M3A1: Final Project: Preparation 2 If viewing this through the Assignment tool, click the title above to go to the Submissions area. An icon of paper with lines and a pen symbolizing assignment. Final Project Preparation 2 A student sitting besides a book shelve with her laptop. Continue to work on your Final Project. Research your selected organization further. Write a paper addressing the following: A description of leadership in the organization The causes of the difficulties you described in the previous module An analysis of the role of leadership in the difficulties, whether positive or negative Citation of sources of information The paper should be two pages and in APA style. Write the paper in a Word document. Evaluation criteria Review the SBT Weekly Assignment Rubric located in the “Start Here” section of the course for more information on grading criteria. Keep the following points in mind: Leadership in the organization is comprehensively described. Analysis of causes of the difficulty is logical and based on research information. Role of leadership in the difficulties is accurately analyzed based on research information.


M3A1: Final Project: Preparation 2

Student’s Name




A description of leadership in the organization.

The causes of the difficulties you described in the previous module.

An analysis of the role of leadership in the difficulties, whether positive or negative.



M3A1: Final Project: Preparation 2

Leadership in Toyota

The accelerated growth and better performance of Toyota have been attributed to effective leadership and continued innovations that elevate the company’s productivity at the top. The level of competitiveness is sustained by the lean strategy that aims at improving the administrative and industrial process. In turn, Toyota continues to build a successful program of functionality that is expanding at an unprecedented rate because of the famous production system and lesser-known product development program (Liker & Convis, 2011). The unique philosophy and culture of Toyota functioning have been carefully selected in an intensive manner to merge high performing leaders who adhere to the lean leadership approach. Toyota’s productivity highly considers the end user at every moment to make decisions of the kind of investments the company targets to commit on in the long-term.

According to Liker and Convis (2011), “Toyota way to lean leadership” provides the secret of the company’s secret leadership system. In the transformative leadership agenda and practice put in place by the Toyota’s top executive, the performance of the company continues to shine becoming a global leader whose products aims at creating sustained customer satisfaction time after time. In ensuring effective leadership, Toyota provides a nurturing but challenging environment designed to impact on the company a continuous development of new lean leaders. The mechanism is sustained through coaching in the entire job career by experienced mentors and top-level delegation to sharpen management skills.

Additionally, the management skills that aim at improving the performance of leaders in a lean strategy entails the focus of improving the industrial processes of production and at the same time improving customer’s contentment and satisfaction (Keough, 2012). The global performance follows huge investments and innovations that facilitate Toyota’s new products to meet the highest standards on a large scale. The mission statement of the company aims at developing high-value products and services for their customers, thus, brings all of the employees on board towards the contribution of the global competitiveness and outstanding performance of the company.

The difficulties in the operations of Toyota brewed following the 2008 worldwide financial crisis, the recall crisis, and the worst Japanese earthquake in history. The three significant challenges posed a major threat to Toyota’s leadership through the destruction of their reputation and public image. The recalls were a major blow to the company to sustain its lead position, sustain customer satisfaction, and ensure transparency of the company (Toyoda et al., 2016). The media outbursts cast a dark shadow on the company’s leadership demanding a come-back strategy that would impact the company’s operations in the development and competitive light to its peers. The weakened culture required an efficient approach to leadership leaving lean leadership as the beacon to show the way back.

Analysis of the Role of Leadership

The role of leadership in Toyota’s crisis proved to be positive by inducing the company’s glory in a path to regain competitiveness and quality production. The lean leadership approach gave the company’s leadership an opportunity to set things right in the global functioning of the company. The target being the end user, the company culture was restored to one of productivity, innovation, and creativity focusing on imploring customer satisfaction as the salient feature. The strategy aimed at building effective leaders with highly sophisticated managerial skills to spur growth and development of Toyota in its previous glory.



Keough, W. (2012). The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence Through Leadership Development [review]/Liker, Jeffery K., and Gary L. Convis. Journal of Applied Christian Leadership, 6(2), 135-136.

Liker, J., & Convis, G. L. (2011). The Toyota way to lean Leadership: Achieving and sustaining excellence through leadership development. McGraw-Hill Education.

Toyoda, E., Toyoda, T., Okuda, H., Cho, F., & Watanabe, K. (2016). The Info List-Toyota.


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