1. Kamprad’s careful stewardship of resources exemplifies his abilities as a manager. By practicing frugalness and economy, he was able to maximize profits by keeping costs low while also being able to continually innovate his growing company. While to some he may appear frugal, he has created a nest egg for economic downturn and well as creating a strong ethic of financial stewardship within his organization. Planning and problem solving became both the framework for IKEA and its source for innovation.
As a leader, Kamprad again instilled his own personal values into every fiber of IKEA. Effective cost cutting, hard work, and dedication. Aside from just cutting costs however, being influenced by the Bauhaus movement he also wanted to combine cost saving with a sense of style. (Chaundey, 2000) In addition, the welfare of his employees has been a main concern. (Nelson and Quick, 2011)
I believe that Kamprad was (and is) a strong leader and manager for IKEA, and I believe that these principles will be carried on in his sons to future success in the marketplace.
2. The followership of employees within IKEA can be directly linked to the Leadership Grid in Fig. 12.1. (Nelson and Quick, 2011) From the structure of the grid, Kamprad would be a 9,9. Kamprad’s leadership style calls upon and motivates the team members within the company to take initiative and a personal stake in the company. They are hiring not just into a job but into a lifestyle and way of thinking. The combination of careful stewardship with concern for employee welfare creates an environment that gives employees both a responsibility and a sense of community. (Etzioni, 1960) Thus IKEA employees are empowered and feel like they are part of something. In this way IKEA ends up with a staff of active independent, critical thinking individuals. (Nelson and Quick, 2011) This overall will drive employees to greater creativity and productivity for the company they care for and cares for them.
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