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Essay / Research Paper Abstract
This 5-page paper discusses the leadership style of Alan Mulally of Ford Motor Co. Bibliography lists 3 sources.
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5 pages (~225 words per page)
File: AS43_MTleadefor.doc
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Unformatted sample text from the term paper:
have leaders who know what theyre doing. This might seem like a huge "duh" statement. But whenever a leader of a large corporation notes that he (or she) doesnt know
why morale is down or that something happened under his/her watch, this is likely not true. Leaders have a definite impact on organizations, much like organizations can have an impact
on leaders. Leaders set the tone, the rules and how an organization behaves, based on how they behave toward employees. A leader that believes in secrecy or cut-throat competition among
employees will have an organization focused on those things. Alan Mulally and Leadership When Alan Mulally took over as CEO at Ford Motor
Company, he had to fight more than 40 years of a rigid, structured corporate culture to encourage a more participative leadership and a team culture. He also had a mess
to clean up - thin ranks at top management and a company that was very much cut off from its customers (Fords new pilot, 2006). To do this, he did
away with the typical classical leadership style of autocratic rule; instead, insisting on feedback (both good and bad) from other managers and what could be done to solve problems that
were cropping up. He used his charisma and charm to become involved, much as he did at Boeing Inc., where he was CEO before coming to Ford (Fords new pilot,
2006). And he was careful to involve people in decision-making. According to the case study about Mulally, the first time someone mentioned
a problem in a status meeting about a Ford car, the whole room was silent, no doubt waiting for an explosion from the chief executive. Instead, Mulally applauded, thanking the
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