The report helps in the overall analysis of the different leadership competencies of Ibuka and Morita. Furthermore, the different reasons are required to be analysed of Ibuka and Morita becoming the charismatic leaders. The different elements of the transformational leadership are required to be identified effectively which will be helpful in managing the different activities of the transformational leadership in an effective manner which will be helpful in analysing the case study effectively.
1.There are different kinds of leadership competencies of Ibuka and Morita which are required to be analysed in an effective manner in order to understand and analyse their contributions towards the preparation of Sony Company (Bolman and Deal 2017). In order to understand Sony, this is essential to understand the leadership competencies of both of the partners and founders. Even though both of the leaders are gone now and they are not among us, this can be identified that the contribution, executive type of dynasty and emotional governance helped in establishing model for Sony in the present scenario (Heifetz and Linsky 2017).
Both the leaders tried to complement one another with proper and unique blend of the innovation of the product along with marketing savvy. These helped them in forming a company which eventually grew in one of the global organizations in the present scenario. Firstly, this can be identified that Ibuka was one of the practical visionaries who had the proper knowledge of analysing the proper usage of the different products and services in the day to day life. Moreover, Ibuka tried to inspire the different engineers working in the organization with proper sense of innovation which encouraged them in working with more motivation.
Ibuka tried in fostering exciting kind of work atmosphere along with corporate culture which is open-minded in nature and this helped him in managing the different activities effectively. Ibuka tried to create a proper and satisfied work environment which helped in managing the different activities in an efficient manner. The main aspect of Ibuka was to provide proper job satisfaction to the different employees along with having the desire to create dynamic and fun kind of work environment which is helpful in managing the overall efficiency in an appropriate manner.
On the other hand, Morita who was the other founder of Sony, this can be analysed that there are different other leadership competencies which was different from Ibuka. Morita was less and emotional engineer and he was an amateur and there were no such mistakes made by him while performing the different activities in the organization. Morita loved the gadgetry aspect as Morita was much more concerned relating to the media which too played a major role in managing the different activities in an effective manner. Ibuka and Morita, both the founders of Sony were potential kinds of communicators which helped them in managing the different activities efficiently (Li and Karam 2017).
From the above leadership competencies of Ibuka and Morita, this can be analysed that both of them were passionate about the different kinds of activities which were performed by them and this helped them in gaining competitive advantage in the market effectively. Ibuka was the paradigmatic leader of the post-Japan-War. Akio Morita was one of the visionaries and he tried to expand the organization across the entire world with the partnership of Ibuka. He was the epitome of innovation wherein he tried to innovate the different kinds of aspects which helped the company in reaching to new and greater heights effectively.
2.There are different kinds of qualities of the charismatic leaders which are helpful in managing the organization in an effective manner. The communication, confidence, listening skills along with the positive body language are the different aspects of the charismatic leaders which helps the organization in performing successfully without much issues. The charismatic leaders try to make the status quo better and this helps them in managing the different aspects and activities in an effective manner. From the above case study scenario, this can be analysed that both Morita and Ibuka are the one who tried in forming partnership and there were different complementary skills (Meuser et al. 2016).
Furthermore, in the case study this can be seen that both of them contributed to the unique spirit of Sony by taking the overall Japanese Company in the usual directions for the time, creating the different products rather than copying the Western technology. Ibuka was mainly focused on the overall development of the different kinds of new products and technologies. Both of them tried to motivate the different individuals in which this will be helpful in managing the overall efficiency of the firm in an appropriate manner (Storey, 2016).
Both the partners had the confidence which helped them in managing the overall effectiveness of the firm in a positive and appropriate manner (Teiwes 2017). Akio Morita had proper technical skills and this enabled him in analysing the potential new markets which was a characteristics of genius inventor and this was the major charismatic skill of the leader in managing the different activities in an appropriate manner.
Moreover, Morita is the charismatic leader as this can be seen that he is determined in nature in establishing the Sony Brand. The determination is the other skill which has helped in managing the overall effectiveness of the company (Menges et al. 2015). The positive body language of both the partners helped them in managing the different activities of Sony and this helped in managing the different activities in a dynamic manner. Morita tries to think of the situation wherein he tried to decide upon the course of action along with analysing the matter which will be beneficial for managing the overall scenario in an efficient manner.
On the other hand, Ibuka was the other founder and partner of Morita who tried to solve the different issues related to handling of the different practical matters in an effective manner. Ibuka was too organized and communication skills was strong in managing the different kinds of activities of the Sony and this helped them in making the overall venture successful (Shamir, Arthur and House2018). However, as a leader, there was lack of warmth in Morita and this affected the energy level, however on the other hand, Ibuka had the proper leadership and proper level of energy which made a good combination in completing the venture successfully without much issues in a proper manner (Sy, Horton and Riggio 2018).
From the above scenario, this can be analysed that both the leaders were charismatic leaders as the communication skills, determination towards completion of the project along with positive sense of completion of the project are the different aspects which were helpful for them in making the venture of Sony successful and they made profit from the same as well.
3.There are different kinds of elements of the transformational leadership which are required to be considered in an effective manner in order to make the leadership effective in nature. The elements are discussed as follows:
Intellectual Stimulation- This is one of major advocacies of the transformational leadership wherein the leaders have to analyse and encounter the current culture of the organization (Tourish 2014). This will help them in finding different ways which help them in determining the different techniques in improving the practices along with the different procedures of the organization in an effective manner. The transformational leaders try to analyse the situation and identify the different roles of the employees in fostering creativity which will increase the different new avenues for learning in an effective manner.
Individualized Consideration- The transformational leaders tries to create open communication aspect among the different employees in the organization within the different teams working in the organization (Renz 2016). This is helpful in providing proper feedback to the different individuals regarding the different issues faced by them and the suggestions are being considered more effectively as well. Furthermore, the individualized consideration will be assisting in providing all the employees with the similar kind of voice and all the problems are provided with equal importance as well.
Inspirational Motivation- The different transformational leaders have the proper quality of proper communication of the different goals along with delegation of the different tasks among the different employees working in the organizations. Furthermore, this has been noticed that the different transformational leaders have the enthusiasm in themselves which will be providing them with catering the different needs of the teams in an effective manner as these plays as a motivation in managing the different tasks effectively and with proper motivation (Fairhurst and Connaughton 2014).
Idealised Influence- This is the last element of the transformational leadership style wherein this can be seen that the different transformational kinds of leaders do not lead by any kind of coercion or the command which is pre-determined in nature. The faith and trust of the different members in the organization are required to improve their overall productivity in an effective manner. The idealised kind of influence plays a major role which will be beneficial for the overall success of the firm and gain more competitive advantage in comparison to the other leaders.
Conclusion
Therefore, this can be concluded that both Ibuka and Morita were the different kinds of charismatic leaders. Both of them tried to perform the different kinds of innovative activities which helped them in managing the different activities in an efficient manner. Morita implemented the different kinds of innovation techniques which helped them in taking the company to greater heights. The development of the product along with innovation have been trying to be consistent and this helped in managing the different activities in an efficient and positive manner.
References
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.
Fairhurst, G.T. and Connaughton, S.L., 2014. Leadership: A communicative perspective. Leadership, 10(1), pp.7-35.
Heifetz, R. and Linsky, M., 2017. Leadership on the Line, With a New Preface: Staying Alive Through the Dangers of Change. Harvard Business Press.
Li, M. and Karam, E.P., 2017. Empirical study of Charismatic Leadership and Financial Performance. In Academy of Management Proceedings (Vol. 2017, No. 1, p. 16792). Briarcliff Manor, NY 10510: Academy of Management.
Menges, J.I., Kilduff, M., Kern, S. and Bruch, H., 2015. The awestruck effect: Followers suppress emotion expression in response to charismatic but not individually considerate leadership. The Leadership Quarterly, 26(4), pp.626-640.
Meuser, J.D., Gardner, W.L., Dinh, J.E., Hu, J., Liden, R.C. and Lord, R.G., 2016. A network analysis of leadership theory: The infancy of integration. Journal of Management, 42(5), pp.1374-1403.
Renz, D.O., 2016. The Jossey-Bass handbook of nonprofit leadership and management. John Wiley & Sons.
Shamir, B., Arthur, M.B. and House, R.J., 2018. The rhetoric of charismatic leadership: A theoretical extension, a case study, and implications for research. In Leadership Now: Reflections on the Legacy of Boas Shamir (pp. 31-49). Emerald Publishing Limited.
Storey, J., 2016. Changing theories of leadership and leadership development. In Leadership in Organizations (pp. 33-58). Routledge.
Sy, T., Horton, C. and Riggio, R., 2018. Charismatic leadership: Eliciting and channeling follower emotions. The Leadership Quarterly, 29(1), pp.58-69.
Teiwes, F.C., 2017. Leadership, legitimacy, and conflict in China: From a charismatic Mao to the politics of succession. Routledge.
Tourish, D., 2014. Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory. Leadership, 10(1), pp.79-98.
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