Enacting discretion in a low discretion environment: an interview with Carlos Ghosn

Abstract

Purpose This study examines the leadership journey of Carlos Ghosn to explore how managerial discretion operates in culturally restrictive environments. This study aims to understand how high-discretion leadership strategies can navigate institutional and cultural constraints, with a focus on Japan’s corporate context during Ghosn‘s tenure at Nissan.

Design/methodology/approach The research employs a qualitative approach, drawing on an in-depth and lengthy interview with Carlos Ghosn. The paper is structured in a way where each thematic section is accompanied by a commentary offering theoretical insights and contextual analysis grounded in the literature on managerial discretion, cross cultural management and relevant theoretical discussions on CEOs. At the end, this paper presents a framework that shows managerial discretion in hybrid situations and discusses what this means.

Findings Key findings highlight the tensions between high-discretion leadership, organizational politics and cultural expectations, offering insights into the complexities of hybrid discretion contexts.

Originality/value This paper contributes to leadership and cross-cultural management literature by providing a nuanced understanding of managerial discretion in multinational settings. It offers practical insights for global business leaders navigating cultural and institutional challenges, particularly in hybrid discretion environments.