Do You Think GM Can Outduel The Technology Companies For ✓ Solved

Do you think GM can outduel the technology companies for

1. Do you think GM can outduel the technology companies for safe autonomous driving vehicles?

2. Would you consider Mary Barra to be the prototypical transformational leader? In what ways does she fit or not fit that model?

3. Given GM’s history, why does Barra put a premium on her executives’ leadership behaviors?

4. Before reading this chapter, which statement did you feel was more accurate: “Leaders are born” or “Leaders are made”? How do you feel now, and why do you feel that way?

Paper For Above Instructions

In the context of modern automotive innovation, the question arises: can General Motors (GM) effectively compete against technology giants in the race towards safe autonomous driving vehicles? With a proposed and firm commitment to integrating cutting-edge technology, GM has positioned itself uniquely amidst the rapid advancements by companies like Google, Uber, and Tesla. This exploration will evaluate the competitive potential of GM, the transformational leadership characteristics of CEO Mary Barra, the implications of leadership behaviors at GM, and a reflection on the nature of leadership itself.

GM's Competitive Edge

There is a legitimate argument to be made about GM’s capability to outduel technology companies in developing safe autonomous vehicles. One of the significant advantages GM holds is its extensive experience in the automotive field, along with a dedicated focus on regulatory standards required for vehicle safety. While tech companies are well-versed in software and algorithm design, GM excels in the hardware integration aspect, which is crucial for autonomous vehicles. Mark Reuss, GM's product chief, emphasized that the integration of technology into cars is far more complex than what it may appear, asserting that the effort required is equal to or even exceeds the tech development itself (Tetzeli, 2016).

Furthermore, GM’s acquisition of Cruise Automation for $581 million places it in a favorable position. This acquisition not only enhances GM's capabilities in self-driving technologies but also showcases their commitment to leading in autonomous driving (DeBord, 2017). With initiatives like the GM 2020 program aimed at fostering a culture of speed and innovation, the company aims to expedite its decision-making processes and enhance operational efficiency (Ingrassia, 2016).

Mary Barra: A Transformational Leader

Mary Barra exemplifies the qualities of a transformational leader. Transformational leadership is characterized by the ability to inspire and motivate followers towards a shared vision, thus facilitating change (Colquitt, LePine, & Wesson, 2019). Barra’s leadership style reflects key dimensions such as idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Her proactive approach in critical decision-making—enhancing organizational culture while prioritizing speed and accountability—aligns with the transformational leader's mission to empower and uplift the organization (Fussman, 2016).

Barra has not only united her executive team around a common goal but has also taken personal responsibility for educating leaders within GM on necessary interpersonal skills. This reflects a commitment to fostering an environment where change is not just accepted but embraced (DeBord, 2017). Such leadership behaviors are essential in navigating GM through the tumultuous operational challenges it faces in the fast-evolving automotive industry.

Importance of Leadership Behaviors at GM

Given GM's historical context, the emphasis that Barra places on the leadership behaviors of her executives is pertinent. The previous recall crises faced by GM highlighted a critical need for accountability and urgency in decision-making—a starkly different culture than what existed prior (Tetzeli, 2016). The evolution of GM, overseen by Barra, emphasizes the need for leaders who are not only competent but also adaptable in a time of rapid change. With a priority on speed and responsibility, it’s essential for executives to exhibit behaviors that reflect those values, affecting the entire organizational structure.

The Nature of Leadership: Born or Made?

Exploring the nature of leadership invites a complex debate: are leaders born, or are they made? Initially, one might gravitate toward the adage that “leaders are made,” influenced by experiences and opportunities for development. However, observing leaders like Barra demonstrates that inherent qualities often intertwine with learned skills to cultivate effective leadership. While innate qualities may grant some individuals a natural affinity for leadership roles, formal training and lived experiences play a crucial role in shaping proficient leaders.

In conclusion, GM’s pursuit of excellence in autonomous vehicles amidst technology firms underscores a compelling narrative about the future of transportation. Mary Barra’s leadership exemplifies transformational qualities that are necessary to navigate this challenging landscape effectively. GM's emphasis on serious leadership development and cultural change reflects an understanding that while leaders can be indeed shaped through experiences, the inherent qualities of leadership can also significantly influence outcomes in both organizational and societal contexts.

References

• Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019). Organizational behaviour: Improving performance and commitment in the workplace (6th ed). Burr Ridge, IL: McGraw-Hill Irwin.
• DeBord, M. (2017). Mary Barra Is About to Become the Most Influential CEO in GM History. Business Insider.
• Fussman, C. (2016). What I’ve Learned: Mary Barra. Esquire.
• Ingrassia, P. (2016). Hail Mary. Fortune.
• Tetzeli, R. (2016). The Accelerators. Fast Company.
• Goleman, D. (2000). Leadership That Gets Results. Harvard Business Review.
• Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do Traits Matter? Academy of Management Executive.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed). Thousand Oaks, CA: Sage Publications.
• Yukl, G. (2013). Leadership in Organizations (8th ed). Upper Saddle River, NJ: Pearson.
• Zhang, Y., & Hu, Y. (2018). Transformational Leadership and Organizational Performance: A Review of the Literature. International Journal of Management Reviews.