Sony Case Study

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1.0 INTRODUCTION
Leadership is the ability to lead a group or organisation in order to achieve predetermined objectives. An Organisations success or failure depends a lot on the type of leadership and leaders there. So, in order to study this, the case report on leadership style and changing environment at Sony is prepared. In this case study we are studying about two different leaders of Sony (Howard stringer and Kazuo hirai), their leadership style and how it affected Sony.
Sony Corporation is one of the leading Organizations for manufacturing Audio, Video, Communication and Information Technology products for consumer and professional market. Over recent years the electronic industry has seen huge change and has even seen immense competition
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59). They assumed that leaders differ from non-leaders on six traits: drive, the desire to lead, honesty and integrity, self-confidence, cognitive ability, and knowledge of the business. The previous CEO Howard Stringer leadership style was more focused new innovations, new product launches. Sir Howard gave rise to developed business units, the main component of his leadership style was Outsourcing. He outsourced many of the Sony Corporations operations. He even sold many of the failing units of Sony Corporations. He was a main leader in the innovation of the Sony’s video games. The employees, customers and other people associated with the Sony Corporation had keen trust in Howard stringer’s leadership. Howard stringer was always very confident about every step that he takes for the Corporation which is clearly seen in his decision. The knowledge he had about the business and industry was tremendous. “Perceived influence is not equivalent to effectiveness, and showing that there is a correlation of a personality dimension with perceived influence does not provide astrong basis for use of this measure to select managers who will be effective” (p. 1044). With all the qualities he failed to be a good leader as Sony Corporation was going into loses. It couldn’t stand with the financial crisis that was going on. Sir Howards luck was not with him, changes in the technology, economy and environment indulged the Corporation into more loses. The CEO Howard Stringer was not able to cope up with that and which proved his leadership to be a failure. Hiller and Hambrick (2005) describe this as hyper-CSE, suggesting that overconfidence (hubris) and self-love (narcissism) will reveal themselves instrategic choices of CEOs including product innovation decisions (Simon & Houghton, 2003) and the price paid for an acquired company (Hayward &Hambrick,

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