An exploration of the meaning of Leadership by comparing a case of effective strategic leadership (Bernard Arnault) to one of less effective "skills" leadership (Richard S. Fuld Jr) using contemporary leadership theories.
# 150852 | 2,176 words | 18 sources | APA | 2012 |
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This paper discusses how leadership can be defined as the act of coordinating and motivating a group of individuals in order to achieve a specific common goal, while looking after their collective interests and ensuring their wellbeing to the best of their abilities. In particular, it uses two corporate cases that illustrate clearly what is effective as opposed to ineffective leadership. The first is that of Bernard Arnault, the CEO of the luxury goods group LVMH since 1989 (LVMH.com, 2012). The second is that of Richard S. Fuld Jr, former CEO of Lehman Brothers' global financial services firm from 1994 until its bankruptcy in 2008. The paper further examines how both leaders are renowned for their aggressive approach in transforming their firm from a small entity into a highly influential global enterprise. Bernard Arnault's case is examined as one of effective strategic leadership, followed by Fuld's case as one of less effective skills leadership.
From the Paper:"Strategic leadership implies that the firm possesses the most suitable resources and uses them in the most efficient way to accomplish the firm's goal (Rowe and Guerrero, 2010: 345). In line with each brand's aspect of timelessness, Arnault has been careful to maintain authentic manufacturing methods to guarantee the quality of each product, and combines them with strategic planning to make sure they are used in the most efficient way (Djelic and Ainamo, 1999). This provides a strong infrastructure. Employees such as seamstresses and salespeople are kept during an acquisition because they thoroughly understand and are loyal to the brand they have been working for (Wetlaufer, 2001). This maintains quality and gives the employees a sense of belonging and a deep understanding of the brand's values. It also preserves each brand's individual identity, which would minimise resentment after a takeover. "
Sample of Sources Used:
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- Burke, R.J., Cooper, C.L.,Martin, G. The Critical Need To Reinvent Management. Business Strategy Review.Volume 21, Issue 1, Article first published online: 9 FEB 2010.Available through: Wiley Online [Accessed 06/01/12]
- Cappetta, R. and P. Cillo (2008). Managing integrators where integration matters: insights from symbolic industries. The International Journal of Human Resource Management 19(12): 2235-2251.
- Djelic, M.-L. and A. Ainamo (1999). "The Coevolution of New Organizational Forms in the Fashion Industry: A Historical and Comparative Study of France, Italy, and the United States." Organization Science 10(5): 622-637.Published by: INFORMS. Accessed via JSTOR 06/01/2012
- Fourboul, V., Bournois, F. 1999. Strategic communication with employees in large European companies: a typology. European Management Journal 17(2): 204-217. Accessed via science direct 06/01/2012
Cite this Research Paper:
What is Leadership? (2012, April 29) Retrieved July 08, 2020, from https://www.academon.com/research-paper/what-is-leadership-150852/
"What is Leadership?" 29 April 2012. Web. 08 July. 2020. <https://www.academon.com/research-paper/what-is-leadership-150852/>