Leadership Session 2: GM Case Study

Management theories focus on supervision, organization, and group performance, using rewards and punishments for leadership.

Relationship theories focus on the connection between leaders and followers, motivating and inspiring them to achieve group goals and individual potential.

Leadership style focused on connecting with and inspiring followers to achieve the group's overall goals and personal potential.

Leadership style using rewards and punishments to motivate employees and maintain organizational efficiency.

Factors outside the organization that influence the leader and the organization's success.

Thinking about long-term goals and plans to achieve desired outcomes.

The level of dedication and loyalty employees show towards their work and organization.

The organizational aspect of employee commitment.

A General Motors plant with high absenteeism, unresolved grievances, and frequent wildcat strikes, very low productivity, and low quality.

A General Motors plant with drastically improved performance compared to the Fremont plant in 1982, including significantly lower absenteeism, unresolved grievances and wildcat strikes, higher productivity, and improved quality.

GM's strategy in the 1950s to build plants in southern and western USA, typically in states without unions.

New management at NUMMI prioritized meeting employee needs, which improved productivity and quality. This emphasized understanding and value.

NUMMI plant showed significant improvement compared to the Fremont plant, in terms of productivity and quality. NUMMI achieved best in class quality.

A competition among Italian KIABI women's departments to see which store has the highest sales increase from October 1st to December 31st compared to the previous year.

Free dinner at a fancy restaurant for the top-performing store.

A side competition to determine the store with the most interesting photos of employees for website and social media promotion.

October 1st to December 31st.

Increase sales and demonstrate effective employee motivation.

Staff meeting discussing sales competition goals.

Comparing current sales to last year's sales for a specific time.

Women's Fashion.

Leadership is an inherent quality, leaders are born, not made.

Leadership is linked to specific personality traits.

Power distributed by lineage and gender in the 18th century.

Power distributed by gender and office. Time period: 19th and 20th Centuries.

Power redistributing to contributors in the Information Age.

Leadership style dependent on the specific situation.

Leadership style changes according to specific circumstances.

Different models about how leaders emerge and influence others.

Leaders adapt their style based on the specific situation. Different situations need different leadership approaches.

This theory emphasizes that leaders are made, not born. They develop their skills through learning and observation.

This style involves actively seeking and incorporating input from the team. It encourages collaboration and decision-making.

Contingency theories emphasize that leadership effectiveness depends on a variety of factors including the situation, the team, the task, and the leader's style. There is no single best leadership style.

Situational theories propose that effective leaders choose the optimal strategy based on the specific circumstances. They adapt their leadership style to the situation.

Behavioral theories believe that leadership skills can be learned. People can become effective leaders through training and experience.

Participative leadership involves actively engaging the team in decision-making. It emphasizes collaboration and shared input.