Ghosn Leadership Essay

1203 Words 5 Pages
Carols Ghosn has had an amazing career as he moved up the career ladder from Michelin to Renault to Renault-Nissan. Specifically, he became a formal leader or CEO, which is authority given to an individuals based on their hierarchical position within the firm (Spector, 2013, p. 153). But just because someone has the title, does not mean that they are efficient or effective as leaders. The following essay will discuss the strengths and weakness of Mr. Ghosn approach to change leadership at Nissan. Additionally, the essay will discuss his philosophy of leadership as well as he aligned his behavior with his philosophy.
Mr. Ghosn has several strengths. First, he was an effective leader as he shaped the behaviors of the individuals. This was successful
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Ghosn’s philosophy to leadership is to motivate employees by ensuring people work together and that top manage is visible and do what they say they are going to do. In fact, he walked the walk when it came to backing his philosophy with his actions. First, the message that supported this was his statement to the press that he and the board would resign if the results were not achieved by year 2000. Another way he walked the walk was by being visible and motivating employees. He went to the factories to talk with the employees, as well as, included them to a form or shared diagnoses. Additionally, he intrinsically and extrinsically rewarded the individuals with collaboration, autonomy, teamwork, and bonuses. Next, he built a team that was focused on performance, and he gave the current employee the opportunity to change, but if it was not realized or achieved, he terminated them. Finally, he walked the walk by being honest and respectful with the employees. By doing so, he created trust which in turn motivated the employees.
In summary, the previous essay discussed the strengths and weakness of Carlos Ghosn. The strengths included being visible, clearly defined the purpose, provided both intrinsic and extrinsic rewards, and relooked how the organization was goring to develop its leaders. On the other hand, the weakness were not considering the culture, acting in a multiple CEO capacity, and enforcing his power to reduce “family’ suppliers and not embracing employees in the decision making process. Though he had the weakness, he was a man of his word and was able to turn the firm around quicker than

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