Case Study Analysis

CaseStudy Analysis

CaseStudy Analysis

AlanMulally was an effective and ethical leader of Ford Motor Company hewas able to record a net profit of 2.7 billion dollars in 2009despite the loss of 12.7 billion dollars it had incurred in 2006(Carey &amp Keller, 2012). He formulated a clear vision for the Fordbrand he ensured that all stakeholders of the company and members ofthe entire workforce shared the vision. This is a clear indicationthat Mulally embraced visionary leadership. Additionally, he alsoadvocated and maintained proper and effective communication as wellas high level of personal engagement with the employees. This isclearly illustrated by his move from top floor to the fourth floor inthe head office in order to be available for communication with theemployees. In fact, there are several instances where Mulally wouldrespond to employees’ concern via e-mails and sometimes holdone-on-one meetings with them.

Asa manager and a leader, Ford Motor Company’s case helps me learnand realize the significances of embracing strong leadership skills,taking calculating risks, as well as implementing changes that helpthe company achieve long-term growth and success (Kaipa &amp Kriger,2010). It further helps me learn and embrace the importance ofeffective communication with all employees. Effective communicationwith employees helps them air out their views on what should be donefor the company to realize high profits (Shein &amp Bell, 2012).

Similarly,the case illustrates the importance of employing diversifiedstrategies whenever a problem arises within organizations andcompanies. This, in turn, plays a key role in identifying the maincause of any of issues that may derail companies’ andorganizations’ growth.


Carey,D., &amp Keller, J. J. (2012). How the Ford board recruited AlanMulally. Directors &amp Boards, 37(1),31&shy–36.

Kaipa,P. &amp Kriger, M.P. (2010). Empowerment, Vision and PositiveLeadership: An Interview with Alan Mulally, former CEO, BoeingCommercial – Current CEO, Ford Motor Company.Journalof Management Inquiry,19, 110-115.

Shein,J and Bell, M. (2012). At Ford, Turnaround Is Job One. HarvardBusiness Review,1-15.