Throughout history, the organizational landscape has been highly competitive. Effective leadership aligned with core business strategy can serve as a powerful lever for achieving success in a fast-paced business environment. We've seen great leaders take their businesses to new heights. They knew how to build great companies by treating their employees well, how to improve or change dysfunctional company cultures, reinvigorate tired brands, and develop new strategic plans. Others proved difficult to work with, stubborn and even out of touch. The following report analyzes the leadership of Robert Nardelli, president and CEO of Chrysler.Biographical OutlineThis section presents a brief overview of his personal and professional life. Robert L. Nardelli was born May 17, 1948 in Old Forge, Pennsylvania. He completed his education at Illinois State and earned a master's degree in business administration from the University of Louisville. Nardelli began his professional career at GE where he worked for 27 years. Nardelli previously headed GE's Canadian home appliances unit. He subsequently headed the transportation systems division. He thus became one of GE's top four executives. When Jack Welch left GE and Nardelli was in the running to become the company's CEO, a lengthy succession plan followed. However, after losing the CEO position to Jeff Immelt, he left the company. Nardelli subsequently took over as CEO of home improvement retailer Home Depot in 2000. Nardelli brought discipline to Home Depot but the change of gear was shocking to many people. who were well accustomed to the laid-back style of his predecessor Bernie Marcus. By many metrics, including sales, gross margins, and profits, Bob Nardelli did a pretty good job at Home Depot. However, Nardelli has come under extreme criticism for his gigantic compensation package related to weak stock performance, slowing profits and a regulatory investigation into his options practices and management style. Additionally, Home Depot had to battle growing competition from Lowe's and needed to reinvigorate growth in the U.S. market and spur growth abroad. Ultimately, Nardelli resigned and exited the company in early 2007. Subsequently, in August 2007, he was hired by Chrysler soon after it was purchased by private equity firm Cerberus. After the acquisition, the company turned to Nardelli for leadership as the company needed a leader who would follow the plan and stick to the numbers.