Home Depot Management and Leadership Management is defined as the act or manner of managing, managing, directing, or controlling (dictionary.com). Leadership is defined as an act or instance of leadership; guide; direction (dictionary.com). They don't mean the same thing; however, it is believed that a manager must possess leadership skills to be able to manage an organization. Not all managers have great leadership skills and just because a manager doesn't have these skills doesn't mean they are a bad manager. The organization I chose is Home Depot. There are many management and leadership roles within the organization. At Home Depot, dedication to serving our customers and providing the best shopping experience is our top priority. Helping to maintain this focus and commitment is a management team that believes in the company's values. The team also believes that a commitment to great customer service will create value for all stakeholders. Home Depot is built on the principle of creating value for our shareholders while never forgetting our values. We seek to be profitable, responsible and balance the needs of our communities. Across our company, our employees must find ways we can deliver the best products to our customers, provide the best possible working environment for our employees, have a positive impact on the communities in which we operate and provide excellent returns for our employees. our shareholders. By working in a store support center, rather than a headquarters, their leadership team knows that the most important people in the fabric of the company are the store associates and the store leadership teams. Frank Blake was named CEO of Home Depot in January 2007 (Sellers, P.). He joined Home Depot in 2002 as executive vice president of business development and corporate operations and was responsible for real estate, store construction, credit services, strategic business development, growth initiatives, call centers and of the home services business. Blake took over the position, which was filled by Bob Nardelli who was forced to resign from his position due to controversy surrounding his lucrative salary package. But the underlying reason also concerns his management of the company's transformation after taking the reins in December 2000 (Azzato, M.). With no previous experience in the retail industry, Nardelli's gruff management style is said to have alienated several key senior managers.