Leadership Theories and NUMMI Management

High absenteeism (20%), numerous unresolved grievances (2000), frequent wildcat strikes, low productivity, and poor quality compared to Japanese competitors.

A significant improvement in GM's Fremont plant, showing a dramatic reduction in absenteeism (2%), grievance resolution, wildcat strikes, and increased productivity and quality.

The plant had 5000 employees.

The NUMMI plant had 2000 employees.

The new management at NUMMI addressed employee needs for understanding and value.

Leadership styles vary based on the situation, no one style is best for all situations.

Leaders choose the best action based on situational variables.

Leaders are made, not born. Focus on actions, not innate qualities.

Leaders encourage input and contributions from others.

Contingency theories explore how different situational variables can influence the effectiveness of various leadership styles.

The belief that leadership skills can be developed through learning and observation.

It allows for group members to contribute input and makes them feel valued and invested in the decision-making process.

They suggest that different leadership styles are appropriate for different situations and circumstances.

Leaders are born with inherent qualities like charisma and confidence, making them natural leaders.

Leaders possess specific personality traits (e.g., extroversion) that make them suited to leadership.

Power distribution based on gender and lineage (18th century and before).

Power distribution based on gender and office (19th & 20th centuries).

Power redistributing to key process contributors (KPC's) in the information age.

Leadership adjustments based on followers' readiness and competence.

Leadership style focused on supervision, organization, and group performance. It emphasizes rewards for success and punishments for failure.

Leadership style that focuses on building strong connections and inspiring followers. It motivates by highlighting the higher purpose and importance of the task.

A leadership framework emphasizing the importance of influencing others, strategic thinking, and achieving results. It also highlights key factors like commitment to the strategy and the influence of external factors.

The degree to which employees believe in and are committed to the organization's overall plan and direction.

Reflects the level of motivation, enthusiasm, and overall effort employees bring to their work.

The level of dedication and loyalty employees have towards their organization.

A case study about managing the KIABI men and women's departments in Vicenza, Italy, focusing on leadership and organizational challenges.

A critical management question exploring ways to foster employee dedication and loyalty towards the team or organization.

A sales competition between KIABI Women's Departments in Italy, running from October 1st to December 31st. The store with the highest sales progression compared to the previous year wins.

The winning KIABI store receives a free dinner at a fancy restaurant for all employees.

A photo competition where KIABI stores submit interesting employee photos. The top three winners have their photos published online.

The KIABI manager aims to win the competition to demonstrate their ability to motivate employees and boost sales.

A meeting scheduled for tomorrow in the employee room to discuss the KIABI competition with the team.

The KIABI store has five employees, all young women between 20 and 30 years old.

The competition period for KIABI stores is from October 1st to December 31st.

Sales results for each KIABI store are provided daily throughout the competition.

Culture is a shared set of values, assumptions, beliefs, and expectations held by a group of people. It's like a song you can't explain without singing it.

VABEs stand for Values, Assumptions, Beliefs, and Expectations. They are the core components that define a culture.

This framework analyzes cultural differences across various countries using dimensions like power distance, masculinity, and uncertainty avoidance.

The degree to which less powerful members accept the unequal distribution of power in a society.

The emphasis on achievement, assertiveness, and competition within a society.

The level of tolerance for ambiguity and unpredictable situations.

The key characteristic of a successful global leader, recognizing the value of other cultures and perspectives.

Humility is crucial. It allows leaders to respect different identities and understand others' perspectives.

This dimension describes the degree to which a society values masculine traits like assertiveness and competition versus feminine traits like cooperation and quality of life.

This dimension describes the degree to which a society prioritizes individual needs and autonomy versus group harmony and communal responsibilities.

Having work experience in different countries helps develop cultural understanding, adaptability, and global perspectives essential for effective leadership.

Effective global leaders embrace and adapt to different cultures, demonstrating sensitivity and responsiveness to international contexts.

Integrity, transparency, and truthfulness are crucial for building trust and credibility in a global environment.

Effective global leaders have a strategic mindset that encompasses international perspectives and considers global implications of their actions.

Cultures where people prioritize personal goals and independence over group needs.

Cultures where people prioritize group harmony and interdependence over individual goals.

Cultures that prefer structured situations and are uncomfortable with uncertainty.

Cultures comfortable with ambiguity and tolerate risk-taking.

Cultures that focus on future rewards and prioritize long-term goals.

Cultures that focus on immediate gratification and short-term gains.

Societies that prioritize individual goals and values over group harmony, emphasizing personal independence and self-reliance.

Societies that emphasize group harmony and loyalty over individual goals, placing strong value on collective interests and social cohesion.

This dimension examines how cultures balance past traditions with present and future challenges. Long-term oriented societies value patience and perseverance for future rewards, while short-term oriented societies focus on immediate outcomes.