KV KAMAT – A BUSINESS LEADER

LEARNING:

Mr.Kamath’s learning started when he joined the prestigious Indian Institute of Management, Ahmedabad (IIM-A) for a Masters
Degree in Business Administration. The two-year curriculum at IIMA served as a valuable input in the process of his
development as a manager and future business leader.

the depth of talent in

Learning is a continuous process and this is evident in Mr. Kamath’s life also.He has observed

the organisation and the ability of the organisation to absorb people's

contribution, and to enable them to move on and let others contribute to its
growth.

To him these are important lessons in the process of how you evolve and how an
organisation evolves --you learn from others, including your peers on the board,
your colleagues in the organisation and from the Industry.

INTELLECTUAL ABILITIES:

He showed tremendous intellectual abilities when he was in IIM-A.When students

struggled with assignments till the last day,he used to submit them well in
advance.His abilities to do things quickly and make wise decisions led him to
become a visionary.

VALUES,ATTITUDES:

INSTRUMENTAL VALUES OF MR.KAMATH:

Ambitious

Capable

Intellectual

Imaginative

TERMINAL VALUES OF MR.KAMATH:

A sense of accomplishment

Social recognition

Self-respect

PERSONALITY:

MOTIVATION:

LEADERSHIP:

VISIONARY LEADER
Kamath is the visionary, whose initiative has brought Internet banking to India. Not only that, K V Kamath is the man
responsible for the introduction of ATM Cards in India!.

A firm believer in the concept of Universal Banking - the ability to provide complete financial services to different classes of
customers - Kamath has been
instrumental in expanding the Group's services to the retail customers. Under him, ICICI has made significant progress in
creating a strong retail focus and building the personal financial services business.

Looking back to the changes in the environment, he believes that financial, human, technology and speed capital, would drive
the financial services sector in the future and draw the boundaries for achieving leadership. His strategy has therefore revolved
around augmenting these Capitals.

for K V Kamath, chief executive officer of India's second largest banking and
financial services organisation, ICICI, who is seeking to transform ICICI into a top
global bank - but with a difference

LEADERSHIP SKILLS:

1.TECHNICAL SKILLS:

2.HUMAN SKILLS:

3.CONCEPTUAL SKILLS:

ACHIEVEMENT-ORIENTED LEADERSHIP

according to the path-goal theory the type of leader

CONSULTATIVE LEADERSHIP:

Kamath has had to recruit a lot of people over this time and looks for five characteristics: intellect or a high level of competence;
entrepreneurial leaders who can pick the right team; a can-do attitude; the ability to withstand shocks without getting flustered
or losing direction, and; ability to focus, focus, focus without getting diverted from the core business.

EMOTIONAL INTELLIGENCE AND LEADERSHIP:

COPY FROM STEPHEN ROBINS PAGE 332.

TRUST AND LEADERSHIP:

FIVE COMPONENTS:

1.INTEGRITY:

2.COMPETENCE:

3.CONSISTENCY:

4.LOYALTY:

5.OPENNESS

KNOWLEDGE-BASED TRUST

He trusted the team members abilities completely.The relationship between the

two parties is knowledge based,both the parties have enough experience
working with each other.The team members now have gone to take more
responsibilities after Mr.Kamath has become the chairman of ICICI.

He says that You need alignment of interests for a team and a strong belief in
your ability to execute. You need a can-do attitude.
He clearly sees that the dreams of his business depend on the people in it and in
the process he has not tried to recruit clones.

IDENTIFICATION-BASED TRUST

Somewhat there is identification-based trust also because they understand the

needs and wants of each other.

This seems to have been very much the driving force for K V Kamath, chief executive officer of India's second largest banking
and financial services organisation, ICICI, who is seeking to transform ICICI into a top global bank - but with a difference.