Please Provide AI And Turnitin Report Read This Case Study

Please Provide Ai And Turnitin Reportread This Case Studyjc Penney

Please provide AI and Turnitin report. Read this case study: J.C. Penney and Ron Johnson: A Case of Failed Leadership: Lessons to Be Learned Source: Harbin, J. and Humphrey, P. (2015). J.C. Penney and Ron Johnson: A case of failed leadership: Lessons to be learned. Journal of the International Academy for Case Studies, 21 (5), 95-101. Using lessons gained in the course thus far, specifically the leadership theories presented, you will compose a 4–6-page paper (excluding title and reference page) addressing the following: Summarize the case study Discuss which leadership theory (or theories) best describes Ron Johnson's leadership approach. Be sure to support your rationale with appropriate examples. Identify a leadership approach that would have proven to be more effective in resolving the issues. If you believe the approach(es) used are appropriate, please explain why, what challenges he had in implementing, and recommendations how to properly apply the leadership state. Additional guidance: Do not forget your introduction and conclusion An abstract is not required. Double-space your work Cite your sources Remember, it is okay to use directly quoted material, but it should support your work and not replace it. Please keep directly quoted material to a minimum.

Paper For Above instruction

The case study “J.C. Penney and Ron Johnson: A Case of Failed Leadership” offers a comprehensive examination of one of the retail industry’s notable leadership failures. Authored by Harbin and Humphrey (2015), this case sheds light on Ron Johnson’s ambitious but ultimately unsuccessful attempt to revamp J.C. Penney's strategic direction, highlighting key lessons related to leadership, change management, and organizational culture. This paper summarizes the key aspects of the case study, analyzes Johnson’s leadership approach through relevant leadership theories, suggests more effective alternative approaches, and discusses what could have been done differently to ensure success.

Summary of the Case Study

The case study details Ron Johnson’s appointment as CEO of J.C. Penney in 2011, heralding a new era focused on innovation and modernization. Johnson, previously recognized for his success at Apple, aimed to transform J.C. Penney by eliminating sales and coupons, introducing everyday low prices, and redesigning stores to a sleek, minimalist aesthetic. His vision was rooted in a desire to appeal to younger, trendier shoppers, and to reposition the retailer in a competitive retail environment. However, Johnson’s strategy failed to resonate with existing customers, and the new pricing and merchandising model alienated loyal shoppers who traditionally relied on sales and discounts. The company’s financial performance deteriorated rapidly, and Johnson’s approach faced staunch internal resistance and misalignment with organizational culture. Ultimately, his leadership resulted in declining sales, loss of market share, and his resignation. The case underscores the importance of understanding organizational culture, customer behavior, and stakeholder engagement in strategic change initiatives.

Leadership Theory Analysis

Ron Johnson’s leadership approach can be primarily analyzed through transformational leadership theory. Transformational leaders inspire and motivate followers to achieve a vision that often involves significant change. Johnson exhibited some traits of transformational leadership by articulating a compelling vision of innovation and repositioning J.C. Penney; however, his failure lay in a lack of effective execution and appreciation of the organization’s existing culture and customer base.

Furthermore, Johnson’s approach lacked the element of transactional leadership, which emphasizes clear structures, routines, and reward systems aligned with existing practices. His radical shift disregarded the transactional nature of retail customer loyalty, which heavily relies on discounts and sales promotions. This disconnect led to resistance and dissatisfaction among both employees and consumers.

Another applicable leadership theory is leader-member exchange (LMX), which emphasizes the importance of quality relationships between leaders and followers. Johnson’s alienation of key stakeholders through top-down decision-making and marginalization of store employees hampered his ability to implement change effectively. The lack of engaging followers and fostering trust impeded the successful adoption of his vision.

A More Effective Leadership Approach

A more effective leadership approach in this context could have been a participative or servant leadership style. Engaging employees and stakeholders at all levels through shared decision-making could have fostered greater buy-in and reduced resistance. Servant leadership, which prioritizes serving the needs of followers and empowering them, could have facilitated smoother change management and better alignment with organizational culture.

Implementing Kotter’s 8-Step Change Model could also have improved Johnson’s chances of success. This model emphasizes creating urgency, forming guiding coalitions, communicating vision, and consolidating gains—elements that could help manage organizational resistance and culture effectively.

Conclusion

Ron Johnson’s tenure at J.C. Penney exemplifies how leadership missteps and insufficient consideration of organizational culture can lead to failure. Transformational leadership offers inspiration but must be accompanied by thorough change management and stakeholder engagement strategies. Participative or servant leadership styles, coupled with structured change models like Kotter’s, could have fostered a more successful transformation. Effective leadership requires balancing vision with cultural and relational awareness, ensuring that strategic initiatives resonate with both employees and customers.

References

  • Harbin, J., & Humphrey, P. (2015). J.C. Penney and Ron Johnson: A case of failed leadership: Lessons to be learned. Journal of the International Academy for Case Studies, 21(5), 95-101.
  • Bass, B. M. (1995). Leadership and performance beyond expectations. Free Press.
  • Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
  • Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
  • Yukl, G. (2010). Leadership in organizations. Pearson Education.
  • Herzberg, F., Mausner, B., & Snyderman, B. (2011). The motivation to work. Transaction Publishers.
  • Chrislip, D. D., & Larson, C. E. (1994). Collaborative leadership: How citizens and civic leaders can make a difference. Jossey-Bass.

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