Organizational Leadership



IKEAhas established itself as a top-leading firm in the furniture sector.Moreover, it has managed to reach this level through effectiveleadership and workmanship. The application of the congruency modelhas played a pivotal role towards the success of IKEA. In analysis ofthe IKEA case study, three input components of the congruency modelhave further stretched the limits of success (Richardet al., 2012).The three components are:

  1. Work- First of all, IKEA has employed a skilled workforce that is able to meet the demanded task. IKEA prefers the word co-worker instead of employees, and this has brought a sense of belongingness and supportiveness across the whole work setup. With the quality of work they produce, the company has managed to attract a bigger number of clients and thus commanding a huge share of the furniture market. The work has been divide into diverse areas of specialization and hence creating a sensible workflow that ensures the firm runs smoothly.

  1. People- Despite the different levels of workmanship, every person is respected. Each person is given an opportunity to express his/her view. In general, IKEA holds the idea that a diverse workforce strengthens the company. The leaders are expected to be fully participative and establish a good relationship with the co-workers.

  1. Culture- IKEA culture is a strong pillar that has supported its existence over the years. Their buildings have been central in the emergence of this special culture. These buildings represent an aesthetic appeal that attracts many people who visit the dimly lit warehouses for a selection of their choice. Most importantly, the furniture are given Nordic names, and therefore, leaving the authenticity that every customer yearns for (Richard et al., 2012).

TheIKEA organizational culture has contributed to the company’s strongcorporate responsibility. According to Edgar Schein’s model, theseorganizational culture factors serve as main ingredients towards thesuccess of many firms. In the case of IKEA, these culture has beenfirmly rooted through several strategies that include:

  • Myths and stories: The story of Ingvar Kamprad (founder of IKEA) plays a central figure in the success of IKEA. According to the case study, Kamprad used graduation money to build this business at his local village in Sweden. He had a humble begin and progressively made his way to such an admirable achievement (Richard et al., 2012).

  • Symbols and artefacts: The giant and gold warehouses that resemble the Swedish flag has really made a massive impact in the accomplishments that IKEA has seen since its inception. These are objects that are conspicuous and thus describe the presence of IKEA products. The simplicity that IKEA uses in its artefacts is a complete evidence as to why many clients prefer their culture (Richard et al., 2012).

  • Language: Nordic names are given for all IKEA products and hence putting Sweden on the map. So, IKEA customers are more likely to be involved in this culture since they have a common language for the items the use. Additionally, IKEA replaces the word employee with co-worker, and therefore, creating a relevant jargon that that unites all aspects of the workforce (Richard et al., 2012).

IKEAis a matrix organizational structure. It is a multinational group ofcompanies operating in many countries across Europe, North Americaand Asia. It has grown into a huge company with a diverse base ofcustomers hence the need for extending into other countries.


Richard,L. H., Robert, G. C., &amp Gordon, C. J. (2012). Leadership:enhancing the lessons of experience.