This case focuses on octogenarian Ingvar Kamprad, the founder of the Swedish-based retailer IKEA. Kamprad, an entrepreneur throughout his life, is an extremely frugal individual, both in his personal life and in running his business. This commitment to frugality has helped him become one of the world’s wealthiest individuals. Thriftiness and hard work is infused into IKEA’s culture and permeates Kamprad’s approach to leadership. 

Using frugality, hard work, and an unrelenting pursuit of profits as points of departure, the case can be linked to several key concepts in Chapter 12. Kamprad’s behavior can be explored from the perspectives of what he does as a manager and what he does as a leader. Kamprad’s leadership can be examined from the perspective of ‘concern for results’ and ‘concern for people’ within the context of the Leadership Grid. The concepts of transactional, transformational, charismatic, and authentic leadership can be applied to an analysis of Kamprad’s leadership behavior as well. Also of relevance is the nature of followership that is engendered by Kamprad’s leadership. 

Questions

1. In what ways is Ingvar Kamprad a manager? In what ways is he a leader?
2. Describe the nature of followership that Kamprad seems to have encouraged at IKEA.
3. Using the Leadership Grid and its underlying leader behaviors of ‘concern for results’ and ‘concern for people,’ explain the leadership orientation of Ingvar Kamprad.
4. Use the concepts of transactional, transformational, charismatic, and authentic leaders to describe the leadership of Ingvar Kamprad.
5. What are the key leadership lessons provided by Kamprad’s experiences?
6. What skills would you personally need to develop or refine to become a leader like Kamprad? What could you do to develop or refine these skills?