Alan Mullaly
The Role of Leadership
Leadership and Organizational Behavior – BUS 520
November 13, 2011.
Professor Dr. Paul Frankenhauser Jr.
ABSTRACT
This assignment focuses on the role of leadership and how it can impact organizational performance. Examining the integrated case of Alan Mulally, CEO of Ford Motor Company, I will highlight some aspects of his leadership style and provide examples of how it is demonstrated throughout the case. While touching on Mulally’s leadership style, an assessment on communication openness is performed and a determination is given as to whether Mulally is effectively incorporating each element of communication openness. Last I will share my recommendation on whether or not Mulally should continue to use the leadership style he has brought to Ford.
The Role of Leadership and How It Can Impact Organizational Performance
The role of leadership is to effectively guide an individual or organization to share in the vision one has for them while influencing them to attain the goals of the vision and the individual or organization. Effective leadership provides employees with the challenges and developmental tools needed to obtain the goals set forth for the organization and within the individual. Incorporated within leadership are the reflection of behaviors demonstrated through the actions of the leader, such as effective communication, ethics, diversity and being team oriented. With the behaviors presented, leadership can impact an organization in a big way.
Employees are influenced by the organizational behaviors through leadership whether positive or negative, employees are potentially motivated to mimic such behaviors of the leader. (Kane and Montgomery, 1998) states, “Leaders who do not display trust behaviors may unintentionally disempower employees and negatively impact organizational performance.” An organization is only as
Leadership and Organizational Behavior – BUS 520
November 13, 2011.
Professor Dr. Paul Frankenhauser Jr.
ABSTRACT
This assignment focuses on the role of leadership and how it can impact organizational performance. Examining the integrated case of Alan Mulally, CEO of Ford Motor Company, I will highlight some aspects of his leadership style and provide examples of how it is demonstrated throughout the case. While touching on Mulally’s leadership style, an assessment on communication openness is performed and a determination is given as to whether Mulally is effectively incorporating each element of communication openness. Last I will share my recommendation on whether or not Mulally should continue to use the leadership style he has brought to Ford.
The Role of Leadership and How It Can Impact Organizational Performance
The role of leadership is to effectively guide an individual or organization to share in the vision one has for them while influencing them to attain the goals of the vision and the individual or organization. Effective leadership provides employees with the challenges and developmental tools needed to obtain the goals set forth for the organization and within the individual. Incorporated within leadership are the reflection of behaviors demonstrated through the actions of the leader, such as effective communication, ethics, diversity and being team oriented. With the behaviors presented, leadership can impact an organization in a big way.
Employees are influenced by the organizational behaviors through leadership whether positive or negative, employees are potentially motivated to mimic such behaviors of the leader. (Kane and Montgomery, 1998) states, “Leaders who do not display trust behaviors may unintentionally disempower employees and negatively impact organizational performance.” An organization is only as
References: Chrislip, David D., and Carl Larson. 1994. Collaborative leadership. How citizens and civic leaders can make a difference. San Francisco, CA: Jossey-Bass. Hellriegel, D., & Slocum, J. W. (2001). Organizational Behavior (13th ed.), Motivation: Goal Setting and Reward Programs. Kane, K. and K. Montgomery: 1998, ‘A Framework for Understanding Disempowerment in Organizations’, Human Resource Management 37(3/4), 263–275. Latham, G. P., Locke, E. A., & Fassina, N. E. (2002). The high-performance cycle: Standing the test of time. In S. Sonnentag (Ed.), Psychological management in individual performance (pp. 201–228). Chichester: Wiley.