Case Study Analysis – Leadership Pitfalls The Battle of Midway is considered by many historians as a key turning point of the Pacific War (1941-1945). Ja

Case Study Analysis – Leadership Pitfalls

The Battle of Midway is considered by many historians as a key turning point of the Pacific War (1941-1945). Japanese Admiral Yamamoto Isokoru had the greater fleet, the better skilled airmen and sailors, and the initiative. Yet he lost this battle – and lost big. Analyze his leadership do help determine why.

First, read Kellerman’s short article on “Bad Leaders” and then Read Ryan’s article on “History and Yamamoto.” Based on your understanding of the personal theories of leadership and requirements for “Great Command,” what pitfalls of leadership did Yamamoto fall into? Were these avoidable? Why or why not? Support your ideas from research of at least one additional source on Yamamoto.

Your paper must meet the following guidelines:

2-3 page paper, APA format with a minimum of two references.

The first page of your paper will be a cover sheet correctly formatted according to APA guidelines.

The second page will include an Abstract.

This essay will use 1-inch margins, Times New Roman 12-point font, and double spacing.

Any citations MUST be correctly formatted according to APA guidelines (there should be at least two, documenting where you got the information for your report).

Do NOT use an automated citation manager to perform this function. Do it manually for this assignment and check your formatting against available GU approved APA resources.

Excluding the cover page and references, this report must be at least 2 pages of written text. The entire paper must be your original work.

This is the material for the assignment

https://www.youtube.com/watch?v=K7ALEktdmjE&feature=youtu.be life stories. They constantly test themselves through real-world experiences
and reframe their life stories to understand who they are at their core. In
doing so, they discover the purpose of
their leadership and leam that being
authenfic makes them more effective.
These findings are encouraging:
You do not have to be born with specific characteristics or traits, wait for a
tap on the shoulder, or be at the top.
Instead, you can discover your potenfial right now. As Young & Rubicam
CEO Ann Fudge said, “All of us have
the spark of leadership in us. The challenge is to understand ourselves well
enough to discover where we can use
our leadership gifts to serve others.”
Discovering your authenfic leadership requires developing yourself over
a lifetime to realize your potential. Kroger
CEO David Dillon said most people
who become effecfive leaders are selftaught. “I tell people not to expect the
company to hand you a development
plan. You need to take responsibility
for developing yourself.” However,
many people wait for someone or
something else to develop their leadership potenfial ratlier than proactively
invesfing in tlieir own development.
Many leaders believe they are more
responsible to Wall Street than they are
to Main Street. But it’s Main Street
where the customers live and where
the money is made. Tlie only way to
create long-term value for shareholders is to create superior value for your
customers. That comes from motivating your people to create great products and superior customer service.
Leaders whose primary focus is on
Wall Street, and meeting its short-term
goals, won’t ever create long-term value.
Wall Street may focus on quarterly
earnings, but it sfiU takes five years or
more to discover a drug, design a semiconductor, or create a breakthrough
produd like the iPod. If you don’t stay
focused on your True North, you’ll
capitulate to the short-term game.
Many leaders lack the patience or the
vision to stay focused on True North.
They bow to Wall Street, shift strategies,
and destroy their value. Authenfic
leaders stay focused on creafing great
value for Main Street customers. That’s
how they create long-term shareholder
value. Authenfic leaders who focus on
Main Street will out-compete those
who only worship Wall Street.
LE
Bill George is a professor at Hanrnrd Business Sciiool and f/i.’
o(//^iiir t»/Tme Nordr Discover Your Authentii: Leaderahip.
Email biii.gei’rgeia’itruenorthkaders.cam or visit
wimo. triienorthleaders .com.
ACTION: Stay focused on Tme North.
Twelve Suggestions
Bad Leaders
They can cripple your team.
by Barbara Kellerman
E.ADiRSHlP NEED NOT
imply that a leader
is, by nature, wise, and
ijispirational. Darker forces sometimes
drive leaders as well as their followers.
Bad leadership is as ubiquitous as it
is insidious. This is not to say that bad
leadership is more prevalent. But
human natvire is complex, as prone to
be revealed in shades of gray and
black as in white. Since bad leadership
is so evident, we might wonder why
the field of leadership has been so rich
with work on good leadership, and so
barren of work on bad leadership.
Wliat characteristics of style, personalitij, and motivation do bad leaders and good leaders have in common?
Like good leaders, bad leaders are
characterized by traits such
as intelligence, high energy,
strong drive for power and
adiievement, decisiveness,
and determinafion. Bad
leaders have a skill set that
ranges from being good at
communicating to being
good at decision-making.
The key quesfions then are:
When, and where, and
how, do things go wrong,
somefimes even gravely wrong?
The ways in which leaders are bad
differ enormously. I describe seven
types of bad leadership: Incompetent,
Rigid, Intemperate, Callous, Corrupt,
Insular, and Evnl. A few rules apply in
every case. For example, there is no bad
leadership witliout bad foUowership.
Like bad leaders, bad followers fall into
several groups. For example, the case of
Al Dunlap at Sunbeam is well known.
What is less known is the role played
by Dunlap’s followers.
To avoid getfing sucked into the
vortex of a superior who is a bad
leader, you need to understand the
nature of your role. Some managers
have unique opfions. However, one
trvith applies in every case: For a follower to resist a bad leader is risky.
There are ways in irhicfi xue can minimize bad leadership and maximize
good leadership. This responsibility
falls on leaders and followers alike.
To strengthen the capacity of leaders
to be effective and ethical, take 12 fips:
1. Limit the temtre of leaders. When
leaders remain in positions of power
for too long, they tend to acquire bad
habits—to become complacent and
grandiose, to overreach, to deny reality, and to lose their moral bearings.
2. Share power. When power is centralized, it’s likely to be misused. That
puts a premium on collaborafion.
3. Don’t believe your oivn hype. As
leaders buy their own publicity, they
begin to rule the organization as if it
were their own fiefdom.
4. Get real, and stay real. Most bad
leader lose touch with reality. They
may block out the fact that corruption
has crept in, that their addictions and
compulsions have become self-destrucfive, or that they’ve morphed into liars.
5. Compensate for your iveakncsses.
Surround yourself with experts in
your areas of weakness.
6. Stay balanced. Many bad leaders
are workaholics, far more dedicated to
their jobs than they are to family and
friends. This is a danger. As Bill George,
former CEO of Medtronic, points out,
“Balanced leaders develop
healthier organizations.”
The’ make more thoughtful decisions and lead
more effecfively.
7. Retnember the mission.
Arguably, this matters most
when the group is dedicated to public service.
8. Stay healthy. Marion
Barry is an egregious
example of a leader whose
physical and mental health was
impaired during his time in office. He
should have sought professional help.
9. Develop a personal support system. We should have aides, associates,
friends, or family members who can
administer tough love.
10. Be creative. The past should not
determine the future, nor narrow
available opfions.
11. Know and control your appetites.
These include the hunger for power,
money, success, and sex.
12. Be reflective. All great writers on
leadership emphasize the importance of
self-knowledge, self-control, and gtwd
habits. Acquiring and sustaining sudi
virtues is hard. Intent is required, but so
quiet contemplafion and discipline, LE
Biirhara Ketlerman is the lamc^ MacCregor Burns U’ctiirrr al
the Center for PuMic Leadership. Keimedii School of
Government, Han’ard University. She is author of Bad
Leadership (HBS Press). CaU 617-495-7570.
ACTION: Take these 12 suggestioiis.
life stories. They constantly test themselves through real-world experiences
and reframe their life stories to understand who they are at their core. In
doing so, they discover the purpose of
their leadership and leam that being
authenfic makes them more effective.
These findings are encouraging:
You do not have to be born with specific characteristics or traits, wait for a
tap on the shoulder, or be at the top.
Instead, you can discover your potenfial right now. As Young & Rubicam
CEO Ann Fudge said, “All of us have
the spark of leadership in us. The challenge is to understand ourselves well
enough to discover where we can use
our leadership gifts to serve others.”
Discovering your authenfic leadership requires developing yourself over
a lifetime to realize your potential. Kroger
CEO David Dillon said most people
who become effecfive leaders are selftaught. “I tell people not to expect the
company to hand you a development
plan. You need to take responsibility
for developing yourself.” However,
many people wait for someone or
something else to develop their leadership potenfial ratlier than proactively
invesfing in tlieir own development.
Many leaders believe they are more
responsible to Wall Street than they are
to Main Street. But it’s Main Street
where the customers live and where
the money is made. Tlie only way to
create long-term value for shareholders is to create superior value for your
customers. That comes from motivating your people to create great products and superior customer service.
Leaders whose primary focus is on
Wall Street, and meeting its short-term
goals, won’t ever create long-term value.
Wall Street may focus on quarterly
earnings, but it sfiU takes five years or
more to discover a drug, design a semiconductor, or create a breakthrough
produd like the iPod. If you don’t stay
focused on your True North, you’ll
capitulate to the short-term game.
Many leaders lack the patience or the
vision to stay focused on True North.
They bow to Wall Street, shift strategies,
and destroy their value. Authenfic
leaders stay focused on creafing great
value for Main Street customers. That’s
how they create long-term shareholder
value. Authenfic leaders who focus on
Main Street will out-compete those
who only worship Wall Street.
LE
Bill George is a professor at Hanrnrd Business Sciiool and f/i.’
o(//^iiir t»/Tme Nordr Discover Your Authentii: Leaderahip.
Email biii.gei’rgeia’itruenorthkaders.cam or visit
wimo. triienorthleaders .com.
ACTION: Stay focused on Tme North.
Twelve Suggestions
Bad Leaders
They can cripple your team.
by Barbara Kellerman
E.ADiRSHlP NEED NOT
imply that a leader
is, by nature, wise, and
ijispirational. Darker forces sometimes
drive leaders as well as their followers.
Bad leadership is as ubiquitous as it
is insidious. This is not to say that bad
leadership is more prevalent. But
human natvire is complex, as prone to
be revealed in shades of gray and
black as in white. Since bad leadership
is so evident, we might wonder why
the field of leadership has been so rich
with work on good leadership, and so
barren of work on bad leadership.
Wliat characteristics of style, personalitij, and motivation do bad leaders and good leaders have in common?
Like good leaders, bad leaders are
characterized by traits such
as intelligence, high energy,
strong drive for power and
adiievement, decisiveness,
and determinafion. Bad
leaders have a skill set that
ranges from being good at
communicating to being
good at decision-making.
The key quesfions then are:
When, and where, and
how, do things go wrong,
somefimes even gravely wrong?
The ways in which leaders are bad
differ enormously. I describe seven
types of bad leadership: Incompetent,
Rigid, Intemperate, Callous, Corrupt,
Insular, and Evnl. A few rules apply in
every case. For example, there is no bad
leadership witliout bad foUowership.
Like bad leaders, bad followers fall into
several groups. For example, the case of
Al Dunlap at Sunbeam is well known.
What is less known is the role played
by Dunlap’s followers.
To avoid getfing sucked into the
vortex of a superior who is a bad
leader, you need to understand the
nature of your role. Some managers
have unique opfions. However, one
trvith applies in every case: For a follower to resist a bad leader is risky.
There are ways in irhicfi xue can minimize bad leadership and maximize
good leadership. This responsibility
falls on leaders and followers alike.
To strengthen the capacity of leaders
to be effective and ethical, take 12 fips:
1. Limit the temtre of leaders. When
leaders remain in positions of power
for too long, they tend to acquire bad
habits—to become complacent and
grandiose, to overreach, to deny reality, and to lose their moral bearings.
2. Share power. When power is centralized, it’s likely to be misused. That
puts a premium on collaborafion.
3. Don’t believe your oivn hype. As
leaders buy their own publicity, they
begin to rule the organization as if it
were their own fiefdom.
4. Get real, and stay real. Most bad
leader lose touch with reality. They
may block out the fact that corruption
has crept in, that their addictions and
compulsions have become self-destrucfive, or that they’ve morphed into liars.
5. Compensate for your iveakncsses.
Surround yourself with experts in
your areas of weakness.
6. Stay balanced. Many bad leaders
are workaholics, far more dedicated to
their jobs than they are to family and
friends. This is a danger. As Bill George,
former CEO of Medtronic, points out,
“Balanced leaders develop
healthier organizations.”
The’ make more thoughtful decisions and lead
more effecfively.
7. Retnember the mission.
Arguably, this matters most
when the group is dedicated to public service.
8. Stay healthy. Marion
Barry is an egregious
example of a leader whose
physical and mental health was
impaired during his time in office. He
should have sought professional help.
9. Develop a personal support system. We should have aides, associates,
friends, or family members who can
administer tough love.
10. Be creative. The past should not
determine the future, nor narrow
available opfions.
11. Know and control your appetites.
These include the hunger for power,
money, success, and sex.
12. Be reflective. All great writers on
leadership emphasize the importance of
self-knowledge, self-control, and gtwd
habits. Acquiring and sustaining sudi
virtues is hard. Intent is required, but so
quiet contemplafion and discipline, LE
Biirhara Ketlerman is the lamc^ MacCregor Burns U’ctiirrr al
the Center for PuMic Leadership. Keimedii School of
Government, Han’ard University. She is author of Bad
Leadership (HBS Press). CaU 617-495-7570.
ACTION: Take these 12 suggestioiis.
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References
Ryan, J. C. (1999). History may have given Japanese Admiral Isoroku Yamamoto more credit for military genius.. World War II, 14(1), 66. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=2192538&site=ehost-live&authtype=uid&user=grantham&password=research
Section:
Perspectives
HISTORY MAY HAVE GIVEN JAPANESE ADMIRAL ISOROKU YAMAMOTO MORE CREDIT FOR MILITARY GENIUS THAN HE DESERVED
One of the enduring myths of World War II is that Admiral Isoroku Yamamoto, author of the attack on Pearl Harbor, was one of the great naval strategists of all time. In truth, Yamamoto was responsible for some of the most grievous errors, both tactical and strategic, committed by the Japanese
leadership, and Pearl Harbor was among them. The greatest of his failures came six months after the sneak attack and 1,300 miles to the west, at Midway
In the summer of 1941, Japan resolved to go to war in the Pacific in spite of a seemingly unending war in China and serious raw material shortages, exacerbated by the American oil and steel embargo that began in July of that year. The latter event, however, was a major factor in Japan’s decision to
go to war with the United States.
Japan’s aggressive stance in the 1930s and ’40s was fueled by a host of other factors. The population of the rocky and mountainous country was growing so rapidly that it was outstripping food production, and its rapid industrial expansion required massive raw material imports. Perhaps most
important, Japan had a national inferiority complex. The slights, both real and imagined, they had suffered at the hands of the Western powers had begun with the forced opening of feudal Japan by U.S. Commodore Matthew Perry’s naval squadron in 1854. Later, they felt they were shortchanged in
the peace treaty brokered by U.S. President Theodore Roosevelt to end the Russo-Japanese War in 1905 and in the division of spoils by the Treaty of Versailles after World War I. Finally, they felt affronted by the 5-to-5-to-3 ratio of capital ships allowed the United States, Britain and Japan by the
Washington Naval Conference of 1921. That seemed an equitable ratio to the United States and Britain, which were obliged to maintain two- and three-ocean navies with global commitments while Japanese interests were confined to the Pacific. Nevertheless, the Japanese felt slighted.
With no end yet in sight for the war with China, the Japanese Imperial General Stag cast about for the next target. The “northern strategy” of invading the Soviet Union was discarded after Marshal Georgi K. Zhukov’s armored forces badly bloodied a tentative Japanese incursion into Mongolia in 1939.
And so their imperialist gaze swung to the south, to British rubber plantations in Malaya and to immense oil reserves in the Dutch East Indies. As part of their strategy of conquest, they decided war with the United States was inevitable. Yamamoto, who had lived and studied in the United States,
argued against taking on a country of such vast industrial and military potential. Once the decision was made, however, he dutifully committed himself to finding the best way to clinch a quick victory before the United States could bring its full resources into play. Logically, the first strike would be
against U.S. bases in the Philippine Islands, but Yamamoto, named commander in chief of the Combined Fleet in August 1939, proposed a far more daring plan.
Yamamoto conceived an attack by carrier-borne aircraft on the U.S. naval base at Pearl Harbor. The feasibility of such an attack had already been proved by the daring British strike on the Italian fleet at Taranto on November 11, 1940. The Japanese had more and better carrier planes available than
the British, and they had developed a modified shallow-running torpedo suitable for use in the anchorage at Hawaii. In proposing his plan, Yamamoto added an ominous warning: “In the first six to twelve months of a war with the United States and Great Britain, I will run wild and win victory after
victory. But then, if the war continues after that, I have no expectation of success.”
The Imperial General Staff was so opposed to Yamamoto’s risky venture that they at first refused to sanction it. But Yamamoto said that he might resign if the plan was not approved. His prestige was so great that his superiors relented.
The Pearl Harbor raid succeeded beyond its author’s wildest dreams. The two attack waves of carrier planes crippled not only the U.S. Pacific Fleet but also American shore-based air power. In spite of that, however, the attack was more notable for what it failed to accomplish. The American aircraft
carriers were at sea on December 7, 1941, and the Japanese task force commander, Vice Adm. Chuichi Nagumo, declined to search for them. Among the shore installations left untouched were the repair base, the submarine base and the fuel tank farm. The Japanese had cut the head from the
Hydra but two heads submarine and carrier warfare grew in its place
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Nowhere did Yamamoto fail more completely than in his planning for and conduct of the Battle of Midway. The plan was opposed by the Imperial General Staff, but Yamamoto again quelled his opposition by saying he might resign if they refused to sanction the operation.
CO
Midway was flawed from its inception. Although the armada Yamamoto sent …
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