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The company was able to turn a profit of $2.7 billion in fiscal 2009, its first annual profit since 2005. The company has been profitable for the past five quarters (MSN Moneycentral, 2010). On that basis, Mulally appears to be meeting the company's goals. However, given its financial situation -- the company still has negative equity -- the transformation process cannot be considered complete. Thus, Mulally should retain his transformational style until Ford has completed its turnaround.
The move to a transactional style should wait until the company is more consistently profitable, has built a base of equity, seen its share price improve further, and has pared down its product line further. The company has received a boost from Mulally's leadership, but still needs help from a recovering economy to complete the transformation.
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MSN Moneycentral: Ford Motor Co. (2010). Retrieved July 30, 2010 from http://moneycentral.msn.com/investor/invsub/results/statemnt.aspx?Symbol=F&lstStatement=Balance&stmtView=Ann
Consequently, better communications, continuous training became part and puzzle of doing business in a new way (Ashley, 1997). In conclusion, leadership is not only important to companies that operate on a global scale but to domestic firms as well. It's clear that when a leader takes his or her rightful position as a leader change, performance and results manifest. Their values and beliefs become the guiding principles where ideas, imaginations
There is the mindset that recruiting and retaining younger, talented yet less expensive workers is a practice that is better suited for managers from comparable generations who understand what motivates workers by generation (Young, 2008). There is also the theories of how contingency-based leadership as defined by Fielder and others (Fielder, Mahar, 1979) have also shown how metrics can define the goodness of fit between a given manager's leadership