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Yvon Chouinard was in all aspects a very inspirational leader because he had followers. All his employees followed his lead without complaints. By allocating some time for play and adventure even for him, he showed one aspect of his weakness” He cannot work without playing/having fun!” This made him approachable.
Leadership SBS–MGT 535–Abu Dhabi 23 He used his intuition to appropriately gauge the right time to instill in his employees the values he had leant as a climber, when the financial crunch was threatening the company’s existence. He tried tocapitalize on what made them unique as a company, him as the manager, owner and leader of the rest of the employees. They all had been brought up in a culture of environmental ethics. He influenced them into surfing every lunch time. Finally, his inspirational leadership skills come in because he showed tough empathy to his employees in the sense that he cared passionately about the work they did but had to be realistic with them that without operating within their limits and exploiting their strengths and weaknesses, they were headed for a hard day in office as a business. Obviously, Mr.Yvon Chouinard cultivated excellence as well as innovation by adopting the environmentally safe modes of production, was a source of optimism and enthusiasm in his free style method of management. Finally, he encouraged his employees to have high inspirations by putting in place structures that allowed even junior clerical workers to rise to higher ranks with more pay. He was therefore very inspirational in all means. Yvon was a leader who was driven by ethics hence an ethical leader at the same time. Definitely, He also encouraged his employees to involve themselves in environmental restoration programs and even take responsibility by committing a percentage of the company’s profits to the same. Striving for a balance between work, the family and play was also at the center stage of his influence as a leader. He was therefore very ethical and inspirational in his approach to issues. As conclusion, His leadership also has an element of contextual unit because he managed to build a team identity at Patagonia. Their production method, the games they played and the central values to which all the employees subscribed to made them an outstanding lining in a fabric of similar companies in the USA. Question (4) In today’s globalized, competitive work, do you feel the leadership practices followed by Yvon can be applied? Answer (4): Now days leaders open themselves up to inventing what is needed in each new situation and as opportunities reveal themselves. They never look back to borrow from past practices or look sideways to borrow from others. Their eyes are forward and in the present experience. They work on understanding and initiating based on what is happening now. It takes a great deal of personal courage to believe you will figure out what to do as you go. It also takes patience and the ability to stay present until ideas flow and paths reveal themselves. These are capabilities usually gained through a lifetime of