Stretching involves the ability to challengeone's habits, to take risks with the goal of innovation
and experimentation. To promote change through the collection of stimuli from outside the
company and to subsequently propose them within. Stretching also involves the capacity to create
challenging situations, to compel, to push towards doing more, to go beyond. To gradually
increase performance, to aim for excellence with accumulated success, achieving a continuous
improvement. Stretching linkschange to resultsand results to change.
Empowering involves the ability to promote the expression of individual potential(permitting
autonomy, assumption of responsibility and influence) in order to obtain more effective
organizational behavior. Empowering requires the capacity to facilitate conditions which allow
people to express themselves better, recognizing the valueof their work and stimulating personal
and professional growth as well as self esteem. Empowering links people to resultsand results
Coaching involves the ability to be a guideand a trainer. To know one's team, and to help the
team grow through constantly monitored development which promotes integration and cohesion.
To promote continuous development, providing occasions for instruction which evaluate both
positive and negative experiences. Coaching is based on the capacity to respect people, to listen
attentively, willingly, and considerately. It requires the recognition of individual potential and
taking responsibility for the development of these competencies as assets in order to harvest
underutilized potential. To communicate personably, to consider the emotions of others, to offer
support during times of uncertainty. Coaching links people to valuesand values to people.
Sharing involves the ability to exchange information and know-how. To diffuse knowledge and
promote dialogue among people. To delineate the company vision, values, and goals. To reach
consensus with respect to goals and outcomes. Sharing also involves the capacity to involve
people with respect to objectives, including them in meetings in which ideas and information are
exchanged, so as to achieve true collaboration, and permitting easy access to resources and
acknowledging that they are to be enjoyed by all. Sharing links values to changeand change to
In order for managerial knowledge and competence, and the four basic leadership actions to
become expressed in relation to organizational outcomes, they are filtered through personal qualities,
which may enhance them further. While the four leadership actions have to do what what managers do
to enact leadership, leadership qualities relate to what a manager hasor isas a person. That is, the
leadership actions define whatleaders do; leadership qualities define howthey do it.
According to the new Fiat leadership model, there are eight core leadership qualities. Effective
leaders carry out the four actions of stretching, empowering, sharing and coaching with
determination, vision, openness, consistency, motivationand generosity; emphasizing
achievementand presenting a good example.
Determination: To make decisionsrapidly and with timeliness. To take risks and try new
solutions. To express security, resoluteness and emotional involvement with the will to "put one's
heart in it".
Vision: To set and stay focused on longer term goals. To see beyond the present. To imagine
future scenarios and clearly define one's ambitions, adopting long-term plans and a holistic view.
Openness: To communicatein order to share. To be curious and available to new ideas. To have
faith in others, building reciprocal esteem and respect.
Consistency: To be faithfulto one's words with one's actions (walk the talk). Adhere to the
values, ethical norms and rules of the organization.
Motivation:The investment of energy and action. The desire to do, to "be there", and involve
oneself. To share the willto dedicate oneself so that the job gets done (the things happen) with