Organizational Behaviour Carlos Ghosn Leadership Style - Sample

Question: Discuss about theOrganizational Behaviour for Leadership Style of Carlos Ghosn. Answer: Introduction The NissanMotors Corporations is a Japan based company that manufactures automobiles and has its headquarters at Yokohama. The company was established in the year 1933 with a view point of taking over the manufacturing of the Datsun Ltd. Company and also in the following year the Datsun Ltd. was renamed as Nissan (Gill 2012). Figure 1: Nissan headquarters at Yokohama (Source: Gill 2012) Carlos Ghosn at Nissan: Carlos Ghosn was appointed as the Chief operating Officer at Nissan Motors after the seven continuous years of losses. The main reason for which Carlos appointed in the company was with an intention that appointing him would turn around Nissan for two or three years or else the company would have to wrap up (Lane and Maznevski 2014). This implied that the Nissan Company required changes; therefore, Carlos applied many strategies and approaches to save Nissan from its worst of the times. The change that was required in the Nissan Company needed the implementation of a new system creation that demanded a proper and effective leadership within the company (Barmeyer and Mayrhofer 2016). Carlos Ghosns Role as a Leader: The changes that the Nissan Company had gone through and the effects of those changes that were sustained were possible only under the leadership of Carlos. The transitional that Carlos brought in the Nissan Company within such a short period made him recognised him as a transformational leader whose leadership knew no bounds (Barmeyer and Mayrhofer 2016). The company because of the changes introduced in the company by this leader was able to promote the personal and the organizational changes which resulted in the realignment of the employees values and ethics. This promotion also encouraged the employees abilities to accept the changes that were introduced (Bieck 2013). Leadership Styles of Carlos Ghosn: According to Bieck (2013), the most important fact of the leadership styles of Carlos was he a transformational leader who made changes in the company according to the requirement he felt and his leadership had no bounds. Even after knowing that the Nissan Motors was Japanese Company, his leadership was not based on the Japanese style rather it was a mixture, a multicultural style of his experiences (Mukerjee 2016). This mixed style of him gave him the opportunity to enable and embrace the cultural difference within the company. This approach of him is considered as one of the most effective ways to manage new changes. According to Lane and Maznevski (2014), a flexible and mouldable applied culture that is based on some kind of diversity is much effective than a strict fixed culture. Organizational Theory Applied by Carlos: As it has been earlier mentioned that Carlos was a transformation leader, therefore the organizational behaviour that would be fit on him would be the transformational leadership theory. The transformational leaders focus bigger changes and motivate its follower by the means of communication to execute their vision effectively and efficiently. The leaders following the transformational theory are usually visible and accessible in their activities and they are always in search of new ideas for the realization of their objectives (Mukerjee 2016). Changes Brought by Carlos Ghosn: There were different changes that were brought in the company by Carlos Ghosn. One of such was the implementation of the new management style in the company. This change of the management system was introduced by setting up of a nine cross functional team in the company so that the present business goal of the company of reviving the Nissan Companys plan and business commitments could be achieved (Bieck 2014). This new system works by giving the teams a time span of three months to cross check their business operations and then conclude the company with some recommendations regarding the profitability and the growth of the company (Brieck 2014). The different values of working with the team and others were incorporated in the Nissan Company by Carlos as a leader so that the employees of the company would be able to dedicate their personal and shared views with the company (Lane and Maznevski 2014). This would help for the build up of momentum and urgency during the need of changes in the company. The most important key factor therefore, indentified was the requirement of teamwork and coordination between the employees functions and the business units by Carlos before implementing the changes in the company (Mukerjee 2016). Ghosn executed his plans for the changes in the company on the basis of the priorities of the company and a clear focus was then given on that. A clear vision was provided by altering the core of the organizational process of the company with the nine teams. According to Bieck (2014), the Company Nissan was able to revive its performance because the company was ready to accept and sustain the changes that were made in the company for a better organizational behaviour of the company (Barmeyer and Mayrhofer 2016). Therefore, it can be concluded that before the implementation of any change in the company, Carlos firstly analyzed the implementation of the change required in the organization properly and then determined the extent of then change. The changes that he introduced were such that would benefit both the employees and the organizational performance of the Nissan Company. References: Barmeyer, C. and Mayrhofer, U., 2016. Strategic Alliances and Intercultural Organizational Change: The RenaultNissan Case.Intercultural Management. A Case-Based Approach to Achieving Complementarity and Synergy, (p. 317-332). Bieck, O., 2014.Back on track! Successful management techniques to get a company out of debt pile. Anchor Academic Publishing (aap_verlag). Bieck, V., 2013. Leadership through change, change through leadership. Gill, C., 2012. The role of leadership in successful international mergers and acquisitions: Why Renault?Nissan succeeded and DaimlerChrysler?Mitsubishi failed.Human Resource Management,51(3), pp.433-456. Lane, H.W. and Maznevski, M., 2014.International management behavior: Global and sustainable leadership. John Wiley Sons. Mukerjee, K., 2016. Factors That Contribute Towards Competitive Advantage: A Conceptual Analysis.IUP Journal of Business Strategy,13(1), p.26.