1. Group of ‘Haier=Higher’:
Andreas Schwarz (15116085)
Wantong Dong (15072487)
Ding Zhang (15004872)
James Singh Longjam (15010074)
Ruimin Zhang
-----The Leader of Haier
2. Arrangement
Introduction
Story of Zhang
Analysis of ‘born or made’
Analysis of transformational leadership
Recommendations and conclusion
Q&A
3. 1949 1960s 2013 2015
• One of the most influential CEOs’ worldwide Academy of Management 2013
• One of the 50 greatest leaders in the world Fortune 2015
Working class familyBorn Chinese revolution city assistant CEO
• The world’s 4th largest white goods manufacturer
Life History
• The world’s fastet-growing appliance maker
4. The Story of Zhang
Smashing refrigerators
Eliminating middle management
5. Ruimin Zhang is a 'Born' leader or 'Made' leader?
Leaders - Born or Made
"Great leaders are born,
and then they are made. “
-----------------------Olson David
6. A "Born“ Great Leader
Leaders - Born or Made
Debra Sukin said, 'passion, vision, quality outcomes,
strong knowledge of industry, thinking critically,
perspective, adaptability, and continual
learning ... ...'
An intense and personal perspective!
7. Leaders - Born or Made
Zhang--------A ‘Born’ Great Leader
Powerful passion to face poor situation and hard learning
Attend some management courses management courses continuously learning
Focusing on quality and outcomes
Combine western technology and management knowledge with Asian modes
8. Leaders - Born or Made
Althougth there are some innate qualities of leaders, there
are some characteristics, such as good communication, are
teachable.
So leadership can be taught & developed through formal
courses & coaching.
(Jonathan P. 2003, P.55)
A ‘Made’ Great Leader
9. Leaders can be taught.
Strategic thinking (Global strategy in 1993)
Inspirational communicate (Interpersonal relationships )
Zhang-----A "Made" Great Leader
Leadership Education: skills, perspectives and dispositions.
staffs
partners
Leaders - Born or Made
10. So... ... Trait-like or State-like?
Leaders - Born or Made
Ruimin Zhang great man owning
born &made characteristics
11. Charismatic and Transformational Leadership
“Of all the leadership theories in organizational research,
charismatic/transformational leadership has captured scholars’
interests most over the past decades.”
(Judge et al. 2006, p. 203)
• Scholars still disagree about the specification of charismatic and transformational
leadership
• Individuals that score high on one measure type are likely to score high on the
other measure.
Charismatic
Leadership
Transformation
al Leadership Conclusion
12. Charismatic Leadership
– Three stage model by Conger and Kanungo
Evaluating of the
status quo
Building trust
and
demonstrate
how goals can
be achieved
Formulation
of goals
13. Attributes of Charismatic Leadership
• having a great desire to change the status quo and
having a heightened sensitivity to environmental
opportunities and constraints and to follower needs
Stage
1
• articulating a vision of a high quality and individual
oriented organization in an inspirational manner
Stage
2
• taking personal risk and personal sacrifice to
demonstrate how goals can be achieved
Stage
3
14. Main Characteristics of Transformational
Leadership
TL
Charisma
Intellectual
stimulation
Individual
consideration
Inspiration
15. Charismatic and Transformational
Leadership
• By taking a closer look to the characteristics of Transformational
Leadership, the similarity related to the key attributes of
Charismatic Leadership gets obvious.
• Despite the discussion whether charismatic leadership is a part of
transformational leadership or both theories are similar, it is
obvious that individuals that score high on one measure type are
likely to score high on the other measure.
• Ruimin Zhang is a charismatic leader and shows also the three
characteristics of inspiration, intellectual stimulation and
individual consideration.
16. Inspirational Motivation gives followers a higher goal
(Awarded “Inspired Leadership Award” in the year 2011)
Vision is one of the main component in Charismatic Leadership
(vision to maintain Haier’s product Quality)
Always Encourages to build trust
(Zhang always encourages building trust among employees)
Summary
17. • Zhang is a leader who holds his focus on building
relationship.
• Zhang is more relational rather than subordination
and super ordination.
So…..
18. Recommendations
Assess the comparison between their
domestic market and foreign market.
Open for changes and grasp opportunities to
innovate managing and leading techniques
Set a model for Asian leaders
