Mary Barra is the CEO of General Motors and has been working with the company for over thirty years. The board unanimously voted her to become the new CEO at a time when the company was undergoing a turbulent time. She was able to give life to the company and foster a culture of innovation through her leadership ( Crossan, Seijts, & Gandz, 2015) . Barra has been termed as one of the most powerful women by Forbes; through her leadership, she has been able to turn around the fortunes of the company ( Colby, 2015) . She has previous as the company’s VP in global products development and the global purchasing and supply chain ( Haile, Emmanuel, & Dzathor, 2016) . Those who have analyzed her reveal that she has a leadership style and work ethic that is essential to her success as one of the highest ranked woman in the automobile industry.
Barra’s leadership style and success include collaboration where she asks for feedback from her staff. However, she knows when to make a decision after her staff cannot reach a consensus. She has been found holding meetings to collect views from his employees on a project ( Haile, Emmanuel, & Dzathor, 2016) . Therefore, Mary Barra is a transformational leader. Mrs. Barra also focuses on having a vision and explaining her vision to the employees. Her communication is not only clear but also simple for easy understanding by the employees. Her style also involves mentoring the employees towards the attainment of the goals set in the vision. Within her first years into the job, she was able to help other employees to make a change into the organizational culture by instilling a culture of collaboration between teams and innovation.
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References
Colby, L. (2015). The road to power: How GM's Mary Barra shattered the glass ceiling . John Wiley & Sons.
Crossan, M., Seijts, G., & Gandz, J. (2015). Developing leadership character . Routledge.
Haile, S., Emmanuel, T., & Dzathor, A. (2016). Barriers and challenges confronting women for leadership and management positions: Review and analysis. International Journal of Business & Public Administration , 13 (1): 36-51.
