Leadership Style Of Robert Nardelli

Home Depot is the fastest growing retailer in the U.S. by some accounts. It has a fascinating history of innovation and entrepreneurship. The company had some difficulties in the mid-2000s that some attribute to cultural clashes. However, during this period the company was able to take full advantage of the housing boom. Yet when the bubble burst, Home Depot was forced to claim substantial losses. Despite these loses Home Depot has weathered the storm fairly well and is in prime position to take advantage of an economic recovery; if it ever comes.

Leadership has come a long way with earlier studies of trait and behavioral approaches. Since these were highly directive and non-supportive types of leaders, their main objective was to get the job done within the nine to five work day and go home. Although, this was an effective style back in the early 1900s, a lot has changed in terms of the business setting and functionality that many employees were operating back in the early 1900s. Many of the businesses back in the early 1900s consisted of factories, locally run family businesses that leaned towards a bureaucratic organizational system that suited that kind of leadership style. One of the major outcomes from this era was a lack of relationships and high standards of the work environment towards their employees. Overtime, businesses with help of extensive research till this day realized that in order to have better performance from their employees which could lead to increased profits, they must change how they operate within the organization and deal with their employees. Employees started to strive for more interpersonal style leadership behaviors and improved work settings to thrive and develop as an employee within the organization. Theories such as: LMX, Path-Goal, Transformational, Charismatic, and Servant Leadership were created to help understand and develop leaders for the benefit of their subordinates. These leadership styles are all good in their own way, yet I believe authentic leadership is ultimately

The Home Depot knows that they must stay on top of technology and management must be able to organize this function in a way that surpasses the competition, pleases the customers, and keep the employees satisfied.

“We want to build a company that will still be here 50 and 60 years from now." This is a quote from the famous CEO Jim Sinegal, who is best known for his benevolent style of management. He is known to offer employees

Bernie Marcus and Arthur Blank founded Home Depot Corp in 1978 (The Home Depot, 2013). The business created strategic product analysis providing an assortment of items to consumers. From the beginning, workers have been able to deliver superior customer satisfaction in the business, helping consumers with jobs such as handling power tools, changing out parts on appliances, laying tile, etc. The Home Depot employees all underwent arduous training to familiarize each employee with products. In addition, the business began hosting workshops to teach consumers on how to do things themselves.

Organizational overviewBeginning in 1978, The Home Depot was founded by Bernie Marcus and Arthur Blank. , the founders' vision of one-stop shopping for the do-it-yourselfer came to fruition with the help of investment banker Ken Langone and merchandising guru Pat Farrah. The first two Home Depot stores opened on June 22,

Bernie Marcus and Arthur Blank formed 'The Home Depot ' (then MB Associates) in 1978 in Atlanta, Georgia. The company went public in 1981 and was listed on the NASDAQ stock exchange. The Home Depot stock moved from NASDAQ to the New York Stock Exchange three years later in 1984.

As complex leaders, healthcare administrators need to develop competencies in initiating three fundamental activities that enable managing turbulence in a nonequilibrium environment:

During this time, sales increased from: $7.11 billion in 2010 to $7.99 billion in 2012. Earnings improved from $2.84 to $3.57. While the total amount of dividends rose from $1.00 to $1.72. These figures are showing how the company has been continually increasing sales, earnings and dividends over the last three years. In the future, the management predicts that their current strategy will increase returns. As, executives believe that their focus on building the brand and accounting for costs will lead to net earnings of $5.20 to $7.19 annually by

Strong leadership is vital to the success of any business, institution, school, team, or even church. Leaders that are considered effective encompass a leadership style and qualities that work to influence and motivate their followers. Joel Osteen, an evangelical pastor from Houston, Texas is truly one of the 21st centuries most captivating leaders. So much so, that he as selected by Barbara Walters as one of her 10 Most Fascinating People of 2016 (ABC News, 2006). His appeal is a phenomenon that is unmatched by any other current leaders in his profession. Over the past 15 years he has built a church, where he ministers one of the largest and most diverse congregations in America (Romano, 2005). Aside from his 45,000 attendees at his weekly services, his sermon is broadcasted in every television market in the United States and in over 100 other nations around the world (“About Joel,” n.d.). Joel Osteen is a prime example of a compelling leader who practices an effective leadership style that resonates with people on a personal level.

The co-founder of Home Depot Inc. retired as co-chairman on May 30, 2001. Arthur Blank, 58 years old, ran Home Depot since its inception in 1978 and was chief executive from May 1997 to December 2000. He will not seek re-election to the board. Co-founder Bernie Marcus, 71, the company’s other co-chairman, is expected to continue as chairman. Blank decided to retire sooner than he had planned, primarily because of what he called the successful transition of leadership to CEO Robert Nardelli, a former General Electric Co. executive and the first outsider at Home Depot’s helm. Nardelli, 52, replaced Blank as CEO on December 5, 2000.

James MacGregor Burns said it best, “Leadership is leaders inducing followers to act for certain goals that represent the values and the motivations-the wants and needs, the aspirations and expectations-of both leaders and followers. And the genius of leadership lies in the manner in which leaders see and act on their own and their fellow 's values and motivations”. As one reads this statement, one naturally reflects on personal leader experiences or ones learned through academic or professional studies. Abraham Lincoln, especially during his presidency, exemplified Burns definition of a leader.

Leadership is a concept most people feel informed enough to discuss, but that few are truly educated sufficiently to comment on. Therefore, it is instructive to consider the leadership styles of people with very different approaches both to better understand the diversity underlying leadership, as well as to appreciate the effective and less effective strategies that underlie different leadership outcomes. For that reason, this essay will consider the styles of two leaders who are less visible in this highly contentious presidential election season: Jill Stein (the Green Party nominee) and Gary Johnson, the Libertarian candidate. The leadership styles of both are very different, yet they are aligned in the sense that both are outsider candidates struggling to gain momentum from a disaffected electorate. This essay begins with a theoretical discussion of leadership more generally and then turns to the two leaders as case studies, comparing and contrasting them and drawing conclusions about how they both work within the same public sphere and for putatively similar ends (i.e., gaining votes).

This paper is a critique of preceptor leadership methods. I will describe my current preceptor’s leadership style, giving an example of an observed valuable leadership strategy and why I found it to be successful. Shadowed by an example of an observed unsuccessful leadership strategy, how I responded, and a recommended strategy for the situation described. Ending with the type of leader I aspire to be in the future and my final thought regarding leadership.

A strong foundation for success and growth was already in place in Home Depot under Marcus leadership. The company demonstrated a very strong culture, built on entrepreneurialism and customer service. Abundant promotion opportunities were created due to rapid growth attracting carpenters, plumbers and other building professionals as salespeople. Most of the non-entry-level jobs were filled internally, and from the 400 department heads, just a dozen came from outside the company. Additionally, employee stock