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![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-2](http://images.happyhaksul.com/thumb/455/454739-0002.gif)
![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-3](http://images.happyhaksul.com/thumb/455/454739-0003.gif)
![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-4](http://images.happyhaksul.com/thumb/455/454739-0004.gif)
![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-5](http://images.happyhaksul.com/thumb/455/454739-0005.gif)
![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-6](http://images.happyhaksul.com/thumb/455/454739-0006.gif)
![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-7](http://images.happyhaksul.com/thumb/455/454739-0007.gif)
![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-8](http://images.happyhaksul.com/thumb/455/454739-0008.gif)
![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-9](http://images.happyhaksul.com/thumb/455/454739-0009.gif)
![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-10](http://images.happyhaksul.com/thumb/455/454739-0010.gif)
![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-11](http://images.happyhaksul.com/thumb/455/454739-0011.gif)
![[리더십]카를로스곤(Carlos Ghosn) 리더십(영문)-12](http://images.happyhaksul.com/thumb/455/454739-0012.gif)
분야
docxBoundary spanning leadership traits:
Walk the talk
CFT
NRP and vision.
Communication
Performance based Cross-boundary rotations
Promoting effective women will deliver high return in investment and opportunity.
Carlos Ghosn: background
problems of Nissan, Japan
Using cultural difference------- corperate culture
Coaching and trait theory
An important word in the phrase "sustainable, profitable growth" is the word "sustainable."
we believe it is vital to have consistency between short-term goals and actions and long-term strategy.
, keeping an effective balance requires us to stretch and adapt to changes in our business, in our
environment and in the communities where we operate.
Motivation-passion-focus-determination-execution
You have to explain why you need to change, how you are going to change and what is expected result. If you can explain , then people will give you their full support. He descirbes motivation of people and environment as key element sin the success of any organization. Your employees must be interested in what is going on in the company. Nothing is more inefficient than a boring company. You have to create an interesting environment.
Boundary spanning leadership traits:
“I am not going with any preconceived ideas” Ghosn handpicked 17 French executives from Renault and brought them to Nissan. I chose people who were around 40 years old, experts in their field, very open minded and coaches. I told them we aren’t missionaries. We are not going there to teach the Japanese about the role of women in Japanese business. We are there to help fix Nissan, that’s all. Any issue that doesn’t contribute to that is of no concern to us.
I requested that 1500 profiles of Nissan employees be posted in headquarters to select about 200 people for nine cFT. Multicultural experience wasn’t considered an absolute requirement for success but it was a value added. Basic personal qualities of an individual can always overcome any lack of experience. It’s important to handle small frustrations. Take time to understand and accept that people don’t think or act the same way in France or in Japan, then the cultural differences can become seeds for innovation as opposed to seeds for dissention.
