LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN : 21BTRCL016

Case Study-1: Transformational Leadership: Steve Jobs at Apple

Steve Jobs at Apple Steve Jobs’ leadership at Apple is a classic example of Transformational
Leadership. Jobs focused on the big picture, driving innovation and inspiring his team to reach
new heights in creativity and design, transforming Apple into one of the most iconic companies
in the world. One of Steve Jobs transformational strategies was to change the outlook of the
higher ups in management and the technology team to work on small volumes of projects with
high impacts. When Jobs returned to Apple in 1997, it was producing a random array of
computers and peripherals, including a dozen different versions of the Macintosh. After a few
weeks of product review sessions, he’d finally had enough. “Stop!” he shouted. “This is crazy.”
He grabbed a Magic Marker, padded in his bare feet to a whiteboard, and drew a two-by-two
grid. “Here’s what we need,” he declared. Atop the two columns, he wrote “Consumer” and
“Pro.” He labeled the two rows “Desktop” and “Portable.” Their job, he told his team members,
was to focus on four great products, one for each quadrant. All other products should be
canceled. There was a stunned silence. But by getting Apple to focus on making just four
computers, he saved the company. This was one of his methods or approaches to emphasize
focus and how important it is to understand that a team working on an idea or a project with the
utmost focus can portray a progressive and efficient image.
Another activity of Steve Jobs to keep the spirits and morale of Apple's team was to take them
out on a retreat. Normally Steve always had a white board with him and utilizing it was one of
his methods to stay in control of the conversation or meeting and always captivated people
therefore not letting go of the focus and attention of everyone present.
He used to ask his team, “What are the 10 things we should be doing next?” People would fight
to get their suggestions on the white board. Jobs would write them down—and then cross off the
ones he decreed dumb. After much jockeying, the group would come up with a list of 10. Then
Jobs would slash the bottom seven and announce, “We can only do three". This was his
approach to engage the team into efficiency and quality.
Jobs and his Zen-like ability to focus was accompanied by the related instinct to simplify things
by zeroing in on their essence and eliminating unnecessary components. “Simplicity is the
ultimate sophistication,” was Apple’s first marketing brochure. During the design of the iPod
interface, Jobs tried at every meeting to find ways to cut clutter. He insisted on being able to get
to whatever he wanted in three clicks. One navigation screen, for example, asked users whether
they wanted to search by song, album, or artist. “Why do we need that screen?” Jobs
demanded. The designers realized they didn’t. At one point Jobs made the simplest of all
suggestions: Let’s get rid of the on/off button. At first the team members were taken aback, but
then they realized the button was unnecessary. The device would gradually power down if it
wasn’t being used and would spring to life when re-engaged. With this he focussed on taking
the responsibility till the end. Jobs knew that the best way to achieve simplicity was to make
sure that hardware, software, and peripheral devices were seamlessly integrated. Jobs and
Apple took end-to-end responsibility for the user experience—something too few companies do.
From the performance of the ARM microprocessor in the iPhone to the act of buying that phone
in an Apple Store, every aspect of the customer experience was tightly linked together.
 LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN : 21BTRCL016

Case 2 : Transactional Leadership: Bill Gates at Microsoft

Bill Gates, the co-founder of Microsoft, is known as a transactional leader due to his focus on
concrete goals,establishing specific, measurable goals for his teams at Microsoft, ensuring that
everyone knew what was expected of them. His structured approach helped streamline
operations and focus efforts on high-impact projects. Gates set a clear goal of “a computer on
every desk and in every home,” which became Microsoft’s guiding vision. This concrete
objective provided direction and motivated employees to work towards a defined end. Bill Gates,
the co-founder of Microsoft, is known as a transactional leader due to his focus on concrete
goals.
Gates' leadership places a strong emphasis on clear, measurable objectives and detailed
planning, which translates into Microsoft’s methodical approach to software development and its
business operations. Performance-based incentives have also been a hallmark of Gates tenure.
This effectively motivated the employees to fulfill project deadlines and maintain high standards
for product quality.
Bill Gates was known for his direct feedback, which kept teams on track and pushed them to
improve. If a project or employee was not meeting expectations, he would intervene to correct
the course, ensuring that goals were consistently met. This way he could promote accountability
and how underperformance has to be dealt with. For efficient work Bill Gates personally
reviewed and critiqued code, ensuring that products met Microsoft’s high standards. His
hands-on approach fostered a results-driven culture where performance was closely tracked
and rewarded. Bill Gates also understood the importance of employee morale and motivation
needed for them to be better and for the employees who met their expectations were rewarded
with stock options, which created a high-performance culture and made employees directly
invested in the company’s success. This approach motivated employees to push for innovation
and excellence. Bill Gates had focussed goals and ambitions to expand the profitability. Bill
Gates strategically focused on products with high revenue potential, like the Windows operating
system and Office suite, which became core pillars of Microsoft’s success. His emphasis on
profitability helped Microsoft become a dominant force in software. Bill Gates implemented
structured processes and a hierarchical organizational structure at Microsoft, which supported
clear communication and efficient decision-making. His transactional approach maintained order
and minimized disruptions. Microsoft’s clear structure allowed for rapid expansion and enabled
teams to function smoothly, even as the company grew. Gates’ focus on hierarchy and
processes helped maintain stability as Microsoft scaled its operations. Bill Gates also found an
interesting approach, he encouraged a competitive environment at Microsoft, fostering a culture
where employees were driven to outperform peers. This transactional tactic led to rapid
innovation, as teams worked hard to gain recognition and rewards. Gates frequently pitted
teams against each other to find the best solution for a project, leveraging internal competition
as a productivity booster. This approach motivated teams to innovate and helped keep Microsoft
at the cutting edge of the industry. Another strategy which Bill Gates implemented was to resist
change and innovation. For example, he preferred maintaining status quo and focusing on linear
and specific process projects, which are some of the characteristics of transactional leadership.
 LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN : 21BTRCL016

Case 3: Servant Leadership: Herb Kelleher at Southwest Airlines

Herb Kelleher, co-founder and former CEO of Southwest Airlines, exemplified Servant
Leadership. Kelleher’s approach focused on putting employees first, fostering a supportive
culture, and ensuring employee well-being, which contributed to Southwest’s strong customer
service and company loyalty. The camaraderie between Herb and the employees at Southwest
Airlines was remarkable. Many years ago, on Bosses Day, 16,000 employees of Southwest
Airlines chipped in to purchase a full-page ad in USA Today to express their affection for the
boss. They thanked Herb for helping load bags on Thanksgiving, singing at the holiday party
and singing only once a year, letting them wear shorts and sneakers to work, being a friend, not
just a boss, and remembering every one of their names. The reason the people of Southwest
Airlines have such a strong affection for Herb Kelleher is pretty simple. First, he was an
incredible listener. He made you feel like you were the most important person in the world at
that moment, and to him you were. Second, break down his speeches, annual report letters,
annual messages to the field and one-on-one conversations behind closed doors. You will find
that he constantly showered the people of Southwest with gratitude because that's the way he
felt. He treated them with dignity and respect. He empathized with their failures and grief. He
celebrated their victories. And, he showed them how much he admired them, valued them and
loved them as people, not just workers.
Herb didn’t see a distinction in class, ethnicity or title when dealing with people. He learned from
his mother, whom he respected greatly that titles and positions are just adornments that signify
nothing. They don’t represent the substance of anybody.
Herb understood that you can't build a great company without great people. If you're an
altruistic, outgoing person who enjoys serving others, and is team-oriented, you probably have
what it takes to work at Southwest. If doing things for other people is the way you ennoble
yourself instead of doing things for yourself, you fit the Southwest culture. That's why he had an
ideology of "Hire for Attitude, Train for Skill". If hiring for an attitude seems somewhat subjective,
it is. Herb made no apologies. He explained that part of the reason for an employee's
probationary period is to determine if he or she is genuinely compatible with Southwest's
culture. If they don't fit, it doesn't mean there is anything wrong with the person; it means they
are not a match. Herb also felt that "Be Decisive, Move With Speed And Agility". Having this
outlook Herb understood that you will never have enough data to guarantee success, and hence
there is no perfect knowledge. Herb subscribed to the ready, fire, aim approach because if you
spend too much time aiming you may never get to fire. What makes this approach work are
employees who are encouraged to make decisions at the local level knowing that if they make a
mistake, they won't get crucified emotionally or lose their jobs. Fear of failure constipates an
organization and slows things down. Freedom is the key to making things happen fast. Herb's
Golden Rule: It's Okay To Break The Rules. He wasn’t afraid to question established ways of
doing things. Herb believed that Southwest is in the customer service business and happens to
be an airline. If you're in the airline business you do what other airlines do; only you do it better.
If you're in the customer service business, you redefine the business and therefore the industry
by doing what makes sense for the customers you serve.
 LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN : 21BTRCL016

Case Study-4: Situational Leadership: Mary Barra at General Motors

Mary Barra’s leadership at General Motors (GM) reflects Situational Leadership. She adapts her
leadership style based on the circumstances, whether it’s managing a crisis, driving innovation,
or implementing cultural change within the organization.
In a corporate landscape where adaptability is the name of the game and the market evolves
faster than you can say stock options, understanding what makes a great leader is like finding
the Holy Grail. Enter Mary Barra, the trailblazing CEO of General Motors, who has not only
climbed the corporate ladder with the agility of a ninja but has also given it a complete makeover
along the way.
Under her guidance, GM has witnessed a profound transformation, pushing the boundaries of
innovation, commitment to sustainability, and overall corporate culture.With a tenure at GM that
spans several decades, culminating in her becoming the first female CEO of a major global
automaker, Barra exemplifies how modern leadership is about more than just steering the ship;
it’s about reinventing the vessel altogether. In today’s volatile economic climate, where change
is as constant as complaints about the new iPhone update, Mary Barra’s leadership philosophy
offers a Masterclass on navigating turbulence with finesse.
Emphasizing the Power of Listening and Open Communication is one of the things she
focussed on. Leadership isn’t just about making big decisions and thrusting your ideas onto your
team. According to Mary Barra, CEO of General Motors, one of the most critical facets of
effective leadership is the ability to listen. Now, we’re not talking about passive listening where
you’re just waiting for your turn to speak. Mary advocates for active listening, a form of listening
where you genuinely understand and engage with your team members' perspectives. In one of
her numerous interviews, Barra mentioned that by truly listening, you not only gain valuable
insights but also foster a sense of inclusivity and trust. When employees feel heard, they are
more likely to contribute to the company’s vision and speak up with groundbreaking ideas. Mary
Barra is a huge proponent of an ever-evolving workplace culture, one that embraces continuous
improvement and innovation. Under Barra’s leadership, General Motors has undergone
significant changes, pivoting towards electric and autonomous vehicles. These moves aren’t just
about staying relevant, they’re about setting the pace for the industry. Barra encourages teams
to challenge the status quo and explore new possibilities. Asking for feedback from your staff is
something that Barra agrees on, as one of the most important things which leaders can do. She
recommended asking, “Did you get what you needed from this meeting?” Another question
Barra suggested asking consistently is, “What’s your opinion?” She explained that leaders can
continue to improve if they collect accurate information about the current reality. At the same
time, they should discern which feedback is worth taking action on. Knowing your business is
one of the important aspects that a leader must know about. To be an effective leader, you need
to understand every aspect of your business, so you can see how the different parts connect.
Barra has had the benefit of taking on many different roles at GM. If you’ve mainly worked in
one function, consider trying out another role to expand the breadth of your experience and
expertise.
 LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN : 21BTRCL016

Case Study-5: Transformational And Transactional Leadership: Jack Welch at General Electric

Jack Welch’s leadership at General Electric (GE) is one of the most widely studied examples of
effective management, as he masterfully combined both transactional and transformational
leadership styles to drive the company’s success. His approach transformed GE into a global
powerhouse and set new standards for corporate performance and operational efficiency.
As a transactional leader, Welch focused on clear goals, strict performance standards, and
tangible outcomes. One of his most notable contributions was the implementation of the “rank
and yank” system, a performance evaluation method where employees were ranked annually,
and the bottom 10% were let go. While this was controversial, it created a culture of
accountability where employees knew that high performance was expected and rewarded, while
underperformance was not tolerated. The system created a sense of urgency and competition,
motivating employees to constantly improve. Welch also emphasized productivity and
cost-cutting measures, driving General Electric to become more efficient by streamlining
operations and reducing waste. This relentless focus on performance helped GE grow rapidly
and maintain profitability in a competitive and changing business environment. However,
Welch’s leadership was not purely transactional. He was also a transformational leader, creating
a vision for GE that emphasized adaptability, risk-taking, and innovation. He understood that for
GE to maintain its competitive edge, it had to continuously innovate and adapt to changing
market conditions. Welch was not just focused on financial success, but on fostering a culture
that valued creativity and forward-thinking. He encouraged employees at all levels to think
outside the box, experiment with new ideas, and challenge the status quo. This led to the
creation of new products and services that kept GE ahead of competitors.
Under Welch’s leadership, GE’s culture was also redefined. He believed in creating an
environment where people felt empowered to take risks, fail, and learn from their mistakes. He
famously said, “If you’re not creating waves, you’re not trying.” This philosophy created a
workplace where employees were not afraid to take bold actions and push boundaries. Welch
also championed the idea of “boundaryless” organizations, which meant breaking down
hierarchical barriers and encouraging cross-functional collaboration. This fostered a more open
and dynamic workplace, where information and ideas flowed freely, accelerating innovation. A
key aspect of Welch’s leadership was his emphasis on leadership development. He built a
robust management training program known as “Work-Out,” which was designed to engage
employees and give them a voice in the decision-making process. This initiative empowered
employees to share their ideas for improving the company and helped cultivate future leaders
within GE. Welch’s commitment to leadership development also extended to mentoring
individuals and ensuring that top talent was nurtured throughout the organization. Welch’s dual
approach to leadership, balancing transactional discipline with transformational vision was
fundamental to his success at GE. On one hand, he ensured that the company was run
efficiently and met its performance targets. On the other hand, he built a culture of innovation,
risk-taking, and long-term growth. This blend of rigorous accountability and strategic vision
helped GE not only survive but thrive during periods of significant industry disruption and
change.
 LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN : 21BTRCL016

Case Study-6: Authentic Leadership: Howard Schultz at Starbucks

Howard Schultz’s leadership at Starbucks is a prime example of authentic leadership, defined

by a deep commitment to his core values and vision. Schultz’s approach to leadership was
rooted in the belief that business should serve not only as a vehicle for profit but also as a force
for good. His vision for Starbucks transcended the idea of a traditional coffee company. He
envisioned Starbucks as a “third place” , a community hub where people could come together,
relax, and experience connection, making it more than just a coffee shop. This vision drove
Schultz’s leadership strategies and shaped the culture of Starbucks from its inception.
At the heart of Schultz’s leadership strategy was a strong commitment to creating a supportive
and inclusive work environment. Schultz believed that employees, or “partners” as he preferred
to call them, were the backbone of Starbucks. He understood that when employees feel valued
and cared for, they are more likely to provide exceptional service to customers. To reinforce this
belief, Schultz introduced benefits for employees that were uncommon at the time, such as
offering health insurance to both full time and part-time workers. This decision demonstrated
Schultz’s commitment to the well-being of his employees, even when it meant incurring higher
costs for the company. This approach created a culture of loyalty and engagement, where
employees felt connected to the company’s mission and were motivated to deliver the kind of
customer service that made Starbucks stand out from its competitors. Schultz also prioritized
fostering a sense of belonging within the Starbucks community. He sought to create an
environment where employees felt empowered and valued, regardless of their background or
role. This focus on inclusivity became a cornerstone of Starbucks’ corporate culture. Schultz’s
commitment to diversity and inclusion extended beyond the workplace and into the communities
Starbucks served. Under his leadership, Starbucks became known for its efforts to promote
ethical sourcing, environmental sustainability, and social responsibility. Schultz’s initiatives
included sourcing coffee beans from fair trade suppliers and working to reduce the company’s
environmental footprint. He also led efforts to establish the Starbucks Foundation, which
supports a variety of social causes, including education, economic development, and disaster
relief. These actions solidified Starbucks’ reputation as a socially responsible company, one that
was not only concerned with making a profit but also with making a positive impact on society.
Another key aspect of Schultz’s leadership was his ability to lead with authenticity, which
allowed him to build trust with employees and customers alike. He was transparent about his
values and consistently aligned his decisions with the principles he believed in. This authenticity
resonated with both the workforce and customers, who appreciated his genuine care for people
and his dedication to ethical business practices. Schultz’s ability to communicate his vision
clearly and passionately helped build a strong emotional connection with customers, turning
Starbucks into a globally recognized brand. His leadership inspired loyalty, not just to the
products Starbucks sold, but to the company itself. People felt they were part of a larger
community and were contributing to something meaningful.
 LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN: 21BTRCL016

a. Howard Schultz (Starbucks)

Howard Schultz, former CEO of Starbucks, exemplifies transformational leadership,

characterized by inspiring employees to innovate, exceed expectations, and adapt to change.
He envisioned Starbucks as more than just a profit-driven company, aiming to create a "third
place" for people beyond home and work, for example Schultz introduced part-time employee
benefits, like healthcare, emphasizing the value of treating employees as partners, fostering
loyalty and dedication.
Schultz’s leadership was fueled by a vision of a community-oriented brand. He aimed to make
Starbucks a space where employees and customers could connect meaningfully, extending
beyond mere coffee sales. In 2008, Schultz shut down all Starbucks outlets for a day to retrain
baristas on crafting quality espresso, prioritizing excellence over short-term gains.
Schultz fostered a culture of respect, inclusion, and open dialogue, empowering employees to
voice their opinions and contribute ideas.
The strategy used by Starbucks' “open forums” reflected Schultz’s dedication to inclusivity,
ensuring employees felt heard and valued.
Another thing that Schultz did was focus on CSR(Corporate social responsibility). Schultz
integrated CSR into Starbucks’ ethos by promoting ethical sourcing, sustainability, and
community welfare, aligning business with positive societal impact. One example was the
“Ethical Sourcing” program that ensured coffee beans were procured sustainably, benefiting
local farming communities. Schultz’s resilience was evident during tough times, notably his
return as CEO in 2008 to revitalize Starbucks during financial turmoil.
His strategic vision and tough decisions stabilized the company. Schultz closed underperforming
stores to cut costs while safeguarding the brand’s quality, illustrating his commitment to
long-term success. Schultz prioritized employee well-being, offering programs for health,
education, and personal growth, which he viewed as integral to business success. The
Starbucks College Achievement Plan enables employees to pursue higher education, fully
funded by the company, showcasing Schultz's investment in his workforce.

b. Satya Nadella (Microsoft)

Satya Nadella’s leadership is grounded in serving employees, empowering their growth, and
fostering a supportive workplace culture. His empathetic approach reflects personal
experiences, including caring for a son with special needs. Nadella’s focus on empathy has
shifted Microsoft’s culture, promoting understanding and collaboration among employees.
Nadella has been instrumental in creating a diverse and inclusive work environment at
Microsoft, ensuring accessibility and representation for all.
For example, he launched Microsoft’s Disability Answer Desk to enhance tech accessibility,
setting benchmarks for inclusivity.
 LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN: 21BTRCL016

Nadella champions a "growth mindset," encouraging employees to embrace learning and

challenges as opportunities for improvement. Inspired by Carol Dweck’s “Mindset”, he urged
employees to innovate and take risks, fostering a culture of development and creativity.
Under Nadella, Microsoft reoriented its strategy to address customer needs, particularly in cloud
computing and AI. Microsoft Azure is an example of this, driving innovation that meets modern
business demands.
Nadella broke traditional hierarchies, promoting partnerships both within and outside
Microsoft.This fostered collaborative spirit in the company. His collaborations with rivals boosted
innovation and broadened perspectives. Partnerships with GitHub, LinkedIn, and Amazon
(Alexa-Cortana integration) highlighted Nadella’s collaborative spirit. Nadella also empowered
employees by promoting autonomy, fostering creativity, and encouraging experimentation. For
instance, Microsoft’s hackathons allow employees to pursue passion projects, showcasing
Nadella’s commitment to innovation.
Following the ethical leadership practices, Nadella emphasizes on transparency, accountability,
and ethical practices, particularly in AI, sustainability, and data privacy. Microsoft’s responsible
AI initiatives reflect Nadella’s principled leadership, ensuring user trust and safety.

c. Jacinda Ardern (New Zealand)

Jacinda Ardern’s leadership is defined by compassion, especially during crises. She connects
with the public, fostering unity and trust. For example, after the Christchurch mosque attacks,
Ardern wore a hijab in solidarity with Muslims, showcasing inclusivity and empathy.Implementing
the servant leadership form, Ardern’s leadership prioritizes serving the public, focusing on
policies that enhance welfare of the people. During COVID-19, she enforced strict lockdowns,
placing public health above economic concerns, demonstrating her commitment to citizens.
Ardern promotes equity and policies benefiting all communities, ensuring societal inclusivity.
Initiatives like child welfare and poverty reduction laws reflect her focus on marginalized groups.
These acts showcase the authenticity and transparency she intended to foster.
Her candid communication style fosters trust and relatability. One example of this is the live
social media updates during the pandemic that were done to keep citizens informed and
reassured.
Working on resilience and crisis management is something that she was focussed on. Ardern’s
strength and composure shine in crises, balancing empathy with decisive action.
An example of this is following Christchurch, she introduced stricter gun laws, showcasing her
swift and compassionate response.
Ardern’s “Wellbeing Budget” shifted focus from GDP to holistic societal progress, like
investments in mental health and climate change initiatives underscored her commitment to
long-term well-being. Leading by example, Ardern demonstrates humility and accountability,
earning respect as an ethical leader, she holds her ministers accountable, reinforcing her
dedication to principled leadership.
 LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN: 21BTRCL016

d. Indra Nooyi (PepsiCo)

Indra Nooyi, a visionary leader, her “Performance with Purpose” strategy redefined PepsiCo’s
focus, emphasizing sustainable growth. She guided PepsiCo toward healthier products and
environmental responsibility. Nooyi prioritized sustainability and aligned PepsiCo’s goals with
societal needs. She drove expansion into healthier products, adapting to changing consumer
preferences. This brings out her qualities as a strategic leader having long term focus. Nooyi
created a supportive work environment with flexible policies and growth opportunities. Her
“Work that Works” policy improved work-life balance, fostering loyalty and employee
empowerment.
Her strategy for customer centric approach was to align PepsiCo’s offerings with
health-conscious consumer trends. She restructured products into “Good for You,” “Better for
You,” and “Fun for You” categories. Nooyi championed diversity, increasing representation in
leadership roles. Her policies promoted workplace inclusion, reflecting her vision for equity.
Nooyi also integrated environmental and social goals into PepsiCo’s business model. For
example, initiatives to reduce packaging waste and improve nutrition underscored her focus on
responsibility. Nooyi’s personal touch and appreciation for employees set her apart as a humble
leader. Writing letters to employees’ parents demonstrated her genuine concern for her team’s
well-being. These approaches taken by Nooyi were very crucial and important to foster team
building spirit and a collaborative attitude among the employees. Empathy, CSR, having a
vision, and aiming for long term goals and approaches that carried sustainability with them.

e. Mary Barra (General Motors)

Mary Barra has been at the forefront of transforming GM, steering the company through a
rapidly evolving automotive landscape. Her vision emphasizes innovation, particularly in electric
and autonomous vehicles. She is leading GM’s transition from a traditional automaker to a
tech-driven mobility company. For example, Barra announced GM’s commitment to an
“all-electric future,” pledging to phase out gasoline and diesel vehicles by 2035. This bold vision
positions GM as a leader in sustainability and clean energy.
Barra’s leadership is defined by her ability to anticipate and prepare for future industry trends.
Her strategy focuses on sustainability and technology, aiming to align GM with the global push
toward greener practices and advanced mobility solutions. Under her leadership, GM launched
the Ultium platform, a flexible EV architecture designed to power a wide range of electric
vehicles, from compact cars to large trucks.
Barra has made sustainability a central pillar of GM’s mission. She has set ambitious goals to
reduce the company’s carbon footprint and enhance environmental responsibility.
Barra’s vision includes transitioning from GM to renewable energy by 2040 aiming to achieve
carbon neutrality. These goals are her commitment to minimize climate change disasters.
 LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN: 21BTRCL016

As the first female CEO of a major global automaker, Barra has broken barriers in a traditionally
male-dominated industry. She champions diversity and inclusion within GM, fostering a
workplace culture that values diverse perspectives. Barra has implemented initiatives to
increase representation of women and minorities in leadership roles, ensuring that GM’s
workforce reflects the diversity of its customers. Barra has demonstrated exceptional resilience
and leadership during challenging times, including the COVID-19 pandemic and the GM ignition
switch recall crisis early in her tenure. Even during the ignition switch recall, Barra took
accountability by publicly addressing the issue and committing to transparency and improved
safety standards. This crisis management approach restored trust in GM’s leadership.
Barra has prioritized integrating cutting-edge technology into GM’s operations and products,
ensuring the company stays competitive in the digital age. GM’s partnership with tech
companies and its acquisition of Cruise, an autonomous vehicle startup, highlight Barra’s focus
on leveraging technology to redefine mobility.

f. Elon Musk (Tesla)

Elon Musk is widely recognized as a transformational leader with a pacesetting style that thrives
on high expectations, relentless innovation, and a hands-on approach. Musk is a leader who
expects nothing less than exceptional results from himself and his teams. He often sets
ambitious, even audacious, goals and demands the same level of commitment and excellence
from those around him. This approach has been instrumental in achieving groundbreaking
innovations under tight deadlines. One of Musk’s defining moments was his ambitious
production target for Tesla’s Model 3. He set the goal of producing 5,000 units per week, which
required his teams to work relentlessly, often beyond traditional expectations. Although it was a
grueling process, it ultimately helped Tesla scale production and redefine its manufacturing
capabilities.
In the fast-moving tech and automotive industries, Musk thrives on speed and outpacing
competitors driving the spirit for rapid innovation . He encourages his teams to think outside the
box, prioritize innovation, and quickly execute new ideas. Musk’s leadership style often pushes
boundaries, enabling Tesla to stay ahead in electric vehicle (EV) and autonomous driving
technology. Under Musk’s direction, Tesla has made significant strides in areas like Autopilot,
battery advancements, and the global expansion of Gigafactories. His relentless focus on speed
and execution ensures Tesla stays at the forefront of EV innovation while setting industry trends.
Musk’s involvement in his companies goes far beyond the typical CEO role. He is known for
immersing himself in the technical and operational aspects of his businesses, offering direct
feedback and solutions. This hands-on approach allows him to maintain a clear understanding
of the challenges his teams face and actively contribute to overcoming them. His concept and
idea about dedication served as a powerful motivator for his employees and demonstrated his
commitment to achieving the company’s goals.
 LEADERSHIP STRATEGY ASSIGNMENT

Name: Atharv Rajesh Gangodkar USN: 21BTRCL016

Unwavering spirit and a thirst for innovation kept the employees at Tesla to break the norms and
reach new heights of innovation. Musk is renowned for his bold vision and willingness to
challenge conventional thinking. He frequently sets seemingly unattainable goals, inspiring his
teams to push the boundaries of what is possible. Musk is renowned for his bold vision and
willingness to challenge conventional thinking. He frequently sets seemingly unattainable goals,
inspiring his teams to push the boundaries of what is possible. These objectives, while daunting,
have driven Tesla and SpaceX to achieve extraordinary success. For example, Musk’s vision of
colonizing Mars through SpaceX exemplifies his boundary-pushing mindset. Similarly, his
ambitious goal of achieving full self-driving capabilities in Tesla vehicles reflects his
determination to challenge the status quo and redefine entire industries. For Musk, achieving
the desired outcome often takes precedence over adhering to standard procedures or traditional
norms. He values efficiency and problem solving, even if it means taking unconventional
approaches to overcome challenges. For instance, during the Model 3 production ramp-up,
Musk made on-the-spot adjustments to the assembly line to improve efficiency. These quick,
decisive actions helped Tesla overcome significant hurdles and meet its production targets.
Musk’s leadership style has cultivated a high-pressure, high-performance environment at Tesla.
Employees understand that working with him means meeting rigorous standards and thriving
under tight deadlines. While this culture can be demanding, it has also been key to achieving
milestones others deemed impossible. Tesla’s work environment is often described as intense
but rewarding. The company’s ability to achieve groundbreaking accomplishments, such as
dominating the global EV market and rapidly scaling production, reflects the impact of Musk’s
demanding but highly effective leadership style.
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Challenges of Leading Technical Teams

an online non-credit course authorized by University of Colorado Boulder and offered

through Coursera

Daniel Moorer
Professor and Scholar In Residence
Lockheed Martin Engineering Management Program
College of Engineering and Applied Science

V er i f y at:
h ttp s://co u r ser a.o r g /v er i f y /P Q I V O O Q X1C44
C ou r ser a h a s con fir med th e id en tity of th is in d iv id u a l a n d
th eir p a r ticip a tion in th e cou r se.