Leadership in Organizational Settings
It is critical to address the importance of leadership in organizational settings. Robert J. Shiver, the CEO of Aerway Holdings, Inc. stated that “the ability to motivate and guide people toward a goal is the essence of leadership.” The text defines leadership as the “ability to influence, motivate, and enable others to contribute to the effectiveness and success of the organizations of which they are members”. (Kreitner & Kinicki, 2004) Effective leader’s posses the traits and skills that can transform organizations through their vision, communication, and ability to build commitment. The seven competencies of effective leaders are emotional intelligence, integrity, drive, leadership motivation, self- confidence, intelligence, and knowledge of the business. We will see how great leadership can propel an organization to levels of high performance. (Kreitner & Kinicki, 2004).
Nissan Motor Company
Nissan Motor Company was Japan’s second largest automaker after Toyota but declining sales due to an unpopular product line caused the company to reach the brink of bankruptcy in 1998. Due to financial problems throughout the 1990s, Nissan formed an alliance with the French auto manufacturer Renault and named Carlos Ghosn, the first non-Japanese person to run a Japanese car company as its leader. Ghosn understood that his job was not only to stop the financial bleeding but also to bring Nisan back to profitability. Nissan CEO Carlos Ghosn developed a strategy to reposition the organization in the global market. The objective was clear, to increase annual growth and so a five year plan called Nissan 180 was designed. Ghosn understood that the key to success would rely heavily on the launch of a large number of new products quickly. The organization had to create innovative products that would help create a strong brand image. Globally Nissan launched 28 new products in four years changing its product from drab to daring. Nissan experienced a quick turnaround and
Nissan Motor Company
Nissan Motor Company was Japan’s second largest automaker after Toyota but declining sales due to an unpopular product line caused the company to reach the brink of bankruptcy in 1998. Due to financial problems throughout the 1990s, Nissan formed an alliance with the French auto manufacturer Renault and named Carlos Ghosn, the first non-Japanese person to run a Japanese car company as its leader. Ghosn understood that his job was not only to stop the financial bleeding but also to bring Nisan back to profitability. Nissan CEO Carlos Ghosn developed a strategy to reposition the organization in the global market. The objective was clear, to increase annual growth and so a five year plan called Nissan 180 was designed. Ghosn understood that the key to success would rely heavily on the launch of a large number of new products quickly. The organization had to create innovative products that would help create a strong brand image. Globally Nissan launched 28 new products in four years changing its product from drab to daring. Nissan experienced a quick turnaround and
References: Automobile Industry. Retrieved September 8, 2007, from www.history.com/encyclopedia Kreitner, R. & Kinicki, A. (2004). Organizational Behavior: New York: The McGraw-Hill Companies Nissan Production, Sales and Export Results for June 2006 and the First Half of CY2006. Retrieved September 8, 2007, from www.nissan-global.com