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Fixing Up FORD

Ford Motors have the excellent history of offering outstanding product items ranging from small cars to luxurious cars to their customers.This article is about Ford Motor Company, emphasizing the Alan Mulally’s dedicating work who is the respectable CEO of Ford, throughout the financial crises of the company. According to the author of this article during the depression of second worst automobile business, Mulally looks to be relaxing and enjoying himself (Alex Taylor, 2009). According tohim Ford has sufficient money to survive the recession or economic downturn.

 

The association among management, enterprise and leadership performance is broadly comprehended and adapted. Developing leadership develops management and increases the possibilities of excellent performance (Eagly, & Chin, 2010).

Followership strategy is a simple concept. It is the capability to take the given direction in the most appropriate way, to get in line behind the mission and vision of the company, to be a part of an efficient team and to deliver. How well the persuaders follow is most likely just as significant to the success of the organization and as how well the leaders lead the organization and the team (Lynch, 2012).

Followership might take the lesser to leadership but it really matters. In the organization openness of Mulally appears to have won him team and the organization’s support. He brought communicable and transmissible energy (Alex Taylor, 2009). And he was the right person to whom people want to follow.

When Mulally reached at the office there were only six to seven employees who were reporting to Executive Chairman Bill Ford, and the human resource and the IT managers were not there (Alex Taylor, 2009). So he moved and incorporated every functional discipline on his team as everyone in the organization had to be concerned and had to know everything about the organization (Eagly, & Chin, 2010).

Situational Leadership is a leadership theory that is an important part of the group of leadership theories which is also called contingency leadership theory. Contingency leadership theory embrace that effectiveness of a leader is associated to the traits and behaviour of the leader in relation to contradictory situational issues (Lynch, 2012).

According to the theory of situational leadership effectiveness of a leader is dependent on his capability to adapt his management behaviour to the level of his sophistication and maturity of his subordinates (Avolio, Walumbwa, & Weber, 2009). Mulally has developed plan that recognizes specific goals for the organization, established a procedure that progress it towards goals and objectives and inaugurate a system to ensure its gets there (Alex Taylor, 2009).

The methods of Mulally has pointed Ford to some well-groomed strategic moves for its betterment.  In 2006 observing a recession Mulally is moving to assimilate the organization worldwide, in spite of many failed attempts in the past years (Alex Taylor, 2009). Situational leadership style is totally based on merging supportive and directive level behaviour. There are four distinct behaviours based on the supportive and directive levels: telling, selling, participating and delegating. Mulally employed Selling behaviour where he showed high supportive and high directive behaviour (Avolio, Walumbwa, & Weber, 2009).

The leader-member exchange theory emphasizes on the relationship which is two-way between the subordinates and supervisors (Eagly, & Chin, 2010). The theory presumes that leaders created an exchange process with their responsible subordinates, and the quality of this theory influence the responsibility of subordinates and entree to performance and resources. In order to get outstanding result, Mulally leaves decisions regarding to products or mass marketing to the professionals, because he did not have any experience in dealer relation or mass marketing as well (Alex Taylor, 2009).

References:

Alex Taylor, May 12, 2009, Fixing Up FORD, Fortune. Retrieved from http://archive.fortune.com/2009/05/11/news/companies/mulally_ford.fortune/index.htm

Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual review of psychology60, 421-449.

Eagly, A. H., & Chin, J. L. (2010). Diversity and leadership in a changing world.American Psychologist65(3), 216.

Lynch, M. (2012). A Guide to Effective School Leadership Theories. Routledge, Taylor & Francis Group. 7625 Empire Drive, Florence, KY 41042.

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