prada leadership

Topics: Leadership, Management, Miuccia Prada Pages: 5 (1266 words) Published: October 14, 2014
Leadership has becomes a widely discussed topic as its great importance to the current society. The 21st century has saw many significant evolutions including globalisation, development of internet and expanding social demands, and such changes have posed greatest opportunities ever to leaders of entrepreneur(Darling & Beebe, 2007). As a result, it is vital to entrepreneur leaders to fulfill their role as leaders through highly effective leadership. The essay firstly discussed leadership types established by Darling and Leffel (2010). Then it analysed how Muccia Prada applied Director and Creator types of leadership to her career. Finally, it argued the mixture of these two types of leadership made her a highly effective leader.

Leadership is one of the key to the success of any organisations. According to (Redien-Collot, Poroli & Chasserio, 2013), leadership is the mechanism that people use to organise, guide and manage a team to accomplish a common goal. Therefore, leaders can be simply considered as the people who apply such mechanism to direct the team. The style of leadership, on the other hand, can be considered as the methods and attitudes leaders deployed when fulfilling their leadership role (Redien-Collot, Poroli & Chasserio, 2013). Darling and Leffel (2010) have defined four types of leadership based on the levels of assertiveness and responsiveness. Two types are focused in this essay are Director-type leadership, which represents high assertiveness and low responsiveness, and Creator-type leadership, which represents high assertiveness and high responsiveness (Darling & Leffel, 2010).

Being a leader with a Director leadership style is one of the key to the success of Miuccia Prada. According to Darling and Leffel (2010), a Director leadership is characterized as a leader that ranked high in assertiveness and low in emotional responsiveness. This type of leaders is clear about where they plan to drive the organisation to and how to chase personal achievement in such process. Director-type leader is often described as decisive, highly efficient and results-oriented. Miuccia Prada is a typical director-type leader. She brought Prada from a domestic brand in Italy to an international luxury brand as she planed (Moore & Doyle, 2013). Although she is not the establisher of Prada, but it is in her management of over 30 years when Prada transformed from a domestic Italian brand to today’s leading luxury brand. To achieve this, she led the organisation through four pre-determined phases which are distinguishing Prada from any other luxury brands, establishing growth platform from department stores to boutique retailers around the world, acquisition and consolidation (Moore & Doyle, 2013). In each of these four phases, Miuccia Prada made critical decisions to ensure the results are achieved even the decision might not be desired by others and conflicts are raised. For example, when economy’s condition went down she decided to cut the investment in church and other charity programs. This decision has faced strong pressure from both inside and outside of the organisation, but her exclusively strong executing power made it become reality. This decision does ease the financial pressure although been criticised in other aspects (Moore & Doyle, 2013). Miuccia Prada as the leader is very confident in making this series of vital decisions, and her Director style of leadership ensured Prada’s success as the world leading luxury brand.

Miuccia Prada is also a Creator-type of leader. Just as stated by Darling and Leffel (2010), a Creator-type leader is enthusiastic, creative and innovative. They are opportunity taker even it comes with high level of risk, and these traits can also be found on Miuccia Prada. She is not only the soul of design for Prada, but provides inspiration to other top designers in the fashion world, although she is over 60 years old (“From Prada to Zara”, 2009). On the one hand, Miuccia Prada was...
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