It is important to analyze the leadership style employed by one of the characters Miranda Priestly in order to successfully understand the application of leadership and management in this film. Miranda happens to be a fashion editor of the “Runway” magazine and supervises three subordinates: Nigel, Emily and Andrea. She is confronted with the situation of having to balance her work and home responsibilities as she is married and working simultaneously. This draws our attention to one of the most critical issues highlighted in contemporary workplace- that of work-life balance. Despite facing this dilemma, she has acquired a prominent position in the fashion industry. However, she has been one of the most difficult leaders to approach. Leaders and managers may derive their f from various sources. Power has, therefore, been defined as being derived from give bases or sources: expert, reward, referent, legitimate and coercive. Miranda has demonstrated four of these types of power. Her expert power stems from the fact that she has served in the position for several years. Her reward power is reflected from the fact that she determines who will be included to the trip to Paris. Legitimate power is derived by virtue of Miranda’s position as director and editor and, finally, coercive power is demonstrated when she prompts her employees that the underperforming employees will be terminated in little time. Furthermore, the movie, through Miranda’s character, also depicts how power is capable of being misused by leaders. Contrary to Wolf who argues that women avoid expressing power in order to project favorable images of themselves (Wolf, 1994), the movie shows just how women “can” express power without being conscious of appearing nice. Consequently, it follows that Miranda’s leadership style is largely transactional as opposed to being transformational. This is reflected in her behavior of tying employee’s results and performance to rewards and punishments. She expected her employees
In the paper “The Devil Wears Prada by Lauren Weisberger” the author analyzes a famous book, which focuses on the fashion world and demonstrates how the demands for competitiveness and personal success translate to lack of work-life balance, care and sympathy towards one’s subordinates…
Elements Comprising the Equity in the Ralph Lauren Brand Brand equity is considered as the ‘added value’ which is related to a product in the mindsets and activities of consumers. There are various approaches through which the additional value can be formed for a brand.
Expert Opinions, The Last Five Years of Fashion, and Fashion Editors When one thinks “fashion,” immediately we think of all the big names in fashion: Donatella Versace, Vera Wang, CoCo Chanel, Gucci, Yves St. Laurent, Ralph Lauren, Karl Lagerfeld, Emporio Armani.
It was founded in the year 1913 by Mario Prada as a luxury store principally focused on selling handbags and other accessories of leather which in turn proved highly beneficial to enlarge its product line (Prada, 2013). It is worth mentioning in this context that Prada has been quite successful in inculcating the changes identified in its external business scenario.
Ralph Lauren company is famous for some of its brands and people all over the world use their products as a high-class status label. The most famous brand of Ralph Lauren is Polo Ralph Lauren; along with that it also manages other small brands and businesses. The main headquarters are situated in the east of New York City.
There is no mistaking the culture and work ethic of the world that fresh journalism graduate Andrea (Anne Hathaway) walks into as she is straightaway apprised of her place in the "pecking order" in the organization, the editorial offices of Runway Magazine, the trendsetter in the international fashion scene.
be generally calm or excitable and nervous; therefore highly nervous people have a tendency to suffer from neurotic problems which may lead to obsessive forms of behavior.
Applying this to the character of Miranda Priestly in the film “The Devil wears Prada”, the editor
mmon organizational culture will always be a difficult proposition because their differences will mostly lead to singular or different working culture. In that scenario, the success of the organization will be minimal or even null. Thus, if a common, feasible and effective