Patricia Urquiola and Rei Kawakubo, Two Leading Designers in Comparison

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  • Topic: Rei Kawakubo, Leadership, Comme des Garçons
  • Pages : 9 (2876 words )
  • Download(s) : 15
  • Published : February 13, 2013
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Title
Patricia Urquiola and Rei Kawakubo, two leading designers in comparison

Assignment
Compare and contrast two leaders, at least one of whom must be a business leader. Which of the two was the more effective leader? Why? What skills must they demonstrate? These two leaders must be explicitly named in your assignment and will be drawn from your knowledge of them or from biographies of modern-day leaders. Provide enough details of these two leaders so that a reader, who does not know of them, will be able to follow the points about them that you are making. Your assignment should demonstrate that you know what makes a successful leader, manager and entrepreneur in any situation.

Word count
The total number of words should be 2500.
(from the start of the Introduction till the end of the Conclusion): 2471 words

Executive Summary
This essay explores the definition of effective leadership and introduces two female leaders of the design industry, who originate from very different cultural backgrounds. Furthermore, it will outline similarities and differences in their way of leading based on preceding definition. In the conclusion, this paper explains that both featured individuals are effective leaders, however, one actually practices leadership on daily bases, while the other one has created a movement that will keep on attracting followers even after she stops working.

Table of contents

Introductionp. 3
Definition of effective leadership p. 3
Who is Rei Kawakubo?p. 4
Working with Patricia Urquiolap. 6
Comparing the two leadersp. 7
Conclusionp. 8

References

1 Introduction
Effective leadership is hard to measure and entails a life long process of practice and reflection. Once the main ideas behind effective leadership are defined, this essay examines two design leaders: Rei Kawakubo, the creator of an internationally recognized Japanese fashion brand, and Patricia Urquiola, a designer originally from Spain, who has made herself a name through opening her own studio in Milan. Throughout the comparison, this paper illustrates their individual approaches to leadership and explains their level of influence. Kawakubo is an enigmatic entrepreneur who has created a following by breaking the conventional rules of the fashion industry while Urquiola has educated herself to become a competent leader and manager. Concluding with the understanding that Urquiola is in fact leading and managing on daily bases whereas Kawakubo has successfully built a following by exhibiting her artistic collections, this paper points out that there is two interpretations of effective leadership.

2 Definition of effective leadership
There is no simple way of describing leadership. Our textbook states that leadership develops through experience and reflection and is defined as the ‘process of influencing an organized group towards achieving its goals’. We also learn that it is essential to examine not only the leader, but also the followers and the situation in order to give an appropriate evaluation (Hughes, Ginnet & Curphy 2012). In addition, the adjective ‘effective’ has two definitions, it can mean ‘successful in producing a desired or intended result’ or can be defined as ‘existing in fact’ (Oxford Dictionaries 2013). According to the Leadership Business Academy, typical characteristics of successful leaders are emotional intelligence, honesty, integrity, courageousness and self-confidence. In a business scenario, leaders also must be competent within the business and know the competitive landscape to be able to keep a clear strategic perspective and promote innovation. Leaders create direction and ensure results within the company, in addition, they have to ensure ethically and socially sustainable values for up to four different parties: the client, who brings in revenue; the stakeholder, who invests in the company and wants to maintain...
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