas. In 1997, Apple Company, which almost reached bankruptcy ousted its that time CEO, Gil Amelio, where Steve Jobs replaced him and declared himself interim CEO. Apple that time is experiencing a disruptive change, a change that is radical and immediately happening, in other words unexpected. However, they were able to response to it quickly and prevented the company to hit the very bottom by bringing back Steve Jobs. Jobs had so much idea with him, which the company needed most at that time (Time, 2016).

According to the article published by Booz & Company, Walgreen, an American Pharmacy store chain implemented a huge structural and design change in order to sustain in the modern business environment. Observing competitive landscape change with new rivals and online players like Amazon and significant changes in healthcare sector, Walgreen decided to change its old expansion policy “Seven by 10 plan” (i.e. 7000 stores by 2010) to ‘improving the customer experience’ policy. In order to implement new strategy they had to move from centralization to decentralization, from tall structure to flatter structure, from authoritative leadership to engaged leadership (Orvis, M.2017).

The case study Renovating Home Depot was the case of a leader who joined a successful business only to discover that the company was running out of growth opportunities and also did not have the basic systems needed for increased growth in place. Robert “Bob” Nardelli was chosen as the CEO of Home Depot based on his proven ability to reenergize slow-growth businesses. He was a leader that went all out to achieve his goals and was identified as someone who was “comfortable in his own suit”, and believes in being successful his own way. He made several innovations which were used in General Electric (GE) where he recorded past successes. We see the success demonstrated in the growth of revenue in Home Depot, as well as opening

After the merger the company started to experience losses which forced the company to terminate chief executive officer (CEO), Carly Florina. She served as CEO during the technology industry downturn of the early 2000s. During her