Values-Based Leadership

According to the textbook, Introduction to Leadership: Concepts and Practice, there are over 100 definitions of the word “leadership”, and all of them are unique in their own way (Northouse, 2015, p.1). There are so many different aspects to leadership that is it nearly impossible to have one definition that covers every area. Each and every person that is a considered a leader has his or her own way of leading because every situation, whether it be work, a team, at home, etc., calls for different and distinctive ways of leading people. Northouse states that there are six main aspects of leadership; it’s a trait, ability, skill, behavior, relationship, and an influential process (Northouse, p. 3-6). Giving a clear answer as to what leadership is defined as is very difficult, but this paper will talk about my specific leadership skills and what leadership means to me.

Henry Ford was one of the most brilliant entrepreneurs in creating the automobile assembly line, it was his controversial characteristics and unorthodox approach towards administrating the Ford Motor Company which resulted in the conglomeration of one of the most successful corporations in the world. At the turn of the century everything was booming! The growth of the economy and stock market increased the job opportunities as well as morals. As a result of this industrial revolution, out of the woodwork came a humble yet driven man, Henry Ford. Between the five dollar/day plan, his policies on administrating the company, and his relations with his customers, Ford was often presented as a suspicious character. This

1. The observable artifacts associated with the Chrysler culture was that the CEO was located in a penthouse office of the building which Mr. Marchionne moved to the middle of the engineering department; he streamlined senior leadership, and to the remaining 15 members he gave them added responsibility feeling that the more decisions they had to make the faster they would work to meet the deadlines; he also gave them the opportunity to take full authority to take risks without worrying about bureaucrats barriers and they were allowed to make smart decisions and to be held accountable for them (Lueneburger, 2014).

Preston Tucker is a fantastic leader. With his obsession of cars, he successfully designs, advertises, and creates “The Car of Tomorrow.” Promising new engineering advances, safety features, and an overall “future” design, the car seemed incredibly promising and greatly attracted the general public. By analyzing Tucker’s Leadership Style, his Vision, and how he empowers his followers, I can support my claim to why he is a good leader.

How has Hanna Andersson applied values-based leadership in terms of the organization’s choices related to P-O-L-C?

Henry Ford was critical of anybody’s viewpoints that went against his own. Ford was proud of the Model T, but he did not want to change it, and this failing resulted in Ford taking a back seat to his competitors and suffering a declining market share. “Being open-minded means you’re ‘open’ to actively listening and thinking about an idea or solution (BCEE, 2017d, p. 4). Ford often stifled and undermined his leaders, to include his own son who had been given the presidency of the company. However, one of the best example to illustrate Ford’s lack of open-mindedness comes from author John Maxwell who writes, “One day when a group of his designers surprised him by presenting him with the prototype of an improved model, Ford ripped its doors off the hinges and proceeded to destroy the car with his bare hands (1991, p. 122). This example shows how Ford failed to adhere to the critical thinking characteristic of open mindedness by shutting down new ideas on how to improve the Model T. These traits directly contributed to the Ford Motor Company almost filing

Ford’s success is well known across the world. His company is still manufacturing vehicles today and still follows the same idea of having affordable and durable vehicles. He created a productive company with inventions such as the assembly line and the successful Model T Ford. Furthermore, he founded more companies across the world that allows his production to be international. Ford vehicles have been sold today from Canada, the U.S, and

This paper will describe how he was a visionary leader. How he used transactional and transformational leadership to rise to the top. Additionally his change management skills are discussed and how he used them. The next topic will show how Ford was not an ethical leader. Description of Ford’s usurpation of the rules and his deceitfulness are not consistent with Toner’s 6 tests for ethical behavior will be discussed. Finally, my own views on leadership and how learning about Henry Ford’s methods have influenced my own. I will explain how and why my

Alan Mulally, who was hired as CEO of Ford in September 2006, had not engineered, designed, or built any cars. He came from Boeing. After joining Ford, he devised a plan that identified specific goals for the company, created a process that moved it toward those goals, and installed a management system to make sure the company reaches those goals. Mulally demands weekly, sometimes daily, updates. “Alan's style is pretty relentless,” says chief financial officer Lewis Booth, a 31-year Ford veteran. “He says, ‘If this is the reality, what are we going to do about it?' not ‘We're going to work our way through it.'”

In such a short term, the CEO, Marry Barra successfully steered the company through an ignition switch that emerged during the first months as a CEO. General Motors is currently hiring numerous people to represent the company and get a new image. The company has a very valuable

Ford’s future as a significant member of the auto manufacturer market depended on the success of the Ford Pinto. In order to meet the demands of Lee Iacocca, Ford CEO, to produce a car that was cost and gas efficient, the time spent on the design and production of the Pinto would be reduced to “25 months rather than the usual 43 months for a new car line (DeGeorge 298). Time constraints impacted the overall decision-making process surrounding the Pinto. Decisions were made without having all the

Henry, Jim. "Engineering a Comeback." n.d. Success.com. 10 1 2013 . Hochleutner, Mike. "Ford CEO, Alan Mulally, on remarkable turnaround: It took leadership, courage, and

Over its long historical development from a small town operation to the world’s leading nutrition, health and wellness company, Nestlé has demonstrated an exceptional ability to adjust to an ever-changing external environment. In 1997 Nestlé launched its Management and Leadership principles and later revised it in 2003. They describe the culture, values, and principles Nestlé expects their employees to uphold, as well as the traits need to be successful in a management and leadership position at Nestlé. Their revised version also includes their commitment to the concept of Creating Shared Value as well as emphasizes the importance of behaviors supporting continuous improvement in building a company focused on total performance.

Preston Tucker was man with a dream. His entrepreneurial leadership style thrust that dream into immediate action. He built the “car of tomorrow, today.” There were shortcomings, however, with Tucker’s Entrepreneurial Visionary Strategy. If Tucker had balanced his approach with key aspects of the Shared Vision Strategy, he may have succeeded in sustaining his name as a revolutionary automaker.

With operational costs diminished and product platforms truncated, Ford Motor Company now had the financial capital and bandwidth required to produce a vehicle lineup that was truly “best in class bringing about an incredible era of growth and profitability for the organization[2].”