Case Study Two: Ingvar Kamprad The founder and owner of IKEA, Ingvar Kamprad chooses to live his life as frugally as possible, even though he is one of the wealthiest business in the world (Nelson & Quick, 2013). Kamprad chooses to avoid wearing suits, drives a Volvo that is a decade old, flies economy class, and rides the subway to work (Daniels, 2004). He grew up in a region that many around him used the limited resources that they had available efficiently to succeed (Nelson & Quick, 2013).
Manager versus Leader Kamprad can be considered both a manager and a leader is his company. As a manager, he began a catalog company and ensured that it met his criteria for excellence. By managing his resources and time, and utilizing local carpenters to build his furniture, he quickly grew into a storefront (Nelson & Quick, 2013). As a leader, he demonstrates humbleness and caring to his employees, and encourages hard work, creativity, and strict business ethics (Nelson & Quick, 2013). He also admits his human weaknesses to others, showing that even a successful man and business are not without strife (Nelson & Quick, 2013).
Nature of Followship Kampard has encouraged his employees to be greater that what they see. He has encouraged his employees to look around them for processes or ideas that should be questioned, and encouraged creativity to make changes (Nelson & Quick, 2013). His company commits to making ecologically friendly products that are good for the environment (Nelson & Quick, 2013). He demonstrates frugality, which he inspires with his employees as well (Nelson & Quick, 2013). Leadership Grid Kampard’s leadership style would best be described as a team manager (Nelson & Quick, 2013). He wants his organization to be successful, but has demonstrated that it is his employees who make IKEA work efficiently (Salisbury, 2011). He not only