How would you describe Akio Toyoda’s leadership style?

Leadership is the lick of directing the deportment of others toward the accomplishment of some objective. Leadership style is the behaviour a leader exhibits while guiding validation members in withdraw directions. Today leaders are often eliminate un requirement levels of organization and introduce work teams in order to enhance organizational stopping point making and work flow. In this case study, Akio Toyodas prove himself as todays leader by making few necessary changes in organization to boost his way to pretend Toyota as upshot one auto feignr in the world.Entrepreneurial leadership Akio Toyoda piece of ass be categorized in entrepreneurial leadership because of his critical habit in Toyota. Toyota must have global outlook, interact with environmental changes to make its way to the top. Akio Toyoda as a senior managing director and was appointed as head of china furrow, when it was joint venture with troubled firm. He is impetuous to see faster growth of business i n China, work voiceless for a year to complete the merging of Toyota with a larger, more ravening local firm by convincing top management and political sympathies officials to approve the deal.Once he succeeded, Toyodas next step was to renew the management structure. Transformational leadership Akio Toyoda also bunghole be categorized in transformational leadership by studying his action toward management structure he created. In Chinas country department under his leadership, departmental heads will only answering to headquarters executives which isolated the autobuss and complicated coordination. This order making way for them to work closely with each other and survey to an executive vice president who can make decisions for the China business instead of waiting for the corporate approvals. ) Where on the continuum of leadership behaviour would you base Yoshi Inaba, and why? Continuum of leadership behaviour that emphasizes decision making can be arranged into 7 type of behaviour 1. The manager makes the decision and announces it 2. The manager sells the decision 3. The manager presents ideas and invites questions 4. The manager presents a tentative decision that is vitrine to change 5. The manager presents the problem, gets suggestions and then makes the decision 6. The manager defines the limits and asks the group to make a decision 7. The manager permits the group to make decisions at bottom dictate limitsYoshi Inaba helps Toyota managers grapple with decisions about balancing market share and profitability. He can be placed in and as the manager, who permits the group to make decisions within prescribed limits in the continuum of leadership behaviour. Yoshi Inaba can be characterized as a leader who makes decision by exercising little control and allowing subordinates frequently freedom and self-direction. He is becoming an pertain member of problem declaration group which is allowing his managers to fact finding some solutions in balan cing market share and profitability, bring it in discussion and finding the best doable solutions.The best example in this context is when an official from the U. S segmentation described about competitive price cuts and warn him about the gross sales and profits which could be affected if he couldnt give discounts for the letting car companies that buy in volume. He participates in discussion and suggested parachute solution by selling to businesses that buy in volume which sum to higher profit opportunities. Maybe we lose in terms of complete volume, but thats acceptable because its all about afford this quote explain to us of his participation and his way of acted as equal member in finding solutions.