This paper was prepared as a case assignment for week 4 of the subject “Organizational Change and Development Management System,” taught by It was about the change leadership of Carlos Ghosn, a CEO of Renault and Nissan. In this paper, it has been discussed the core tasks and evaluation of Carlos Ghosn’s approach to change leadership at Nissan.
Leading Change- Carlos Ghosn at Renault and Nissan
Carlos Ghosn can be recognized as one of the most dramatic turnaround leaders in the history of the modern corporation. His first job was as a manufacturing engineer at Michelin, a private French tire company, in 1978, while he was still a student. Then he joined Renault in 1996 with the number two position, and earned very good reputation. Due to Renault-Nissan Alliance, he was dispatched to Tokyo to rescue its floundering Japanese business partner, Nissan Motor in 1999, and within a year, Ghosn had returned Japan’s second-largest auto manufacturer to profitability. Then he was named as a CEO of Nissan in 2001. Under his leadership, Nissan has pushed aggressively into emerging markets and shifted production of many core models outside Japan. In 2005, Ghosn returned to Reanault, and now serving as a joint CEO of both Renault and Nissan. (Spector, Leading Change- Carlos Ghosn at Renault and Nisson, 2013)
Leadership and Change
Leading is considered to be known as the foundation of the management. Leadership involves an equal distribution of power between leaders and group members. (Thames, 2005) According to Useem, leadership is a matter of making a difference. It entails changing an organization and making active choices among plausible alternatives, and depends on the development of others and mobilizing them to get the job. (Mullins, 2007)
The manager’s ability to influence the organization’s members through leadership, will determine the extent to which employees and their organization realize their...