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Leadership and Management
Jonathan Arnaldi
LDR/300
March 12, 2014
Patrick Donally
Leadership and Management
Hannah Jones of Nike serves as the Vice President of Sustainable Business and Innovation. She has been influential in stewarding the company’s labor rights strategies, global sustainability, and future innovation. Jones has been named one of the top 10 most creative people of 2010, according to Fast Company Magazine and the World Economic Forum named her a Young Global Leader in 2008. (2012)
Jones encompasses many qualities of a good leader and manager. As a leader she is focused on the future of Nike and how it can become more profitable as well as sustainable. She has partnered with several organizations that address issues such as racism, AIDS and HIV, and social injustices. This always has been her passion even prior to her employment at Nike. Her desire for people and their rights have been very beneficial as a leader and also a manager with Nike. (2011)
Creating change and initiating goals and strategies is another making of a good leader. During her employment with Nike Jones formed The SB&I team, which is made up of 140 people from different company departments and locations. These team members are dedicated full-time to providing excellence, creating innovation, and enhancing sustainability. This team who in some fashion has sustainability related to their position with Nike, are influential in making decisions regarding improving labor conditions, expanding the companies supply chain, and more cost-effective purchasing. Nike has approximately 36,000 employees who could ...
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References
Albanese, M. (2012, February). How She Leads: Hannah Jones of Nike. , (),
Retrieved from http://www.greenbiz.com/blog/2012/02/06/how-she-leads- hannah-jones-nike Clancy, H. (2010, January). Nike’s latest substainability report reflects evolving link between being green and being innovative. Smart Planet, (), .
Retrieved from http://www.smartplanet.com/blog/business-brains/nikes-latest- substainability-report-reflects-evolving-link-between-being-green-and-being- innovative/4613
GreenBiz: Innovation is alive and well. (2011). Retrieved from http://www.marcgunther.com/2011/10/12/greenbiz-innovation-is-alive-and- well/
Vogel, L. (2012). Management Innovation Exchange. Retrieved from http://www.managementexchange.com/story/nike%E2%80%99s-gameplan- growth-that%E2%80%99s- good-all
The challenging process of being a leader worth following is an arduous task. Yet, in the book the Five Dysfunctions of a Team, the fictional leader Katherine seemingly demonstrates it with an effortless ease. She established her position as a leader while standing her ground, and encouraging group engagement. Katherine also showcases high emotional intelligence with well thought out responses. Constant reevaluation of her team leads to astounding team building and development. All of these individual traits enabled her to not just be a great CEO, but a leader. A leader which would propel DecisionTech forward, among its competitors.
The Blake and Mouton Leadership grid studies how leaders help an organization through concern for production and/or concern for people and is based on a nine point scale
A leader incorporates the capabilities to illustrate the attitude and performance in a way that have an immense impact on the fellow affiliates who work with him in the confined surroundings (Oliver, 2006). Considering the leader as an exceptional individual among the group, the two essential attributes that he should possess include (Dawson, 2003):
In taking a further look into the article Ten Traits of effective leaders, leaders are often taught skills to help create a successful leadership style. An effective leadership style is supportive in addition to directive. As a leader it’s not enough to have leadership sense. You must understand your employees. Once you have established a connection as a leader you gain a strong logic of what employees are looking for in a company. For exa...
“At NIKE, we are on the offense, always. We play hard, we play to win, but we play by the rules of the game. This Code of Ethics is vitally important. It contains the rules of the game for NIKE, the rules we live by and what we stand for. Please read it. And if you've read it before, read it again. Then take some t...
Leaders: Strategies for Taking Charge is an organizational management book written by Warren Bennis and Burt Nanus for those who aim to become better leaders. The authors emphasize that having executive positions or being a manager does not automatically make one a leader. A leader is one who inspires his staff, help them find purpose in their work, and effectively implement their plans. They separate the book not quite into chapters on different topics, but rather by four strategies that they have determined are vital for any leader to take on. The strategies are effectively concluded as attention through vision, meaning through communication, trust through positioning, and the deployment of self. A prominent feature of Leaders is the various
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
First, we want Nike to play a role in effecting positive, systemic change in working conditions within our industries. If our efforts lead to a workplace oasis -- one solitary and shining example in a desert of poor conditions -- then we’ve not succeeded. Even if that single shining example were to exist (and we’re not claiming it does), we’ve learned that positive changes won’t last unless the landscape changes. Our challenge is to work with the industry and our contract manufacturers to collectively address these systemic non-compliance issues that our data so highlight. This is one of the key reasons we made the decision to disclose our supply base; we believe this could encourage other companies to do the same. Our belief is that in disclosing, the industry will find ways to better share knowledge and learnings. This, in turn, will facilitate the building of further partnership approaches that are built on best practice and gradually lead us to standard codes, standard approaches to monitoring, standard reporting and standard parameters for transparency. It’s our belief that for market forces to enable responsible competitiveness, consumers must be able to reward brands and suppliers using fact-based information. Compliance efforts need to be optimized, made affordable and demonstrate real return if better working conditions are to become widespread. Disclosure of our supply chain is done in an effort to jump-start disclosure and collaboration throughout the industry and support efforts towards that final goal of market forces, providing the tipping point for the mainstreaming of best practice.
Many global companies like Nike, Inc. are seen as role models both in the market place as well as in society in large. That is why they are expected to act responsibly in their dealings with humanity and the natural world. Nike benefits from the global sourcing opportunities, therefore areas such as production and logistics have been outsourced to partner companies in low-wage countries like China, Vietnam, Indonesia and Thailand. As a result the company is limited nowadays to its core competencies of Design and Marketing.
Phil Knight started his shoe company by selling shoes from the back of his car. As he became more successful in 1972 he branded the name Nike. In the 1980’s Nike Corporation quickly grew and established itself as a world leader in manufacturing and distributing athletic footwear and sports' attire. The Nike manufacturing model has followed is to outsource its manufacturing to developing nations in the Asia Pacific, Africa, South and Latin Americas; where labor is inexpensive. It quickly became known for its iconic “swoosh” and “Just do it” advertisements and products. Its highly successful advertising campaigns and brand developed its strong market share and consumer base. But, the road has not always been easy for Nike; in the late 1990’s they went through some challenging times when their brand become synonymous with slave wages and child labor abuses. During this period, Nike learned that it paramount that the company understands its stakeholders’ opinions and ensures their values are congruent with their stakeholders. Nike learned that their stakeholders were concerned with more than buying low cost products; their customers were also concerned with ethical and fair treatment of their workers. Because Nike was unwilling to face the ethical treatment of its employees, the company lost its loyal customers and damaged its reputation. Nike has bounced back since the late 1990’s and revived its reputation by focusing on its internal shortfalls and attacking its issues head on. Nike nearly collapsed from its missteps in the late 1990’s. They have learned from their mistakes and taken steps to quickly identify ethical issues before they become a crisis through ethics audits. This paper is based on the case study of Nike: From Sweatsh...
Although there are many outstanding, albeit necessary qualities of a good leader, it is the leader’s beliefs in which greatness is given its first breath, fostered by action, and spread throughout the institution. A great leader believes in encouraging, not destroying; in setting the precedence instead of yielding to prominence ; in collaboration, not division; in giving, not taking; and in having high standards and volunteering to be the first of many to be held to them. A great leader does not take advantage of the people being lead, but instead, creates an advantage for the people by giving them the opportunities to lead. Only when people take ownership of an institution will passion be cultivated, action be taken, and greatness be achieved.
With the increasing awareness and publicity of poor working conditions in subcontracted factories in East Asia, Nike has stimulated an uprising of activist and watchdog groups working toward seeing these conditions changed. With Nike in the negative spotlight, various organizations have revolved around generating a negative outlook on Nike’s practices of social irresponsibility. Certain campaigns such as the “National Days of Consciousness” and “International Day of Protest” were organized to educate people on the deplorable working conditions in Nike’s Asian manufacturing plants, and were designed to get more people involved in global employment issues.
The practices of a leader can have wide spread implications. They can impact individual stakeholders and the organization as a whole. Clark (2013) states that “you must be the role model you want others to grow into” (para. 9). A strong leader leads by example, is ethical, and earns the trust and respect of their followers. They are also conscientious of the impact they have on the world around them. They practice impeccable communication and learn to inspire others with a positive vision for the future. Clark (2014) describes leadership as the methods of influencing others to accomplish objectives in a collective manner in the direction of the organization's vision.
Leaders are the individuals who help to create options and opportunities. They help in identifying the choices and solve the problems. They build commitment and coalitions. Leaders do this by inspiring others and working along with them to construct the shared vision of the possibilities and commitments of a better group, organization or community. They engage the followers in such a way that most of the followers become leaders in their own right. The variety of demands of an increasingly complex world very often require that leadership be shared by most of the members of an organization, in appropriate ways for different situations. A leader is the on...
People always talk about how important it is for companies to have a good leader, someone who not only keeps the blue numbers, but also achieves a loyalty from customers, pleasant working environment, successful business partnerships and ahead of the competition.