Chapter 14: Case Study Mary Barra's Leadership Guides General Motors Through A Crisis and Toward Profitability

Whitney Riddle
Management Theory
Case Study
Professor William Dean
February 7, 2019
Chapter 14: Case Study; Mary Barra’s Leadership Guides General

Motors through a Crisis and toward Profitability
1. What sources of power and influence tactics were displayed by Mary Barra? Provide
examples.
The sources of power and influence tactics were displayed by Mary Barra were
Legitimate Power: Influencing Behavior Because of One’s Formal Position; which all
managers have, is power that results from managers’ formal positions within the
organization. Referent Power: Influencing Behavior Because of One’s Personal Attraction; is
power deriving from one’s personal attraction. Reward Power: Influencing Behavior by
Promising or Giving Rewards. Examples of Legitimate Power were when Barra became
CEO and experiencing and skills by working in a variety of positions at GM; Plant Manager,
Detroit Hamtramck Assembly; Executive Vice President of Global Product Development,
Purchasing and Supply chain, etc. Examples of Reward Power are Barra likes giving others
credit rather than stealing the limelight, and she is passionate about cars. Examples of
Referent Power are when Barra told Catalyst Awards that one of her main leadership
objectives is to create a happy and productive workforce.
2. Use Table 14.1 to evaluate the extent to which Barra displays the key positive and
negative attributes found in leaders. Explain your rationale.
The key positive and negative Barra display attributes found in leaders is the inspirational
appeals trying to build enthusiasm by appealing to other emotions ideals, or values.

Legitimating tactics authority or right, organizational rules or policies or implied support
from superiors. Barra was described as humble, honest, collaborative and inclusive, she
prefers an environment in which employees feel safe to voice their opinions. She wanted
employees to feel comfortable to come to her and speak up for themselves about their
opinions. Also, she displayed two essential leader behavior while handling the crisis.
3. Which task – and relationship-oriented behaviors were exhibited by Barra? Cite

examples.
Barra was task-oriented leadership and relationship-oriented behavior by being organized
and task-oriented, GM’s product development process was in disarray when Barra took over
as product chief in 2011. There were 30 different platforms, and inefficiency and poor quality
ran rampant. Barra immediately set to work rationalizing the product line, improving quality
and efficiency, and better aligning the product with customer needs.
4. Which of the four types of transformational leadership behavior were displayed by Barra?
Provide examples.
Barra was Idealized Influence: “We Are Here to Do the Right Thing” and Individualized
Consideration: “You have the Opportunity Here to Grow and Excel” transformational
leadership behavior. Examples of Idealized Influence were Barra started her career at
General Motors at 18, she earned an engineering degree from the General Motions Institute
and then an MBA from Standor, she also experienced and skills by working in variety
positions at General Motors, now Barra is the CEO. Barra is a transformational leader that
inspired trust in the company and she’s also humble, collaborative, and inclusive. Examples
of Individualized Consideration were Barra focused getting leaders and employees to
demonstrate four key behaviors: ownership, candidness, accountability, and improvement.

Barra started by telling the top 17 people who run the company to demonstrate these
behaviors, she believes change gains momentum when people observe senior leaders
modeling the desired behaviors.
5. Did Barra demonstrate any of the five qualities associated with humble leadership?
Explain.
Yes, Barra demonstrate about four of the five qualities associated with humble
leadership; high self-awareness, openness to feedback, appreciation of others, and
appreciation of the greater good. Barra did this by have a leadership role that strive to respect
employees' activities and responsibilities, she felt that find the opportunity not to do
everything but to do the important things. She wanted an organizational change, firing 15
people who were deeply involved with the original cause of the problem and created the
Speaking for Safety program which encouraged employees to act as whistle-blowers. Barra
also attempted to institute culture change.
6. What did you learn about leadership from this case?

What I learned about leadership from this case is leadership are important, the more you
put your mind into something you can do anything. If you stay consistent with the company
by being passionate about what you do you will go further in the corporate field. There’s
always something new, there's always a priority. Leadership team strive to respect
employees' activities and responsibilities inside and outside work. We need to find the
opportunity not to do everything, but to do important things. This case and chapter also
helped me get more information on my research paper that’s about Leadership.

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Whitney Riddle

Chapter 14: Case Study; Mary Barra’s Leadership Guides General

organization. Referent Power: Influencing Behavior Because of One’s Personal Attraction; is

Detroit Hamtramck Assembly; Executive Vice President of Global Product Development,

objectives is to create a happy and productive workforce.

appeals trying to build enthusiasm by appealing to other emotions ideals, or values.

3. Which task – and relationship-oriented behaviors were exhibited by Barra? Cite

of Individualized Consideration were Barra focused getting leaders and employees to

demonstrate four key behaviors: ownership, candidness, accountability, and improvement.

modeling the desired behaviors.

leadership; high self-awareness, openness to feedback, appreciation of others, and

also attempted to institute culture change.

6. What did you learn about leadership from this case?

helped me get more information on my research paper that’s about Leadership.

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