(Theory, Facts, Analysis and Conclusion)
Visionary Leader, in theory : Visionary Leadership increases efficiency by moving decision-making responsibility to the frontline. Efficiency is achieved with limited supervision. To make frontline responsibility effective, leadership must give workers opportunity to develop quality decision-making skills and learn to trust them.
Visionary leaders are the builders of a new dawn, working with imagination, insight, and boldness. They present a challenge that calls forth the best in people and brings them together around a shared sense of purpose. They work with the power of intentionality and alignment with a higher purpose. Their eyes are on the horizon, not just on the near at hand. They are social innovators and change agents, seeing the big picture and thinking strategically.
There is a profound interconnectedness between the leader and the whole, and true visionary leaders serve the good of the whole. They recognize that there is some truth on both sides of most polarized issues in our society today. They search for solutions that transcend the usual adversarial approaches and address the causal level of problems. They find a higher synthesis of the best of both sides of an issue and address the systemic root causes of problems to create real breakthroughs.
A visionary may dream wonderful visions of the future and articulate them with great inspiration. A visionary is good with words. But a visionary leader is good with actions as well as words, and so can bring vision into being in the world, thus transforming it in some way. More than words are needed for a vision to take form in today??™s world. It requires leadership and heartfelt commitment. A visionary leader is effective in manifesting their vision because they creates specific, achievable goals, initiates action and enlists the participation of others. Visionary leadership is based on a balanced expression of the spiritual, mental, emotional and physical dimensions. It requires core values, clear vision, empowering relationships, and innovative action. When one or more of these dimensions are missing, leadership cannot manifest a vision.
Visionary leaders promote a partnership approach and create a shared sense of vision and meaning with others. They exhibit a greater respect for others and carefully develop team spirit and team learning, Building this sense of shared vision and partnership has also been key to the effectiveness of feminist Gloria Steinem. The most effective visionary leaders are responsive to the real needs of people and they develop participative strategies to include people in designing their own futures. This approach has been very successful for Carlos Ghosn, the CEO of Nissan. Rather than confront or avoid conflict, the new leaders have learned how to transform conflict into usable energy.
The visionary leader is able to tap into the hopes and dreams of people and create a destination that not only inspires but also challenges them to be better and find their place in furthering the vision. Interestingly enough the visionary leader does not need to know how to get there but instead creates the environment in which people are free to innovate, challenge, experiment, take calculated risks, and empowered to act. Understanding the big picture and feeling part of the process gives people a sense of purpose and working toward shared goals. Seeing the possibilities of others is an important characteristic of the visionary leader style because that helps people see how their work fits into the entire process. To this end the visionary leader helps others be better and find their place by coaching, challenging, and encouraging them.
This style works well when working with new people, building a brand in working with clients and customers, and when attempting to revive an organization having a stale and outdated vision in need of a fresh look. Visionary leaders also tweak and monitor the vision of the organization on an ongoing basis, always aware of the realities of the current circumstances.
The major characteristics of visionary leadership include:
??? Demonstrating personal integrity and radiating a sense of energy, vitality, and adherence to core values. They exercise moral leadership when elevated with power rather than becoming corrupted by power.
??? Maintaining good relations, adopting a deeply caring approach to people, and treating them with warmth and respect.
??? Inspiring people to better themselves and giving them a new sense of hope and confidence to do so.
??? Transforming old mental maps or paradigms, and creating ???out of the box??? unconventional and innovative strategies to actualize the new vision through broad and systemic thinking keeping the big picture in mind.
??? Developing team spirit and team learning initiatives.
Visionary leadership bases itself on a balanced expression of the spiritual, mental, emotional, and physical dimensions, and requires the presence of all such dimensions for success.
Facts and Events, proving that Carlos Ghosn was not a visionary leader:
1) Ghosn earned two engineering degrees in Paris, the first from the Ecole Polytechnique in 1974 (a school that spawned an unusually large number of innovative European auto engineers) and the second from the Ecole des Mines de Paris in 1978. His career started unremarkably enough, as a management trainee with the French tiremaker Michelin. He was managing a Michelin plant in Le Puy, France. He was promoted rapidly through the Michelin organization, rising to become head of research for the development of industrial tires by the mid-1980s. Then he was asked by Michelin to return to his Brazilian homeland and head the companys problem-ridden operations there as chief operating officer. Just over 30 years old, he was now responsible for a continent-wide manufacturing operation.
2) He would have had a ready excuse for failure: South American financial markets were chaotic during those years, and Brazil in particular suffered from severe inflation. But Ghosn succeeded brilliantly by overhauling the organizational structure of Michelins South American operations, using a method that would become something of a trademark.
3) He formed working groups consisting of people from different sections of the organization, and from different countries. French engineers met with Brazilian purchasing managers to plot the development of a new product, resulting in improvements that had been missed when each department had acted in isolation. Within two years Michelins South American division had turned a profit.
4) Ghosn repeated this early success after becoming president and chief operating officer (CEO) at Michelin of North America in 1988. Newly married to his wife, Rita, and with a growing family that would eventually include four children, he added the position of chairman in 1990.
5) In the United States, Ghosn engineered a merger with domestic tire maker Uniroyal Goodrich that doubled the size of his division. He dealt with unionized Uniroyal Goodrich employees not by confronting them, but by convincing union representatives that flexible work rules were in the best interest of employees on the factory floor.
6) Ghosn described Renaults corporate culture acidly and he was quoted as saying in Fortune that the company put a premium on fine phrases and arcane knowledge held the noncompetitive collective belief that always have high productivity and high morale at the same time.
7) Ghosn pared unproductive fat from Renault, closing a factory in Belgium, idling some 3,300 workers, and acquiring the “cost killer” sobriquet but he was never exclusively a ruthless economizer. Ghosns skills lay more in effective management that speeded up new operations and thus increased sales. Renault flourished; it was 80 percent owned by the French government in 1992, but by the mid-2000s the governments share had declined to 16 percent, and Renault was the best-selling brand in Western Europe.
8) Ghosn broke with tradition by closing five factories and cutting some 21,000 jobs. He also took on the close network of relationships between auto companies and their suppliers, relationships denoted by a specific Japanese word, keiretsu.
9) Ghosn slashed Nissans debt by selling off the companys shares in about half of its roughly 1,100 keiretsu partners. Finally, he infused new engineering blood into the Nissan organization, hiring a top designer from rival Isuzu and bringing Renault personnel in from France.
10) In 2003 Ghosn announced a second and equally ambitious three-year plan, known as Nissan 180. His goals were to increase Nissans worldwide sales by one million vehicles, reduce debt to zero, and achieve an 8 percent level of operating profit. By 2005, again ahead of schedule, the last two goals and been met and the third was well on the way. Ghosns popularity in Japan skyrocketed after his rocky start.
Carlos Ghosn??™s dreams about the future and translates such dreams into specific, achievable goals and is able to articulate them with great inspiration to instill the commitment of others. They also back up such words with action. He also anticipate change and act proactively to handle the situation. Instead of the traditional leadership method of dominating and directing people, they adopt a partnership approach to create a shared sense of vision with the followers. He focus on opportunities rather than problems, and emphasize win/win rather than adversarial win/lose approach.
CARLOS GHOSN, a motivational leader.
(Theory, Facts, Analysis and Conclusion)
“Motivation” has common roots with “motor,” “momentum,” “motion,” “mobile,”, words that denote movement, physical action. An essential feature of motivation is physical action. Motivation isnt about what people think or feel but what they physically do. When motivating people to get results, challenge them to take those actions that will realize those results.
Motivational leadership is an art form where a leader implements a model and strategy for influencing people to follow them. They are interested in building a safe and trusting environment, as well as ensuring the company is positioned to be successful in the marketplace. Motivational leadership??™s core principles explain that the leader must first have in place strong ethics, clear vision, definable values, authentic communication, and be genuinely motivated to promote collaboration and positive energy throughout the company. Motivational leadership is committed to developing an environment for people to work in that is predictable, safe, and consistent. It promotes the core concept that great leaders can only provide an opportunity for employees to become motivated. In the end, it is each employee??™s responsibility to take charge of their own motivation. Motivational leadership also promotes that leaders manage systems and lead people.
For leaders to be successful, it comes down to building positive relationships and consensus. This is by far one of the most important variables for any leader??™s success. Without relationships, leaders will be speaking to deaf ears. Any leader can use fear to get compliance, however, great leaders want comprehension and for that to happen people must be safe to learn and grow.
Assist leaders to develop the foundation for building healthy and safe relationships.
1. Must be strategic in nature.
2. Must be communicated to every person in the organization, and is clearly aligned
to operational roles, process, and systems.
3. Must be monitored and continually promoted and developed.
4. Must promote the art of creativity.
5. Must have discipline to follow through.
6. Must start at the CEO level and work its way down to have clear understanding of
the company??™s goals, internal and external cues, and corporate values.
7. Must have a process to guide strategy for knowing how and the steps needed for
formulation and implementation of ideas and beliefs.
8. Strategy is built on response from a few critical questions. Ineffective communication isthe end for many organizations, and to have effective communication there needs to be a clear criterion for communicating vertically
9. Define common language so all parties (front line to board) have a clear understanding
A leader has three main elements that they also need to keep in mind: product and/or services, market demands and current business volume, and the profit and loss statement. Each of these elements has its own action plan and goals that need to be connected. The death of many companies is that they do not have a format that connects the business of business with its human capital.
A leaders who must motivate individuals and teams to get results not to deliver presentations but “leadership talks.” Presentations communicate information. When the leader want to motivate people, they must do more than simply communicate information. They must have them believe in leader and take action to follow him. A key outcome of every leadership talk must be physical action.
Leadership style influence level of motivation. However, throughout a lifetime, man??™s motivation is influenced by changing ambitions and/or leadership style he works under or socializes with. Command-and-control leadership drains off ambition while worker responsibility increases ambition.
The key qualities of a motivational leader
??? Knowledge & skill, effective communication of ideas, confidence, commitment, energy, insight into the needs of others and an ability to take the action necessary to achieve goals important to others.
??? Knowledge and Skill – comes from preparation in the responsibilities of health care delivery & organizational duty. This leader has the ability to evaluate the likelihood of success in accomplishing goals, and is able to support or suggest changes.
??? Effective Communication of Ideas – involves the ability to convey ideas clearly and in such a way that they can be heard positively.
??? Confidence – comes from an internal sense of security that one is competent to make a statement or take action, and that there is a reasonable chance of success in accomplishing something of value. The motivational leader is secure enough to have a lower need to control & as a result is able to encourage autonomy, participation & the empowerment of staff in decision-making.
??? Commitment – is the internalization of an idea and a resulting drive to accomplish specific goals. The mere setting of goals does not indicate leadership that motivates. It is the ability of the leader to translate the importance of the goal (or purpose) to others and to elicit actions from others that support reaching a goal.
??? Energy – is also needed to empower and fire the imagination of others & constantly invent & move ahead toward future events as well as current needs. Different styles of energy can be motivational. The high energy leader who is effective in one situation may be viewed as pushy & aggressive in another situation.
??? Insight into the Needs of Others – is the acute awareness of the reason behind events and an ability to anticipate results of actions. When a leader can put goals into a form that has real or personal value to each person, then motivation will exists.
??? Additional key qualities of a motivational leader are abilities to listen, reserve judgement, give direct & positive feedback, recognize individual value through respect for others, and use humor.
Facts and Events, proving that Carlos Ghosn was not a motivational leader:
1) In 1999, the Nissan was suffering under a decade of decline and unprofitability, in fact the company was on the verge of bankruptcy, and with continuous loses for the past eight years resulting in debts of approx. $22 billion. Elements impacting Nissans performance prior to the global alliance with Renault.
2) Ghosn was pleasantly surprised by how quickly Nissan employees accepted and participated in the change of their management processes. In his speech at Tuck school he mentioned that workers love stories, they want to understand the story they are in and the role they are playing, they want to see a happy ending-and they want to be part of that ending. Nissan employees were eager to prove themselves.
3) Ghosn has credited all of the success in his programs and policies to the willingness of the Nissan employees at all levels to change their mindsets and embrace new ideas.
4) Ghosn started that set the foundation among the employees. He was the first manager to actually walk around the entire company and meet every employee in person, shaking hands and introducing himself.
5) Ghosn initiated long discussions with several hundred managers in order to discuss their ideas for turning Nissan around. This began to address the problems within the vertical layers of management by bringing the highest leader of the company in touch with some of the execution issues facing middle and lower management. It also sent a signal to other executives that they needed to be doing the same thing.
Carlos Ghosn became a motivational leader by motivating himself and his subodinate and motivate himself by striving toward excellence, by committing himself to becoming everything he are capable of becoming. Ghosn motivate himself by throwing his whole heart into doing job in an excellent. Ghosn motivate himself and others by continually looking for ways to help others to improve their lives and achieve their goals. He became a motivational leader by becoming the kind of person others want to get behind and support in every way. His main job is to take complete control of his personal evolution and became a leader in every area of his life. He could ask for nothing more, and he should settle for nothing less.