akio toyoda
Akio Toyoda is the president of Toyota Motor Corporation. He was born May 3, 1956. He earned a degree in law from Keio University in 1979 and a master's degree in business administration from Babson College in the United States, in 1982. He joined Toyota Motor Corporation (TMC) in 1984. He is a very hard working and low-key person.
Akio Toyoda’s leadership style can best be described as a combination of a transformational and charismatic leadership. Transformational leadership is a leadership that inspires the entire organization and affects the employee’s belief by gathering their wills and encouraging employees to perform to their leader’s vision. (Certo & Certo, 2006, pp 370) Toyoda is set Toyota for building reliable, practical, affordable vehicles for the mainstream consumer. Toyoda inspiring new way of thinking, he didn’t ask customer what they want, he just believe that this is what the consumer wanted and what he is determined to give. All of his employees understand why the need of the changes exemplified his vision and brings the corporation for change. Toyota employees embrace this and set for this new vision of transforming Toyota. Toyoda is also a charismatic leadership, he enable employees by supporting them, by empathizing with them. He always gets out of his desk and sees the source of the problem himself. He wanted to personally investigate a pickup truck recall. Toyoda made the trip so secret that even Toyota’s public relations staff didn’t know he was there. While at the dealership, he reportedly got down on his hands and knees to examine the undercarriage of a truck and getting dirty at it (Micheline Maynard, 2009 New York Times). Toyoda acts as if he is self-employed, this is exactly charismatic leadership is.
Toyota uses the wall chart as a critical motivating tool for managing their employees. They draw some color bad chart to make it visibly charting their successes or failures to meet those targets. The idea is not to humiliate,
Akio Toyoda’s leadership style can best be described as a combination of a transformational and charismatic leadership. Transformational leadership is a leadership that inspires the entire organization and affects the employee’s belief by gathering their wills and encouraging employees to perform to their leader’s vision. (Certo & Certo, 2006, pp 370) Toyoda is set Toyota for building reliable, practical, affordable vehicles for the mainstream consumer. Toyoda inspiring new way of thinking, he didn’t ask customer what they want, he just believe that this is what the consumer wanted and what he is determined to give. All of his employees understand why the need of the changes exemplified his vision and brings the corporation for change. Toyota employees embrace this and set for this new vision of transforming Toyota. Toyoda is also a charismatic leadership, he enable employees by supporting them, by empathizing with them. He always gets out of his desk and sees the source of the problem himself. He wanted to personally investigate a pickup truck recall. Toyoda made the trip so secret that even Toyota’s public relations staff didn’t know he was there. While at the dealership, he reportedly got down on his hands and knees to examine the undercarriage of a truck and getting dirty at it (Micheline Maynard, 2009 New York Times). Toyoda acts as if he is self-employed, this is exactly charismatic leadership is.
Toyota uses the wall chart as a critical motivating tool for managing their employees. They draw some color bad chart to make it visibly charting their successes or failures to meet those targets. The idea is not to humiliate,