Leadership Models and GM Case Study

A leadership model focusing on the leader's influence, strategic thinking, and commitment to achieving results in relation to the people, tasks, and organization.

General Motors' 1950s plan to build plants in the southern and western United States, often in non-union states.

Unions viewed the Sunbelt Strategy as GM moving away from unionized states, leading to conflicts with management in the new plants.

GM plants in the Sunbelt were often characterized by conflicts and tension.

States with laws prohibiting mandatory union membership.

GM's Fremont Plant in 1982, characterized by high absenteeism, grievances, wildcat strikes, poor quality and productivity, and costly assembly.

GM's New United Motor Manufacturing, Inc. (NUMMI) Plant in 1986, contrasting from 1982 by much improved quality, improved behavior and decrease in grievances.

Transforming an organization's norms, values, and behaviors to achieve specific goals/improvement.

Observable behaviors & actions within an organization reflecting its values & norms.

Three layers of influencing human behavior: visible behavior, conscious thought, and values/beliefs.

Observable actions/responses in leaders or employees; outward displays.

Internal thinking processes of leaders or employees.

Values, Assumptions, Beliefs, and Expectations (semi-conscious drivers) that impact human behavior.

General Motors' building plants in non-union Southern/Western US states in the 1950s.

Unions saw the Sunbelt Strategy as GM trying to escape unionized areas, causing conflict.

GM plants in the Sunbelt often had high tension and disagreements.

States prohibiting mandatory union membership.

External factors that affect leadership outcomes, like the economic and social climate.

GM's Fremont plant in 1982, characterized by high absenteeism, grievances, wildcat strikes, poor quality, low productivity, and high assembly costs.

GM's NUMMI plant in 1986, showing improved quality, productivity, and a significant reduction in conflicts (grievances, strikes).

Observable behaviors, actions, and communication patterns within an organization. These reflect organizational values and norms.

Three levels of influencing human behavior in leadership: visible actions/behaviors, conscious thought, and values/beliefs.

Values, Assumptions, Beliefs, and Expectations – these semi-conscious factors influence human behavior.

Transforming an organization's norms, values, and behaviors to improve outcomes.

Observable actions and reactions, often the most easily seen aspect of people's behavior.

Internal, pondered ideas and mental processes.

Understanding what motivates workers to improve workplace behavior.