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HUMAN RESO

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Nov 24, 2024

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INTERNATIONAL LEADERSHIP AND ENTREPRENEURSHIP (ILE)

Table of Contents Introduction ................................................................................................................................ 1 Task 1 ......................................................................................................................................... 1 Evaluation of Carlos's success ............................................................................................... 1 Path goal theory ...................................................................................................................... 1 Hofstede ................................................................................................................................. 2 5 Big Personalities Traits ....................................................................................................... 3 Fall of leadership .................................................................................................................... 4 Recommendation .................................................................................................................... 4 Task two ..................................................................................................................................... 5 Entrepreneur of an SME ......................................................................................................... 5 Lessons can be learned from the enigmatic leader’s success ................................................. 5 Key behavioural traits entrepreneurs ..................................................................................... 6 Conclusion .................................................................................................................................. 6 References .................................................................................................................................. 7 Page 1 of 9

Introduction The study is to explore the lives of a potentially versatile individual leader Carlos Ghosn who is the leader of the automobile industry and has depicted his potential in protecting the bankruptcy of Nissan. he had been a potential leader for his Christmas personality vision and efficiency. It is to further explore his fall and subsequent lesson to the entrepreneurs of the current generation for learning new behaviours and expanding the business at the international level. Task 1 Evaluation of Carlos's success Carlos Goshen was a successful leader at Nissan with his versatility and understanding of the variety of cultures. It is important to identify the effectiveness of his leadership in the context of the international business environment. He had been a successful leader offering training and development to the people in Germany and France. Path goal theory The path-goal theory is more concerned with the improvement of leadership effectiveness. Leadership effectiveness is largely dependent on certain effective leadership approaches. Leadership style of Carlos is found to be highly supportive, participative and achievement- oriented. He expected the follower to have a good experience in fulfilment of the need and developing of personality ( Zaccaro et al., 2017) . Its focus of Carlos is to identify the task structure system of authority and the nature of the group. he is more concerned with the achievement of the goal in the satisfaction of the follower productivity and reward. According to Carlo, the satisfaction of the employee and the structure of the supply chain could help to ensure continuity and ensure the scale of the economy. Figure 1: Path-Gaol components (Source: House, 1976) Page 2 of 9

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Hofstede Carlos is known to be a transcultural leader in the context of the environment as a result of circumstances. He believed in the cultivation of a certain mindset to manage the environment," if you have to work and particular to something significant in a country it is much easier if somehow you connect with the country and you like the country and you respect the people and you are curious about the culture" (Souza, 2021). Figure 2: Hofstede Cultural dimension (Source: Mulyana et al., 2020)  In terms of the power distance index, Carlos believes in equality and information sharing and hardly accepts inequity and power differences.  When it comes to collectivism, he was from Brazil and considered the need for a collective approach toward organizational Management. He also proposed collaboration with Renault.  He was a leader with a difference and was capable of accepting a high level of uncertainty. She was capable of dealing with ambiguity and uncertainty to manage the company and ensure its progress.  He was a tender leader and was capable of managing attitude, behaviours and equality. It is found that he was human participative and self-protective. He is capable of managing and building motivation ( Cheng, 2019) . Page 3 of 9

 He had a strong vision of Nissan. He had a good approach toward long-term orientation as it improves the sustainability of the company and optimizes the operation under his leadership.  It has also been found that Carlos had a significant restraint and ensured the gratification of needs. It regulates social norms. He believed in the normal functioning of society.  It has been found that he had a significant and potential balance of leadership and cultural tendency and managed the existence of Nissan in Germany and France.  Role of Charismatic innovative corporate national road culture plays in his success 5 Big Personalities Traits The big five personality traits include openness, conscientiousness, extraversion agreeableness and neuroticism. Figure 3: Personality Traits (Source: Yukl, 2013) It has been noted that Carlo was a leader with her potential leadership characteristics. He was an embodiment of broad-mind brightness, a creative person with great curiosity. He displayed great ambition in the context of society. He was active and able to grasp the issue with an optimistic attitude. Carlos has been very trustful and helpful offering potential support to the business and the employee. He had a great attachment to the company and the employees of the organization. Page 4 of 9

He had a great connection with the company and continued to offer support to the business decision, employee development and development of innovative design in the company over the period. The growth and development of the company were largely driven by his good cultural understanding and efficient connection with the people and community. His participative leadership style remained at the centre of success. Fall of leadership It has been noted that he was the potential leader to protect Nissan from bankruptcy and became the driving force behind the global alliance between the company Nissan and Renault. It has been noted that the financial fraud has affected his leadership. His corrupt behaviours and negative leadership have affected his capability as a leader. He is found to have been affected by the wrong financial engagement ( House, 1976) . The organization needs to have a leader who maintains ethical behaviours and provides good direction to the follower. The million-dollar financial fraud had affected the repetition of the company and it was the way of the leader. There were significant drama and TV shows regarding the financial fraud committed by the leader of the company. It has been found that Carlos' motion had great difficulty in managing the failure. He had been a capable leader working across cultural divides and winning through non-painful changes but he had great difficulty managing the failure in Japan. He was more focused on going out of the country with a lot of money. Leadership changes in behaviours and impact on the company and team may have a negative impact on the organizational reputation and organizational capability. There was significant corruption and a lack of ability to manage failure. It has been noted that Carlos had no proper way of managing the contingency planning and wanted to escape illegally with a large sum of money. The lack of understanding of ethical behaviours and inefficient contingency planning lead to financial fraud and subsequent loss of reputation as a leader. Recommendation  Carlos needs to have great patients in the moment of loss and failure and manage the circumstances in a better way.  A contingency leadership approach could have offered him a significant way of managing the risk of failure and ensuring positive growth and development. The use of the situational leadership approach could have offered him potential support to Page 5 of 9

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manage the circumstances in a significant way to overcome the challenges and prevent the loss of the organization and failure in the circumstances.  According to House (1976), Charismatic leadership is also considered to be very useful in managing the workplace and overcoming the situation in a significant way. Task two Entrepreneur of an SME It has been noted that the Charismatic leadership style of Carlos is considered to be a significant approach to maintaining sustainability profitability and growth over some time in the context of the global market (House, 1976). He had a great understanding of culture and the need for leadership in different circumstances. she had been an interesting leader who had common extracting consisting of honesty infinity courage passion commitment who is confidence and responsibility. His risk-taking ability has made him her leader and allowed the organization to improve its performance and create greater value. He was largely influenced by the effectiveness of leaders for all his leadership personality traits. He has depicted a significant level of transparency in executing the strategy. He has also followed effective communication in the context of managing the company (Zaccaro, Kemp and Bader, 2017). One of the most important aspects of his leadership was his ability to maintain transformation and charismatic leadership quality. These are the important personality and leadership qualities that are the important way of managing new businesses and entrepreneurs need to learn more from him. Lessons can be learned from the enigmatic leader’s success Today's leaders need to have a good understanding of time management skills and ensure an informed opinion. He has great innovative and risk-checking abilities. His close control over his team of a large company. Organizations and modern entrepreneurs need to learn more about team management. He has motivated the team members of the company without imposing any street control. He has a great ability to maintain cultural diversity and incorporates a democratic management style. Negative behaviours His unethical behaviours and lack of handling the failure lead to the downfall of his leadership in the context of the industry. It was noted that financial fraud and corrupt behaviours cause a significant impact on the organization. Page 6 of 9

Key behavioural traits entrepreneurs One of the most important aspects of entrepreneurial leadership behaviour that has been identified in Carlos is the understanding of culture with the proper interaction and creating a relevant organizational culture for managing the met our national environment. His leadership to influence others strategically for promoting the behaviour that develops advantages and seeks opportunity is considered to be the best way for setting up enterprises and expanding them at the international level. He has shown the capability of the global environment and centralisation of the power hierarchy. As per his leadership behaviour and capability, it is evident that leaders need to have a good understanding of diversity and sustain homogeneity with the assimilative individual quality. It has also been found at the entrepreneurs of the current generation need to learn more about the management of discrimination and fairness respective with the continuous motivation to the employee for learning perspective. He has been rated effectively on the Hofstede cultural model where he is more focused on managing diversity. The leader needs to be charismatic, team-oriented, self-protective, participative human-oriented and autonomous and these are the potential behaviours retained by Carlos in his time. These behaviour trades need to be available among the entrepreneurs of the current generation. Conclusion It can be said that the rise and fall of Carlo suggest the potential behaviour of the leaders and it has also provided a significant lesson to today's entrepreneurs for managing and developing businesses and expanding them to the international environment. Page 7 of 9

References Cheng, T. S. 2019. The study of the relationship for personality traits, perception risk, motivation, business strategies environmental factors and business performance to entrepreneurs. International Journal of Organizational Innovation (Online) , 12 (2), 360-371. https://www.ijoi-online.org/attachments/article/187/0968%20Final.pdf House, R. J. 1976. A 1976 theory of charismatic leadership. In J. G. Hunt and L. L. Larson (Eds.), Leadership: The cutting edge (pp. 189– 207). Carbondale: Southern Illinois University Press Leggett, T. 2018 Carlos Ghosn: The fall of the god of Cars , BBC News . BBC. Available at: https://www.bbc.co.uk/news/extra/Bi5xGc7SIj/the_fall_of_the_god_of_cars (Accessed: December 1, 2022). Lose, T., and Kwahene, F. 2021. Demographical variables and entrepreneurial disposition: a narrative overview of the literature. Academy of Entrepreneurship Journal , 27 , 1-8. Mulyana, M., Hakim, D. B., and Hartoyo, S. 2021. Entrepreneurial Activities And Performance Of Rice Farming In Bojongpicung Sub-District, Cianjur Regency. European Journal of Molecular and Clinical Medicine , 7 (3), 4528-4535. https://www.researchgate.net/profile/Mumuh- Mulyana/publication/347593607_Entrepreneurial_Activities_And_Performance_Of_Rice_Fa rming_In_Bojongpicung_Sub- _District_Cianjur_Regency/links/5fe264f4299bf1408837389f/Entrepreneurial-Activities- And-Performance-Of-Rice-Farming-In-Bojongpicung-Sub-District-Cianjur-Regency.pdf Souza, R., 2021. The leadership of Carlos Ghosn. Boletim Interfaces da Psicologia da UFRuralRJ , 5 , pp.110-118. Yukl, G 2013. Leadership in Organisations. 8th Ed. New York: Pearson Zaccaro, S.J., Kemp, C., and Bader, P. 2017. Leadership traits and attributes. In Antonakis, J., Cianciolo, A. T., and Sternberg, R. J. (Eds.). The nature of leadership (3rd Ed., pp. 29- 55).Thousand Oaks, CA: Sage Page 8 of 9

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