Leaders are individuals who possess qualities that can guide, influence, inspire, and encourage individuals to perform tasks. To have the abilities to lead individuals in a way that makes him or her feel worthy about themselves and the job he or she has done is a quality that most admire. Leaders who can inspire individuals in this way have a "special" social influence. Effective leadership that is aligned with the strategies of an organization will serve as a powerful force to be reckoned with. This paper is an attempt to explore the leadership role of Robert Nardelli and his leadership traits and the quality of his management and direction while serving as CEO at Home Depot.
Robert Nardelli was brought on to the Home Depot team in 2000 replacing his predecessors Bernie Marcus and Arthur Blank who cofounded Home Depot in 1978. With the inception of Nardelli to this team came the shifting of gears for Home Depot. Robert Nardelli was a genius when it came to profits, gross margins, sales, productivity, and making improvements to the supply chain, however; he came into intense criticism with the treatment that was given to long-term employees.
[...] This type of leadership may have worked in another organization for Nardelli, but it did not work at Home Depot. According to Dayton Daily News if asked what kind of leader Narelli was it was stated, would depend on what part of his career you're looking said Nell Minow, editor and co-founder of the Corporate Library, an independent corporate research firm. did a very, very fine job at On the other hand, Minow called his tenure at Home Depot “catastrophic.”(Gnau para. [...]
[...] He was strict on goals and organizational achievements. This leadership style caused a slow down in growth and triggered a better reputation for Lowes as this company focused on providing better customer service, and delivered personalized products for women. Research performed on Nardelli revealed he understood the culture of his predecessor's organizational freedom and innovative spirit however; Nardelli lacked severely the qualities for employees to achieve. Nardelli was definitely a task-oriented leader and innately concerned with bringing tasks to a completion for productivity purposes that would no doubt leave the employees low on the food chain for cohesion and contentment. [...]
[...] Nardelli did not consider organizational context nor did her consider personal circumstances. The lack of flexibility in regard to Nardelli endangered the process of Home Depot. Nardelli did not seem to learn the culture of Home Depot therefore, prevented the promotion of innovation that possibly could have helped the organization. The methods of leadership that Robert Nardelli fostered were completely unethical and uncalled for. Nardelli refused to face the facts and ran from the situation and did not take appropriate actions as a leader. [...]
[...] Dayton Daily News. Retrieved from http://www.daytondailynews.com/news/business/controversial-track- record-follows-new-leader-at-n/nNDhm Kavilanz, Parlia B. (2007). CNN Money. Retrieved from http://money.cnn.com/2007/01/03/news/companies/home_depot/ Knowledge @ Wharton. (2007). [...]
[...] The contingency model further explains the nature of a leader's circumstances through the incorporation of situation-specific variables into the analysis. Fiedler's contingency model provides the most widely noted example of this type of approach” (Baack 8.4 Situational theory suggests that leaders select the sequence of actions and assess those actions for the organization based upon situational variables. Nardelli brought forth the leadership style that worked at Chrysler to Home Depot. This proved to be a mistake. Home Depot did not operate under those terms. [...]
APA Style reference
For your bibliographyOnline reading
with our online readerContent validated
by our reading committee
