Before its current problems, Toyota’s leadership style was based on a collaborative approach — one that rewarded employees for innovation, one that valued employee input and even allowed workers on the line to stop the line so a problem with a car could be fixed. The result was a better car — a more reliable one. And the result of that? More market share.

By contrast, GM had a command and control leadership style. The production line was kept going at all cost so cars were produced with flaws and problems and that eroded market share. Company executives didn’t seem to notice the erosion was happening.

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