宜家領(lǐng)導(dǎo)力分析

1、IntroductionIKEA is the leader in furniture areas and it has 70 years history. Economic depression cannot containment IKEA has high earnings. In this report from the perspective of leadership, with IKEA founder Ingvar Kamprad as a clue, and combined with analysis of transformational leader and conti

2、ngency theory. On the other hand, research IKEA negative issues. Finally, is summarize and I have given the appropriate adjustment recommendations.Special leadership of IKEAIngvar Kamprad as the founder of IKEA, He has a great creative thinking and accurate assessment of demand, this allows him pion

3、eered a new business model integration of enables manufacturers and retailers. IKEA make the first chance with the new business model in the early stages of development. In 1943, transactional leaders prevailed and transformational leadership theory has not been widely practiced. In that time IKEA h

4、as just started, Ingvar Kamprad was convinced only the staff can create unlimited value that who love the job of the company. He focused on employee happiness levels, with enthusiasm and innovation as a subject, creating a “staff first” environment. 70 years later, we can still see this core spirit

5、on the Jobs website of IKEA. But elements of the development and the success of IKEA are not just limited.The first point is idealized influence. Leaders must enable employees to keep hope for the future of the company. Key word is visions. From 1953 to 1963, IKEA rapid development in the early, it

6、leads to competitors combined and launched a decade-long price war. In this difficult time Ingvar Kamprad makes employees believe that IKEA products have low price and unique, it will dominate the market in the future. And at the same time He formulated a series of long-term and short-term strategic

7、 planning. Many employees do not understand the company is dangerous. Ingvar Kamprad made them believe he has a winning secret. During this time only a few people left. This is indeed saved the company (Johan Stenebo 2012).The second point, inspirational motivation and intellectual stimulation. Key

8、words are enjoying the work and dreams. In 1959, IKEA's fourth employee Gillis Lundgren inadvertently thought the kitchen have simple and practical storage logic, it also applies to furniture. Then, TORE Toler was born. There are many such designs inadvertently in the IKEA 70 years history (Alex

9、ander Dürr 2004). These designs are create history, and now we also can see them in many families. Behind the success is leadership support.The third point, Theory of charismatic leadership. Key word is resonance. In the one hand, Ingvar Kamprad image is simple and appropriately, it is same wit

10、h IKEA's brand image. No limousine and luxury clothing, he has always insisted thrift and it become his characteristic. On the other hand, he set up a variety of human welfare fund to help children and the needy, established Cancer Research Foundation (Wahlström & Widstrand, 2006). This

11、 distinct personality and charitable acts make employees attached to him emotionally. It enhances the overall cohesion and solidarity.The last point, Theory of hierarchy need, Company is family. Key word is needs. In very early age, Ingvar Kamprad sell goods to his neighbor, which made him clearly u

12、nderstand customer needs. After established IKEA, He was concerned about the individual needs of employees. The earliest of those employees, who joined IKEA, established a very close relationship with him (Johan Stenebo 2012). They help each other, loyalty, solidarity and simply. These values, const

13、antly transmitted to each new person joined IKEA. Almost every employee can find the appropriate sense of belonging at IKEA.The other areas of the “special”From another perspective, IKEA is a family business. KEA is no board of directors. Kamprad has absolute leadership at IKEA. Therefore, this lead

14、ership has particularity, and huge success accompanied by huge hidden dangers.Firstly, Ingvar Kamprad spirit and philosophy exists instabilities. Replacement of key leadership, different leadership will gradually change the company over time.Secondly, is excessive delegation of authority. Different

15、departments and companies lack of supervision. It is cause IKEA France surveillance scandal (BBC News Online 2013). On the one hand, is loss of brand image, on the other hand, It reflects more on the hidden dangers exist within IKEA.Other point, IKEA offers home-like environment for their employees.

16、 but for some staff, fewer opportunities for job promotion and job promotion cannot be equivalent creation value. It makes them feel disappointedFinally, In Many factors such as organizational size, organizational adaptability to the external environment, organizational resources and business activi

17、ties of the gap etc. these factors will limit the transformational leader.ConclusionLeadership, compared to the theoretical focus more on practice, it more like art than behavior. IKEA has a special leadership; it has formed an entrepreneurial spirit. This spirit for the initial company formation an

18、d stability, as well as medium-term development plays a crucial role. However, IKEA is a family business. The unified leadership and consistency of leadership direction is sustains the all key elements. This special leadership with time have huge variable and unstable and it is easily have qualitati

19、ve change when the internal and external were change.RecommendationsFor the first point, through with HR departments to strengthen management of the promotion screening and training to ensure the unity of purpose and leadership types.For the second point, between departments and companies establish

20、surveillance institutions to avoid subordinate departments have excessive concentration of power.For the third point, establishment of a special assessment department, combined with the ability of employees to create value for the enterprise and given the salary adjustment for the job.For the final

21、point, could send the appropriate management from headquarters of the company to subordinate company integrate and manage issues. ReferencesJohan, S (2012) The Truth about IKEA. Gibson Square Books, Limited.Alexander, D ( 2004 ) Business success in an international environment - Global leadership. GRIN Verlag.Bertil, T and Ingvar, K (2006) Historien om IKEA: Ingv