Agreeableness is a person’s ability to get along with others, Agreeable individuals are considerate, friendly, helpful and willing to compromise their interests. Mulally had great ability to get along with others. He liked to include and involve everybody. He was very friendly and warm. Ted reed in his article wrote “ Mulally is a master of the warm-hearted gesture, of taking a little extra time to make people feel important, enthusiastic and ready to follow him anywhere.”
On the other hand his management was crisp and authoritative. He was very passionate about his vision and would not compromise. He had fierce desire to win and would not hesitate to take tough decisions.
Based on the above arguments I would say he had moderate level of agreeableness.
Mulally was highly motivated and focused. After joining Ford, Mulally devised a plan that identified specific goals for the company, created a process that moved it toward those goals, and installed a management system to make sure the company reaches those goals. When Mulally started at Ford, the car company didn’t have focus. It didn’t know what it stood for as a brand. Consumers and employees were confused. Mulally crafted the framework to save Ford. Mulally set up clear systems that kept him and his team accountable.
In 2006, Ford lost $12.7 billion, its worst performance ever. In 2010, the company had net income of $6.6 billion, Its biggest profit in a decade. This turnaround at Ford under Alan Mulally had been nothing short of spectacular and proof of his high level of conscientious
Mulally has shown high degree of openness. The thirst for information and enthusiasm for the challenge were Mullally hallmarks. He was with Boeing since 1969 and had no experience of Auto industry. He took the challenge and moved to Ford in 2006. He overcame his lack of experience in Auto industry by researching and studying Ford like a student. After joining Ford, he created plastic cards with Goals and a...