Robert Nardelli 's Leadership Style

This paper will respond to three questions, “Are all managers leaders?” (Phillips & Gully, 2014, p. 425) “What are some common barriers preventing leaders from behaving ethically and how can these barriers be overcome?” (Phillips & Gully, 2014, p. 450) And “Is it possible for leadership substitutes to be effective?” (Phillips & Gully, 2014, p. 450)

Is the “traits” approach to the study of leadership valid? If so, in what ways? How does recent research on the links between personality and individual behavior contribute to our understanding of leadership?

The leadership styles of the Follett Corporation are outstanding and will bring about company growth. This paper aims at revealing through analysis and research the leadership styles found within a Follett bookstore. This bookstore is well known by the writer and was chosen because of this intimate knowledge.

He found out that the company was latent with financial and operational problems which threaten Home Depot’s future. The company was distinct in retail and extremely entrepreneurial based, along with customer focused business. Nardelli was not necessarily a tyrant, he just assumed he could treat Home Depot the same way he would any of his previous companies he worked for. With Nardelli being industrial based versus retail based, he concentrated on overhauling the processes but swept aside the elements that made Home Depot special in the process. Nardelli has a tough-minded approach to changes, which he probably learned at GE, but this set him on a collision course with the free spirited and close-knit culture fostered by his Home Depot predecessors. By the end of this case study, many of the original leadership for Home Depot were gone, whether they retired, were let go, or quit. Of course, Nardelli would still make himself accessible and was comfortable interacting with all levels of an organization, from CEO’s to factory workers. He was firm but still considered to be “a breath of fresh

In 1983, Jim Sinegal’s idea for a new business was a place where there were no signs identifying isles, no advertising, no way for customers to bag their purchases, and before customers would be allowed to shop, they had to pay an annual fee. That business is Costco and during Jim’s 30 years as founder and Chief Executive Officer (CEO), he grew that business into the fourth largest retailer in the country. Looking back on the legacy Jim left behind when he retired, it is clear that Jim is one of the most visionary and ethical leaders of our modern times. First, we will look at how Jim implemented his vision while demonstrating idealized influence by setting aside his self-interests and gaining the trust of the customer for the good of the company. Then we will explore Costco’s code of ethics that employs Dr. Toner’s principles of owing, ordering, and oughting. Finally, we will explore how Jim’s leadership style has impacted me and influenced my leadership.

According to Johnson (2012) leaders are powerful role models, and policies will have a little effect if leaders do not follow the rules they set. In Enron case, corruption and ethical misconduct were deeply embedded in their business culture where profitability was more important than ethics. In this paper, I will address the factors that had led to the development of the culture of profit before principle at Enron. Also, I will create my personal code of ethics that will guide me in my professional and personal decision making and doing the right thing when faced with ethical challenges.

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.

While effective leaders should draw on all elements of all four frames, different sectors adopt slightly different certain frame preferences. Corporate sectors primarily prefer the structural frame with the primarily goal of profit. From the readings, both McNerney and Nardelli sought to make the company “number one or two in their markets.” Both CEO’s acted aggressively, which involved cutting costs and simplifying the organizational structure. However, only McNerney was successful due to Nardelli’s ego and poor application of the human resource and political frames in his relationships with employees and share-holders. Governments, on the other hand, do not have the flexibility of changing their organizing structure. The example of Giuliani

Nardelli was a strong headed and stubborn individual. He was very money driven, and refused to give up any of his salary for the benefit of the company. I believe that was his downfall, and the reason in which led to his resign. In the end it came down to the headstrong CEO's refusal to accept even a symbolic reduction in his stock package. Home Depot Inc.'s (HD) board of directors wanted their controversial chief executive, Robert L. Nardelli; to amend his whopping compensation deals for recent years. After he pulled down $38.1 million from his last yearly contract, angry investors were promising an ugly fight at the company's annual meeting in May. Nardelli agreed that he would continue to receive a guaranteed $3 million bonus each year, but not more. When board members asked him to more closely tie his future stock awards to shareholder gains, he refused, according to people familiar with the matter (Grow, B., Foust, D., Thornton, E., Farzad, R., McGregor, J., & Zegal, S., 2007). According to trait theories, there are particular traits in which a leader posses. These are traits that make a leader truly stand out against a follower. Leadership traits are physical and personality characteristics that differentiate leaders from followers. In the early 1900s, one assumption was that certain people

Trait leadership theory suggests that all leaders are born with or display certain key personality characteristics. Certain characteristics are particularly suited to leadership. People who make good leaders have a sufficient combination of these character traits. Most of the time the traits are considered to be naturally part of a person’s personality. Hence, leadership trait theory tends to assume that people are born as leaders or not as leaders. However, according to Shead (2007), the idea that leadership traits are inborn and unchangeable appears to be incorrect. He posits that it is true that many of our dispositions and tendencies are influenced by our personalities, but most people will acknowledge that it is possible for someone to change their character traits for the worse. Someone typically known for being honest can learn to be deceitful. Stogdill (1974) identified the following traits and skills as critical to leaders.

If we focus on the idea that people can poses different personality and characteristics can be linked to successful leadership across various situation this would be defined as the trait theory of leadership. Some researcher believe that the ability to lead was something that a person was born with and not something that could be developed or learn. Many people still believe that leaders just have an intuition that makes them good at making decision and developing

Therefore how a leader’s character or personality influences leadership. This paper will critically evaluate how useful is the trait approach to leadership. It begins with

This paper will analyze the leadership style and philosophy, of Tony Hsieh, CEO of Zappos.com, an on-line footwear and clothing retailer that has become a gold standard for customer service and company culture. The paper will also analyze how Tony Hsieh's leadership style aligns with the culture, and examine his personal and organizational values. It will also examine how those values are likely to influence ethical behavior within the organization.

Behavioral theory promotes the value of leadership styles with an emphasis on concern for people and collaboration. It promotes participative decision making and team development by supporting individual needs and aligning individual and group objectives. Behavioral Theories of Leadership, also known as “The style approach to leadership” focuses on the behavior of the leader and what leaders do and how they act. Learn about the two general kinds of behaviors; task behaviors and relationship behaviors and advantages of this approach to leadership. Learn more about this theory of leadership. What are Behaviors? Behavior is the range of actions and mannerisms made by organisms, systems, or artificial

In my analysis of Jeff Bezos, founder and CEO of Amazon.com I investigate if his leadership exemplifies the qualities of effective and ethical conscious leadership. I also examine an alternative perspective into the ethics and dynamics of how Jeff interacts with his employees. In order to be an effective leader it is imperative to develop a distinct leadership philosophy statement. Establishing this personal leadership philosophy will serve as a guide and reminder to consistently live out these principles. To improve leadership, it is essential to evaluate other leaders and equally important to reflect on one’s personal leadership and philosophy.