Lee Iacocca Leadership Style

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1. Introduction

The basic understanding of the significance of the various characteristics of leadership in one’s personality is very important for a person who aims to be successful leader. The Philosophers, Psychologists ever since over centuries had jotted down various qualities and theories based on those qualities which are the indicators of leadership. Thus the aim of this Assignment II is analyse the theoretical knowledge obtained so far in the course practically which can be best accomplished by observing real life leaders’ persona with regard to their behaviour and their take on every situation.

The leader thus taken into consideration for this purpose is Lido Anthony Lacocca. Lido Anthony Lacocca also known as Lee Lacocca is a successful business and is world widely appreciated for his engineering of Ford Mustang and Ford Mercury Cougar cars. The best of his Leadership qualities showed up when he with his efforts not only saved the drowning Chrysler Corporation from failing but also turned it into a competitive manufacturer in 1980s. He is also a great writer and not astonishingly his every book was a great hit; be it "Iacocca: An Autobiography" (co-authored with William Novak which turned out to be the best selling non-fiction hardback book of 1980s) in 1984 or be it "Talking Straight" in 1988 or the book “Where All The Leaders Have Gone” in 2007.

Lee Iacocca was born in the family of Italian immigrants in 1924. Lee Iacocca successfully finished primary school and continued his further education in university. He graduated Lehigh and later Princeton University, receiving degrees in industrial and mechanical engineering. He started his professional career at Ford Motor Company as an engineering trainee ...

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...ng tactically to dealers to make decisions in his favour. Later, dealing with crisis in Chrysler, he applied best of his potential of communication which fetched him Federally guaranteed loan. A good leader or manager need to be a good listener as well if he wants his team to work constructively. Thus recognising the need of synchronisation in interaction between the manager and his team; Iacocca established a transactional model of communication through quarterly review system which gave the follower the chance to explain the problems faced by them or the reasons for the declining performance if in case to prevent further big future failure of the company at large. The quarterly review meetings brought the shift in the authority of senior manager towards more democratic approach where manager acts like adviser or more experienced colleague (Iacocca & Novak 1984).

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