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Managerial Leadership - chapter 1
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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
Sebastian Pether’s piece of work called The Eruption of Vesuvius (1835) combines the silver watery reflection of the moon with the hot red molten lava that is flowing down its mountainsides. Though during Pether’s generation he wasn’t the only one to paint the well-known Mount Vesuvius, Joseph Wright of Derby also painted 30 paintings of the volcano. This art piece is currently located at the Nelson-Atkins Museum of Art. The piece is oil media on panel that is framed with a beautifully designed border, where it is hanging on a wall in the one of the rooms, with a one-dimension view. The quality of the piece owes itself to the color and lighting, which captures your immediate attention and guides the viewer through the piece.
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.
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.
Nike has been under a great deal of pressure to correct the misdoings that have been done regarding production facilities in the East. As Nike is responsible for these plants, their reputation has been tainted with increasing public debate about ethical matters. While Nike still promotes itself as one of the industry leaders in corporate social responsibility, workers in Asia are still forced to work excessively long hours in substandard environments and are not paid enough to meet the basic needs for themselves or their families. They are faced to a life of poverty and are unfortunate subjects to harassment and violent threats if they make any attempt to form unions or tell journalists about labour abuses in their factories. Phil Knight’s speech regarding Nike’s steps to improving human rights in Asian countries was a step in the right direction for Nike, but it would have been much more effective had Nike fully followed through with these initiatives.
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):
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
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...
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.
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...
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.
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
Nike is the number one innovator in the world in athletic footwear, apparel, equipment, and accessories. This worldwide company operates in an extremely different organizational structure than other companies, such as Reebok and Adidas. Nike operates tremendous marketing strategies and develops inventive designs to inspire athletes around the world. This company is one of the largest suppliers in the world in athletic footwear and apparel, main producer of sports equipment, and making Nike the most valuable brand among sports companies. The task for Nike is to join diversity and inclusion to encourage ideas and innovation. Around the world, this company is a popular brand.
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.
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.
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.