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LEADERSHIP, LEADERSHIP ROLE MODELS

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xONxEPT QUESTIONS:

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Born leader are the ones who have inborn qualities of an leader. Where else in case of
made leader it is often an mentor who shapes a leader. Examples of such leader are given
below:
Born leader: Dhirubhai Ambani, JRD Tata, Bal Thackeray
Made leader: K.M.Birla, Anil Ambani, Ratan Tata, I.K.Gujral,
The difference is only of degree and no one can be identified as being completely born
leader or made leader.

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A management style is a distinctive way in which Planning, Organising, Actuating,
xontrolling and other management functions are performed. Given the many choices in
the performance of each management function, an almost limitless number of
management styles can be visualized. In reality, however one encounters far fewer styles.
This is because styles tend to be internally coherent. If a management chooses to
coordinate activities participatively, it is also likely to set goals, develop strategies,
control operations, etc. participatively rather than in an authoritarian manner. Styles tend
to crystallize around major management convictions and commitments. That is, their
cores tend to be ideological in character, and commitment to a core management
ideology- of risk-taking in business or conservatism, professionalism in hiring staff or
intuitive choices, and so on- is likely to shape the rest of the style.
These commitments are not randomly generated. Nor are they exclusively the
commitments of the person who happens to be the xEO, although undoubtedly the xEO
usually does play a significant role in the evolution of a style of management. The style
evolved has to be viable, that is it has to be able to measure up to real-life situations. A
good deal of learning from experience plays a major part in the styles emergence. Social
processes within the ranks of management, such as information and experience sharing,
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advocacy of points of view, political deals and so forth, also play a part. The purpose for
which the organisation is set up and the social, legal and economic environment, in which
it operates, too contribute to the viability of the style of management.

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Human beings are an interesting species; they often talk about lofty ideals and perfection
but practice quite the opposite.

Determined by the super-ego and identity, human behavior may be repulsive or sublime.
Hence the style of management adopted is an expression of the thoughts in the mind of
the decision makers and leaders.

Depending upon these thoughts the style could be good or bad. i.e. ›
› 
 
› 
. In society, µgood styles¶ are referred as professional and participative. If
there is variety in excellence, there is variety in incompetence. The corporate sickness
and dysfunctional forms of bureaucracy and professional management have uncovered a
large number of bad forms of management.

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Karta is the head of a µHindu Undivided Family¶ more commonly known as an HUF. The
Karta of an HUF is the supreme authority in business matters. He is the leader of this
organization. The other members of the family i.e. the co-parceners are not allowed to
have their say in the matters relating to the organization. It is usually the Head of the
family who is named the Karta.

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.pMr. N.R Narayan
Murthy and J.R.D.Tata
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Rahul Bajaj
Rahul Bajaj is the man who can be given credit for building Bajaj auto are the 4th largest
two-wheeler manufacturer in the world. He has achieved an incredible growth rate of
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R
 in the last decade. Following are some of the points that explain the reason of his
success.
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: Bajaj is a highly educated person. He has done his BA (Hons) and is a
management graduate from Harward.
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: Rahul Bajaj collaborated with Kawasaki for
production of motorcycle but for scooter he did not go for any collaboration.
Manufacturing scooters is his core competency and he does not want to experiment
with that.
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: Bajaj has often been accused of exploiting the customers with
delivery period of R years, black marketing, etc. but this is not true at the face value.
A deeper insight brings to picture that there were other elements who are responsible
for these accuses. Bajaj, in spite of a heavy demand, did not raise the price of his
scooters and avoided exploitation of customers.
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 : Bajaj listens to each and everyone, but takes decision
on his own. His organisation is a little centralized. In spite of strong oppositions, he
sticks to his decisions.
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: µLicence Raj¶ was a nightmare for Bajaj. He does not
believe in bringing Government officials and getting his license cleared. This is a
major reason why Bajaj Auto came under MRTP and was allowed to expand its
production capacity. But he did not give up to the Government conditions and after
some years, done lobbying through business housed and putting tremendous pressure
on Government learn his license.
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: Rahul Bajaj holds same views of Mr. Jack Welch, the former
xEO of GE. He believes that if one is no No R or No , he should get out from that
business. This principle kept him away from the four-wheeler market.
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2 : Bajaj has less kind of words for workers. Still, there has
been only one strike in the history of 3
years of the company. He takes care of the
needs of the workers and at the same time, he views workers as a tool for production.
In his word¶ ³Why do they strike and lose wages? They should work more, earn
more´
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ap  : Rahul Bajaj is well known for his unflinching frankness and varied opinion on
every topic under the sun. His office is therefore popularly known as BBx (Bajaj
Broadcasting xorporation)
ap 

1 , His quotes about the Governnment have found place in the
headlines of many leading newspapers and magazines in India and have also raised
controversies. But this does not stop him from doing what he considers correct.

All the above features are the hallmark of Bajaj. They has earned him a rare reputation as
one of India¶s most successful industrialists.
Squeaky clean, he has never been involved in shady takeovers. He does not engage in
street fights, nor has he ever hijacked someone else¶s project. He hasn¶t burnt tyres
during hard drive for meteoric growth. On the contrary, he is something of a plodder,
routinely burning the midnight oil, and devoted to the virtues of hard work. He¶s India¶s
most admired industrialist along with Dhirubhai Ambani and the late Adity Birla.

Dhirubhai Ambani
When we talk about Indian leaders one name, which we cannot miss out, is Dhirubhai
th
Ambani. He has voyaged through a journey of rags to riches. He was born on 
December R3 to a local schoolteacher in a village called xhorwad, in Junagadh district,
Gujarat.

Dhirubhai has been an opportunist right from his childhood. All he needed was the whiff
of a business opportunity and he was off to tap it. During the Mahashivratri fair, he would
sell µganthia¶ a gujaratri savoury to earn money. Due to shortage of money, he left
education after matriculation and went to Aden to earn money. He worked for almost
eight years in a petrol station where he learned about oil business until a day came when
he was bitten by the entrepreneurial bug. He came back to Bombay to start his own
business. He took a loan with which he started Reliance xommercial xorporation, which
has been a stepping-stone to one of India¶s largest xorporation. They were involved in
general merchandising.
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Dhirubhai has always shown all the critical leadership qualities. He would always grab an
opportunity and strike on it. He then started his yarn business in the 6¶s and then he
build his own spinning mill in R66 known as Reliance Textile industries.

He believed that if a person wants to succeed in something then he should have complete
access to information on that topic. Whenever he wanted to approach the government to
get licenses, information about the competitors, market size etc. he would collect all these
information, no matter at what cost it came. He also believes in destiny and gives all the
credit to his luck. This shows how down to earth he is. Even today he has a simple ritual
of Puja when a new machine is installed. He isn¶t proud of what he is and he still believes
in µSimple thinking, Modern thinking.¶

He always followed the rule to be the pioneer/first to do anything. He would just grab an
opportunity that would come up because of some government policy changes and would
implement it successfully. He believed not in meeting demand but in creating demand.
He always produced in large quantities. He was of the opinion that customer should be
provided with best quality goods at the lowest price. Moreover Dhirubhai as opposed to
most other leaders wasn¶t expert in only one field. He was a manufacturing as well a
marketing whiz. He knew how to offer the right product mix, identify markets and
establish viable distribution structure, which holds true for one of his famous brand
Vimal. He is also referred to as µ Manchester of India.¶

He didn¶t mind copying someone else¶s idea, which he could implement better than his
competitors. As in the case of copying the concept of selling through showrooms for his
brand Vimal to counter the resistance from the traditional markets which he copied from
Bombay Dyeing. He always had the dynamism and confidence in future and was always
ready to go against all odds. He always believed in himself.

He has always believed that his first responsibility is towards his company¶s shareholders
and he was also concerned in protecting their interests. He also known as the µstock
market messiah.¶ This is because when some Marwari clan were trying to bring down the
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price of his shares by short selling, he counter attacked them and in turn earned a hefty
sum from them. He has always had a wide investor base and most of his subscriptions
were over subscribed. He has always been an innovator in the financial market. He
innovated and reintroduced successfully concepts like partial convertible bonds, fully
convertible bonds etc.

He has been successful in manufacturing world-class products. He always believed in

µThink big, think fast and think ahead.¶ He has never had an ego problem and he knew
how to get his work done from people. He was never ashamed to µsalaam¶ anyone.

Another incident that shows his vision as a leader is that when Reliance¶s Patalganga
xomplex was damaged due to floods. Technical experts from Du Pont estimated hundred
days to make the complex operational but Reliance had the complete complex operational
in twenty-one days. This was possible because of Dhirubhai¶s vision, his confidence, his
dedication proper logistical planning and making available all resources.

Dhirubhai has always believed in picking up the best talent. They have a motivated
workforce. He only believes in providing leadership, vision and strategy. He thinks that
he doesn¶t run his business but his business leaders do it.
Dhirubhai is criticized for manipulating the government for his benefits. Apart from that
he has paid zero tax on corporate earnings for several years due to the loopholes in the
system. He was also involved in manipulating the L&T board to gain control. Apart from
that he was heavily criticized along with Pranab Mukherjee for buying shares under
dummy companies which never existed.
But be it whatever Dhirubhai is one of the greatest leaders of India who has the zeal to
achieve something big rather than just earning money and the obsession to build. He
wants to work till his death.

As a true leader Dhirubhai had once said that, ³ People think I have finally arrived but I
think I have just begun.´
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Mr. N.R Narayan Murthy

Mr. Narayan Murthy was born in a middle class family in Siddalghat in Karnataka, His
father inculcated importance of determination, discipline and good values. Since
childhood he had a very good academic record.

At present he is the xhairman of Infosys. Present market capitalization of Rs. 6,

crores Infosys started with Rs.R, .Mr. Narayan Murthy is influenced by Mahatma
Gandhi who µu › ¶ and demonstrated by, Example He says he wants to be a
doer and respects people who do things, rather than just talk.
Some of the traits that differentiates him from others are:
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A man who believes in µSimple living high thinking¶. Even though he has a personal
wealth of Rs. ,
 crores, his lifestyle remains modest. He lives in a simple -bed
room flat in Santacruz-Mumbai.

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He has tremendous respect for people and sound philosophy of ³under-promising &
over delivering´. This helps him build a healthy long-term relationship with his
colleagues, employees, family, friends, business associates and network of
shareholders.

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Mr. Murthy says that his is an HR-based industry. Software is a knowledge business
hence the focus is shifted to Brainware. It was he who started ESOP¶s that is real
distribution of wealth. Now it is very common in the industry to have ESOP¶s but it
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has done wonders in Infosys. Thus Narayan Murthy is honestly awe-inspiring role
model for professionals.

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He is a man who always measures performance against value. According to Murthy
peoples performance in the knowledge industry is as valuable as gold. Thus by
introducing ESOP¶s he motivated his employees to work smart and hard.

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Even though there is a lot of competition in the market he believes in one thing that
is, being unique in the market place and making sure that you are the Rst mover.
Tap the need of the customer and give them more than they expect. Believes in giving
value to the customer, being fair to people and transparency in working.
Mr. Murthy says that ³Growth comes from repeat business, repeat business comes
from relationships, and relationships with customers are built on trust and trust is built
by delivering quality products.

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He believes in putting the public good ahead of private good in every decision he
makes. This differentiates the developed world from the developing world. Infosys
practices its Social responsibility very well. Rehabilitation drive, literacy programme,
donations etc are few ways in which he works for the society.

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Though Infosys had so many professionals it did not venture into |
 because of
the vision of Mr. Narayan Murthy. This saved them from going down. The downfall
of |
  has not affected his business much. Before starting Infosys this visionary
got together with 6 professionals and wanted to start have India¶s first software
company of the professionals, for the professionals, by the professionals, and
because of his farsightedness Infosys has come this far and proved to be a winner.
›  › ›u›     ›› ›
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JRD TATA
When talking about India¶s greatest leaders, one name just cannot be skipped²J.R.D.
TATA. For decades the sole Indian businessman, global leaders had ever heard of, was
Tata. It¶s different today²the ë › 
› and even the hallowed   
›››unow carries articles written by Indian mgt. gurus on Indian case studies.
But for years the world passed India by. Only J.R.D. Tata made an impact.

When J.R.D. became chairman of Tatas in R3 , British firms dominated the
environment, but the House of Tata towered above all others. It had R4 companies with
sales of Rs.   crores. The year he died, R3, it was still India¶s biggest business house.
Sales had mushroomed to Rs. R
 crores and there were over
 large manufacturing
companies besides innumerable holdings and concerns. He was a distinguished and
respected industrialist who was also awarded the ³BHARAT RATNA´, remarkable
achievement.

›  ›› 
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Following is an analysis of some of the virtues & vices, which J. R. D. displayed through
the course of his eventful life:
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J.R.D. was«««
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 , - J.R.D. had no problems making friends easily. He had one of the
most comfortable personalities that was probably his benchmark of becoming a
successful individual.
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, - One of the most difficult talents is to say µno¶ in a nice manner. But
Diplomacy was never a problem for J.R.D. Even when he was angry at Nehru for
going against industrialists, he was never rude but made his point diplomatically and
walked away friends.
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: - J.R.D. never plunged into unviable projects, howsoever exciting they
might be. He briefly flirted with the idea of making bombers with ³Tata Aircraft´²
but despite his love for flying, he shot down the project himself when it became clear
that there was no money to be made.
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, - When J.R.D. was elected chairman of the group, there was no
question about the selection. There was no one else who could have been chosen by
the board. J.R.D. by then was a hero. The daring pilot, the shrewd businessman. He
was already outstanding.
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 , - J.R.D. had always supported Nehru¶s views on socialism. Something
that the board of Tata sons did not agree with. But J.R.D. refused to sign the
manifesto against socialism. It must have required considerable courage for a 3-
something to stand up for views, which differed so widely from those of the old
guard.
ap


, - People talk of Russi Mody but he manipulated people. J.R.D.
genuinely felt for workers. His approach to labor was that of Fabian socialism. After
J.R.D.¶s entry, the management of Tisco changed its policy of confrontation. The
trade union became not only acceptable but also an association which was vital to the
interests of the workers.
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: - Apart from his supportive attitude towards
Tisco¶s lab technicians, perhaps Tata chemicals provides the best demonstration of
J.R.D.¶s willingness to support innovation in his business and among his managers.
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: - There were opportunities for J.R.D. where he
was tempted to joined politics. But he rationalized to himself by concluding that he
could do more for the country in business and industry than in politics. He says, ³I
had no doubt that freedom was on its way. But who knows, I might one day have an
opportunity to serve in more useful ways than by going to jail today!´
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p
p : - J.R.D. never believed in paying under the table for getting a
license approved. He never believed in exploiting the workers, society and earning
more profits. It was believed that wealth and respect are disjoint. J.R.D. was
considered to be an exception to this rule.
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: - J.R.D. was the only director on the board of the Tata group who
supported Ratan Tata¶s plan to enter high investment ± high risk industries like oil
manufacturing & computers. He believed, that being that stalwart business house of
India, such investments were a responsibility.
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J.R.D. was«««..
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: - J.R.D. always preferred the more conservative approach. His
conservativeness left Tisco unprepared for the outbreak of the second world war and
the license-permit raj of free India.
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: - Unlike G.D. Birla, J.R.D. had kept aloof from the congress leadership. For a
group that depends as much as the Tatas did on government patronage, this was a
major lacuna.
ap p: - Instead of trying to patch up the differences, J.R.D. withdrew into
himself. He rejected Nehru¶s invitations to the UN session in Paris, and the invitation
to lead Indian Rare Earths, one of the first PSU¶s. J.R.D. forgot the Public Relations
implications of these prestigious invitations and the signals his refusal emitted.

After going through the above virtues and vices of India¶s greatest industrialist, we learn
a lot about what it takes to be successful in business, career, and in ««««..life.

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/ Family business is same like any other organization because essentially it is a
venture for profit like any other MNx¶s. But the difference stems up because of the fact
that family business is a fusion of business system and the family system this fusion is
absent in other forms of organizations. This difference manifests itself in the style of
leadership of an organization, which is given in detail below:

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Born vs made leader More often then not, made
leader
Role of a leader Many a times deviates from
policy formation, planning
etc. and role is reduced to
conflict manager engaged in
More of born leader
Involved more in business
issues and concentrates in
formulating long term
business plans. Keeps away
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solving clashes and reduces
the role of leader to merely a
mediator
Funding strategy xonservative equity funding.
Does not believe in
µparticipative funding¶.
Domestic, local currency
funds are preferred financers
(mostly family friends or
relatives)
Partnerships & strategic Family-relationships were
alliances more important than µhigh
value ± high return
partnerships with outsiders¶.
Recruitment & Low wages, high job security
remuneration policy to the employees. Trusted
persons are generally
preferred to others who may
be better qualified.
Profitability & As empowerment was
empowerment limited, employees were (at
the most) responsible for
volumes & costs. Sharing of
business results was missing.
Strategic financial Inward-looking, conservative
planning financial strategies are used
for business growth.
Decision making xontrol is tight and is
process achieved by posting relatives making. There is more
of owners or members of
their community in decision-
making process
Leader member More of emotions based.
relationship Leader holds sympathy for
others because they are his
own family members.
from day to day operations.
xapital has no colour or
quality. It has only cost &
applicability. Hence, µlive and
let live¶ policy with global
capital is welcome, with
hedging arrangements.
Do not bother for close
linkages. Growth is welcome,
from whatever sources
available
Higher wages with profit-
sharing but without job
security. Recruitment is based
on pure merits.
Extreme of empowerment is
possible i.e. an employee may
be treated as a µprofit centre¶.
µResponsibility Accounting¶
is predominantly used.
Long term strategic plans are
well-designed with greater
clarity.
Decentralized decision
delegation of authority
Relationship is very
professional and has empathy
towards other.
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/ , Task structure refers to the degree to which the task is clearly defined. A bank
teller¶s job has relatively high task structure; the branch manager¶s job has less. The
nature of the situation, specifically the characteristic of the task affects the impact of the
leader¶s behaviour on follower satisfaction and effort.
Basically, the leader chooses among   ››:
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. The leader tells employees what he expects of them, gives them
guidance about what they should do, and shows them how to do it.
.p ë . The leader shows concern for the well-being and needs of her
employees by being friendly and approachable.
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. The leader involves employees in decision making, consults with
them about their views of the situation, asks for their suggestions, considers those
suggestions in making a decision, and sometimes lets the employees make the
decisions.
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 . The leader helps employees set goals, rewards the
accomplishment of these goals, and encourages employees to assume
responsibility for achieving the goals.



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Task Directive Supportive Achievement Participative
oriented
Structured No Yes Yes Yes
Unstructured Yes No Yes No
xlear goals No Yes No Yes
Ambiguous Yes No Yes No
goals
When the task is structured; the supportive, achievement oriented and participative
leadership styles are preferred. But the directive style of leadership is not preferable
when the task is structured. This is because when the employees are aware of what
the task they are supposed to finish there is no need for the employer to direct them.
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When the task is unstructured, the directive and achievement oriented styles are
preferred rather than the supportive and participative style. This is because the
employees are not fully aware of the task to be performed and therefore a leader who
tells or helps employees to set goals would be more effective rather than a leader
shows concern or involves employees. xonsider the president of a new start-up
company in which the ten employees are hand picked, the tasks are highly
ambiguous, but the president¶s authority is clear. A directive or achievement oriented
style would work well.

When the goals set are clear the leadership style that is preferred is supportive and
participation. The only difference between a structured task and clear goals is that an
achievement oriented leadership style is not preferred. This is because when the goals
are already set, you don¶t require a leader who sets them and rewards them.

The last case where the task has ambiguous goals, the leadership style to be adopted
is similar to that of the unstructured task. This is because one would require a
directive and achievement oriented leader to set goals, instruct the employees, guide
them, reward them when the goals are ambiguous.

xonclusion: there is no golden rule as to which leadership style to be adopted

depending upon the task structure but the analysis given above would have a higher
probability of success ratio so as to effectively lead.

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Along with the ten pure styles of management, a defective version of each pure style was
also developed.The pure styles were developed on the basis of research done on
management styles both in India and abroad, as well as extensive management
consultancy and training experience. Similarly, the defective forms were conceptualized
on the basis of research and consultancy and training experience.
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The ten pure management styles are the conservative style and the sharply contrasting
entrepreneurial style, the professional style and contrary to it the intuitive style, the
participative and the opposing authoritarian style, the organic or free form and the
opposing bureaucratic style, the familial style or paternalistic style, and the altruistic
style.

Some of the important ones are enumerated below:

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The essence of conservatism is conservation of what has worked in the past and has
demonstrated survival value. The principle of survival is at the core of the conservative
style of management. xonservatism does not necessarily mean refusal to change. It
means instead, caution in changing.

The pure conservative style was defined as follows:

µA cautious one-step-at-a-time approach to problems. Decisions are generally
compromises between the conflicting demands of board, unions, government managers,
customers, etc. Precedents and traditions are given importance. The primary concern is
with stability and steady growth¶.

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While conservatism facilitates survival, enterprise facilitates conquest and the unfolding
of opportunities for growth. The entrepreneurial style has emerged from this spirit of
adventure, probing and innovation. Entrepreneurship not only creates new industries,
opens up new markets and transforms old or mature industries, it also builds civilizations.

The pure entrepreneurial style was defined as follows: µactive search for big new
opportunities; large, bold decisions despite the uncertainty of their outcome; a forceful
leader at the top wielding great power; and rapid growth as the major organization goal¶.
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A scientific approach, high level of formal expertise, reasonable consensus about do¶s
and don¶ts and formal training are traits of a professional approach to management.
One focus of this movement was the manual work performed in the organization. The
other focus was managerial work performed in the organization.

The pure professional style was defined as follows: µsystematic search for growth
opportunities and systematic anticipation of problems through formal forecasts; a
systematic consideration of costs and benefits of alternatives and a carefully coordinated
formalized top management strategy¶. The emphasis is on long-term planning,
professional management, a sophisticated control and information system and the
extensive use of expertise and all-pervasive research before making decisions.

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The core of bureaucratic style is quite primeval: management by programming the
behavior of the members of collectivity. According to Max Weber, the bureaucratic mode
of management was more efficient as well as more fair. It was more efficient because by
programming everyone¶s behavior rationally the organization could operate like a well-
oiled machine. And it was fair because everyone knew what he or she was to be
evaluated on.

The pure bureaucratic style was defined as follows: µa strong emphasis on smooth
functioning by prescribing in writing objectives, procedures, rules, and the powers, duties
and responsibilities of managers and other staff. The emphasis is on clear reporting
relationships, precise job descriptions, formal communications, strict control and above
all, correctness of procedures and accountability¶.

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Following are some of the characteristics of organic management:-
ap Tasks are seen in their total contexts
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ap xontinuous redefining of individual tasks through interaction with others, as

during product design
ap xommitment to getting a job done overrides definitions of responsibilities, rights ,
obligations or methods to be used
The pure organic style was defined as follows: µA strong emphasis on the free flow of
information and communication within the organization. Widespread awareness of the
organization¶s goals, problems and business plan of actions among managers at all levels.
Dislike for paperwork and formalized procedures and job descriptions. The emphasis is
on administrative flexibility, openness, innovation, the importance of the effective
problem solver, and above all on resourcefulness and getting things done¶.
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/ :Leadership is an indescribable ability based on concrete principles and a tool that
anyone can learn that helps one guides an organization or group of people in a beneficial
direction or to a valuable destination.

A value is something considered worthy in and of itself by a person or a group. It can be

a one-word standard of conduct or a policy everyone in a company adheres to and
believes in. it helps people to understand what is desirable behavior and what isn¶t. They
are more powerful than rules.

Values play a very important role in everyone¶s life and also in leadership. A leader is
someone who has followers. Thus he has to follow a pattern of ethics and values. Our
nation needs ethical and imaginative leaders at every level. The future of the
society depends on leaders who are capable of providing strong leadership, who
understand that leadership means service, and who believe that their very citizenship
carries the obligation to lead when circumstances require. The study of ethical leadership
is a critical component of any leader, and he must incorporate it along with the traditional
emphasis on policy analysis and formulation.
c


 
     


The long-term success of an organization, community or society depends on good

leadership, not just on technical proficiency and skillful management. Good leadership
must be grounded in ethical values. There are tensions between personal values and
goals, on the one hand, and organizational, community, or societal values and goals on
the other. Ethical leadership involves recognizing and reconciling those
tensions.

A leader should be able to identify human values and act on them. Human values include
gratitude, loyalty, humility, patience, gentleness, dignity, honesty, etc. and a good leader
has to consider all these characteristics. It must be understood that archetypal human
being in a sustainable, living earth system has to be nearer the ascetic rather than in
acquisitive type, even if the former re-emerges conspicuously only a hundred years or
more.

Therefore to be a leader Reflection is essential i.e. he should respond to a particular

situation as it generates the inner toughness needed to be an effective person of action.
Leadership is the sum of two vectors: competence (your specialty, your skills, your
know-how) and authenticity (your identity, your character, your attitude). For e.g. When
leaders get stuck, they tend to apply more steam, more competence, to what got them into
trouble in the first place: "If I try harder, I'll be successful," or "If we exert more control,
we'll get the results we need.´

The problem is, when you're stuck, one not likely to make progress by using competence
as his tool. Firstly, the leaders need to dedicate to understanding himself better, in the
philosophical sense of understanding what it means to exist as a human being in the
world. Second, need to change his habits of thought, for e.g. how you think, what you
value, how you work, how you connect with people, how you learn, what you expect
from life, and how you manage frustration. xhanging those habits means changing ones
way of being intelligent. It means moving from a nonleadership mind to a leadership
mind.
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Values are extremely powerful and they guide the leaders to identify what human
behavior is acceptable and what behavior is not while practicing leadership. Leadership
and learning are important individual values and form a symbiotic relationship for a
leader.

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Any style of leadership cannot be successful under any situations. Although a leader
tends to have one dominant style, but he needs to make alterations depending upon the
situation. By taking example of work in an organisation, different styles of leadership
and different situations can be explained as follows:
j  ››› $
R.p Autocratic: leaders with this style centralise the power and decision making in
themselves. The employees are expected to do what they are told. Autocratic
styles mostly is negative, that is, it is based on threats and punishments, but
sometimes it is positive as it also gives rewards to employees.
.p xonsultative: a leader adopting this style makes decisions after consulting groups.
He is supportive and accessible. However he retains the responsibility with
himself.
3.p Democratic: A leader making most use of this style shows that he has greater
confidence in his employees. The decision-making is placed in the hands of the
whole group. All members participate actively and the leader only supports.

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R.p Employees¶ task: it may be structured or unstructured, routine or new and
challenging. Structured task requires less backing from a leader, but when task is
highly unstructured, the employee will not be motivated to work if his leader does
not guide him.
.p Leader-member relation: this shows how is how is the leader¶s acceptance in the
group and what is the attitude of the employees, i.e. whether they like to work
independently or want more support.
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The main aim behind finding all this is to evaluate whether the situation is favorable
or unfavorable and accordingly he has to adjust his style to get the desired output.
This is because, the situation (the external environment) cannot be changed, but the
leadership style can be changed as per the demand of the situation.
For example, when an emergency order has to be completed, the decision cannot be
left on the employees of how they will execute the order. The leader has to be quick,
take decision on his own and has to have the capability that everyone follows his
isstructions. Although, under normal circumstances he may be allowing group
participation, but in that course of time he should develop such credibility that his
authority is not challenged and accepted without resistance during emergency.
Similarly, if the situation demands creative thinking, he can get the best out of his
employees if he allows group participation. To stimulate creative thinking, he has to
give them more liberty even though otherwise he has always centralized the decision-
making process.

The leader sets an example for his followers and his success depends on his ability to
handle different situations. It can be noted that any leader has one style permanent
that makes him a leader, that differentiates him from the others and that has made him
the leader. But that cannot be so rigid that it becomes a hurdle in managing
situations.

In the dynamic environment, where things change rapidly, one style of working
cannot be an answer to all situations. However, one ting has to be permanent, the
determinacy to get the work done from employees under all situations and to keep
that unchanged, the styles need to be changed.

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Ans: (R) Kumar Mangalam Birla,
() JRD Tata,
(3) S. P. Godrej,
(4) Rahul Bajaj,
(
) xhitale (Pune),
(6) Singhania,
(7) Kirloskar

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Ans: Most of the present days industrial leaders have come from the illustrious
families of industrialists like those of G. D. Birla and JRD Tata, Jamnalal Bajaj,
etc. before independence the Indian industrialist were mostly working as the
Managing Agents of the British xompanies or were engaged in the trading of
cotton, food-grains, oil, etc. Jamshedji Tata and Ghanashyam Das Birla were
perhaps the first enlightened industrial leaders who dared to start industrial houses
in British India, despite discouraging British policy of levying heavy excise and
custom duties on Indian manufactured goods.
These industrialists started their industries from the scratch and against the
desire of the British rulers. Labour was abundant but not duly trained. They had no
work culture. The industrialist started not only training the local workers to handle
the latest machines but even provided for their provident fund, medical treatment,
housing and schooling of children, even before the labour law was enacted.
Whatever standards or norms these industrialists had laid down became the
foundation of the labour laws in the near future. These industrialists were also
required to support the freedom struggle in every form.
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In working environment also they have brought out several healthy
practices. xonsidering the Indian xultural characteristics, S.P.Godrej, e.g. stopped
the use of animal fat in manufacture of soap long back. They have developed vase
track of land in Mumbai into green belt of their own volition. They observed
Indian cultural festivals and traditions of Puja of machines, and vehicles on
Dassera, Diwali etc. and involve the family members in such events. They
consider each individual worker as a member of the family. Workers¶ participation
at every possible level is being tries. The enlightened industrial houses do not find
difficulties in labour problems, as some industrialist believe in transparency in the
decision-making process and workers participation. They are developing
continually learning environment. E.g. XLRI at Jamshedpur is a renowned training
institute, which conduct surveys and promote studies in various problems and
principles. A worker is taken a whole and treated with due respect. Some
industrial leaders are trying to provide facilities for meditation and Yoga practices,
sponsoring sports etc. Globalization and IT environment is posing a greatest
challenge to the industrial leaders as well as labour. Involvement of labour in the
decision making process is likely to increase due to cut throat competition in the
near future.

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Ans. Born leaders are those charismatic personalities whom people expect to
lead. E.g. Pandit Jawaharlal Nehru was a born leader. A born leader does not
necessarily mean a person born in the rich or privileged family and on whom the
leadership develops through inheritance. Inheritance does help develop the
leadership qualities. But some leaders are born with the charismatic qualities, such
physical stature, fair skin, pleasing personality, intelligence etc. being born in the
family of privileged people alone does not make a person a good leader. Some
children of the privileged persons are seen to have spoiled their life.

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p  p, No regard for production. Only happiness of
the people is considered important. People¶s needs are satisfied, friendly,
comfortable organization climate. Not suitable for production and productivity.
602p ,p no concern for people or for the production.
Minimum efforts spent for getting work done. Low morale.
8$ 2p , No concern for peoplebut very high concern for
production. Efficiency results from arranging work in such a way that human
elements have little effect.
:p /p p 

 , Adequate performance. Satisfactory
level of morale.
;$p , Work accomplishment. xommitted people,
interdependence, common tasks, trust, respect, high people concern and high
production concern, ideal situation.
c


 
     


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The main economic activity in India is still agriculture and allied industry.
Industrialization has not yet reached the peak of its development. 7
 of the
population is still living in the villages. One of the characteristics of the economy
based predominantly on agriculture is ³Joint Family´. Agriculture activity is
labour intensive. It sustains large joint families. This still holds good in India,
particularly in villages. Joint family is headed by the eldest member who is called
µKarta¶ of the family. He is the leader of the family and he takes all the important
decisions pertaining to the family and individual family members. All the
members in the family are dependent upon the karta of the family from financial
point of view as well as personal and psychological point of view. In a joint family
care of the children, aged, women, physically or mentally handicapped or sick
members is taken. They can feel secure and happy in the joint family. A sense of
discipline, culture, customs or traditions are developed in such Joint families,
which are binding on all the members. While there are some good points about the
joint not get the due importance or they may not get the opportunity to show their
talent. By and large Joint families with an enlightened Karta can be most ideal
phenomenon for self development and security. Karta holds the property and
rights as a sort of trustee on behalf of the beneficiaries.

Industrial leaders in India have emulated some of the paternalistic qualities of

karta in a Joint family system, in their industries. Workers are treated as the
c


 
     


members of the family system of the industry. The xhief assumes the role of the
karta for them and ensures that they feel secure and happy in the industrial
environment. In some industries, even old employees are not ignored after their
retirement. They are allowed to participate in the working of the company with
less hazards and physical exertion. They are listened for their advice. As a karta of
the family Industrial Leader is supposed to treat every person as a whole human
being and potential God.

With the concept of Karta the concept of Trusteeship must be linked with. A Karta
hold the property or business in the capacity of the trustee rather than as the lawful
owner. He carries on the business of the family or a company for and on behalf of
the beneficiaries. He has no doubt a right maintenance out of the property and
remuneration. But his role is that of a trustee. In Business environment, xEO or
the manager is supposed to exercise his powers so as to subserve the interests of
the employees, families of the employees, retired employees, sick or old members
of the organization, customers, investors, environment and also the community at
large. With the authority of Karta he has also an obligation towards the
beneficiaries. He is accountable to the beneficiaries for the decisions he make.
This is the gandhian-concept. He had observed that all those who are enjoying the
powers and wealth have a duty to hold and exercise the powers and wealth as
trustees for the beneficiaries.

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p richest man in India, yet, Azim Premji can be characterised as a shy and
reticent leader and a man of simple style and tastes.

He believes that successful organisations prepare for the future, and the customer
is the key to his future. He has charted a clear vision for Wipro, and has tried to
c


 
     


bring in human values other than those of integrity, innovation and value-for-
money. Known for an almost fanatical obsession with excellence, he invests
personal time in teaching and coaching future leaders of the corporation to achieve
their potential

He is a visionary and succeeds in getting his basics right in a constantly changing

and dynamic technology age. According to him, what is important is not one¶s
existing knowledge alone, but one¶s ability to keep refreshing it dynamically

The success of Wipro can be accounted to his integrity, unshakable self-

confidence, determination and effort to better global competition, relentless work
towards achieving this and its ability to acquire world-class processes, develop
world-class teams and attract world-class leadership.

Premji has been criticised by the media and people from time to time that the
wealth he had created was not being shared enough. This, being a valid criticism,
however, the number of crorepatis that Wipro has spawned would have one
believe otherwise.

Azim Premji serves as a source of inspiration to many. For a person who studied
engineering, is an alumnus of Stanford University, US, and joined Wipro in R66
at the age of R, Premji has traversed a long way.

He has transformed a company that sold edible oil into one which is working on
the cutting edge of technology. And in the process, he has become a global-scale
enterpreneur.

He¶s a firm believer of an honest day¶s work, though of course his workday
stretches from R to R4 hours.
c


 
     


Azim Premji serves as inspiring for hundreds of techies ± around the country and
within the company ± to strike out on their own.

!p--p

Rahul Bajaj, xhairman of the Rs. R.3 crore two-wheeler major Bajaj Auto
being a boxer during his college days still carries an aggressive attitude.

He is very vocal when it comes to the need for a level playing field for domestic
enterprises. He believed that the government owed it to the domestic industry to
offer enough time to put its house in order before forcing it to compete against
global giants. Bajaj formed the Bombay xlub in R3 when liberalisation threw
open the doors to foreign competition. Stung by brickbats, a year later, the club
was reduced to a one-man show. This did not deter Bajaj who even today
continues to be as vociferous as ever. This was a example of his strong
mindedness.

Bajaj today is no longer involved in the day-to-day running of his company at

Pimpri-xhinchwad in Pune. After a heart attach in R4, that's been left to
efficient managers and his two sons -- Rajeev and Sanjeev. However, his sons
were not allowed to gatecrash into the boardroom but were put through the rigours
of the shopfloor.

Even after delegating his work to his sons, Rahul Bajaj remains an autocratic
leader by nature. Though, Bajaj is no longer involved in Bajaj Auto, yet decision-
making by consensus is not his style and he continues to be the last word at Bajaj
Auto.

He does consult other people's opinion in key matters and give them a fair hearing,
But does not believe in taking a vote. He alone makes the decisions.p
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In explaining the concept of transformational leadership, two styles of leadership
are talked of, viz. transactional and transformational. Transactional leaders
determine what subordinates need to do in order to achieve their own and
organisational objectives, classify those requirements, and help subordinates
become confident that they can reach their own objectives by expending the
necessary efforts.
Transformational leadership implies a process where by an individual attempts to
elevate his or her consciousness (chetana) so that various commonplace conflicts
and dualities begin at a higher level of synthesis. Stated differently,
transformational leadership attempts to change the whole organisation from one
style or culture to another. Transformational leadership has the ultimate aim of
raising the level of human conduct and ethical aspiration of both the leader and the
led. The leader¶s main thrust is to elevate, inspire and evangelise his followers
(and himself/herself) to higher things in life.
The late JRD Tata is a fine example of a transformational leader. His qualities of
the head and heart moved everybody who ever came into contact with him. If Tata
group of companies stand distinct in our corporate world- in terms of profitability,
professional management and social responsiveness- credit goes to the
transformational leadership of JRD. Transformational leaders are characterised by
their distinct skills. They are: 
  › ›-foresight into a constantly
changing environment; ›   › ›a process of persuasion and example by
which a person or leadership induces a group to take action in accord with the
leaders purposes or, more likely, the shared purposes of a larger group; 

 
› ›- the need of a corporate leader to be in touch with the employees
needs in order to engage people on the basis of shared motives, values and goals,
 u › ›- the willingness to share power and to do so effectively; and
self understanding- introspective or self understanding skills as well as
c


 
     


frameworks within which leaders understand both their own needs and goals of
those of their employees.
We need more transformational leaders for our economy. Our country is now
thrown open for global competition. Foreign companies are entering our country
in a large number. In order to maintain our dignity and to sustain our ethos and at
the same time to accept what is good for our business we need more
transformational leaders.


6?
 

  |




  

It is said that one cannot do business with yesterday¶s methods and be in business
tomorrow. A manager has to develop good leadership qualities in order to take the
company to the top. The style keeps changing as the situation with the types of
people. Korean managers were able to do better compared to Japanese as they
developed managerial leadership quality, which is flexible and open. This led to
success of Koreans in America and even in India.
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Leadership is the process of influencing for the purpose of achieving shared goals.
A successful manager is one who has both the qualities, of the leader and the
manager, and who makes use of them discretely.
Leadership is a psychodrama in which a brilliant lonely person gains control of
himself for controlling others.  › and  › are different kind of people.
They differ in motivation, personal history and in how they think and act. An
effective manager requires changing leadership styles but should have good verbal
communication with good listening power, manage time and stress, managing
individual decisions, recognizing defining and solving problems etc.
c


 
     


Leadership style should blend with managerial functions. Leadership inevitably

requires using power to influence the thoughts and actions of other people. An
effective manager gets the job done through high quantitative and qualitative
standards of performance with satisfaction and high degree of commitment. A
managerial culture emphasizes rationality and control. Manager has to achieve
results so that people will continue to contribute to this organization. It takes
neither genius nor heroism to be a manager, but persistence, tough mindedness,
hard work, intelligence, analytical ability, tolerance and goodwill.

Today Manager¶s role has undergone change. A mesh of managerial qualities with
leadership ability will be the key to success of managers in today¶s environment.
We do not need managers only but Managerial Leaders.p

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9 
p,pDynamic and effective leadership is considered by all to be one

of the major requirements of successful management. Leadership, in simplest of
terms, is the ability to persuade others to seek defined goals and objectives
enthusiastically.

Leadership style is the pattern of behaviours used by the leader to influence the
behaviour of others
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p 9 
,p 9eadership style is generally talked in terms of two
extremes ± an autocratic (directive) and a democratic (supportive) style.
Autocratic leaders used position power and their authority to get results while
democratic leaders used personal resources (power) and involved others in
participative problem solving and decision-making.

(
p'p p,pThough some claim that there is one best style that maximizes
productivity, satisfaction and growth in all situation, further research in the last
several decades has clearly supported the view that there is no one best leadership
style: ë

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While the situational approach to leadership does make much sense, it is not very
helpful to practicing managers, who have to make leadership decisions everyday.
If "it all depends on the situation", they would like to know when to use what
style.

A number of situational factors influence which leadership style will be

appropriate in which situation. These factors include time frames, job and task
demands, Organizational climate and the superiors¶, peers¶ and subordinates¶
skills, values and expectations. If every time all these factors have to be analysed
by the managers, it will result in, what is called paralysis by analysis, and
consequent inaction.

The immediate key factor that a leader takes into account is the subordinates. In
particular, the amount of direction and support a leader should provide depends on
the j  & that the subordinates show on a specific task, function or
objective that the leader is attempting to accomplish through individual or group.

j
p 9,p Development Level is defined as the competence and
commitment of the subordinates to perform a particular task.
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When thinking about someone¶s development level it becomes necessary to

remember that people are not "fully developed" or "under developed".
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. People tend to be at different
levels of development depending on the specific task, function or objective they
are assigned.


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pj
p9,ppIn determining what style
to use with what development level, leaders need to provide their people with what
they cannot do for themselves. For example, s shop floor worker needs to be lead
by direction, while a sales executive needs to be led differently. It all depends on
the maturity of the person being lead.

"
p #

p #

p Situational leadership as described so far, is
helpful for a practicing manager trying to determine what leadership style to use
with the follower in a particular situation, on a particular task. Leader not only
diagnoses the development level of his followers but also has the responsibility to
enable the subordinate to grow to increase this development level. This is done
through training.



pp

Effective managers know their subordinates well enough to flexibly manage ever-
changing demands upon their organizations. As responsibilities and tasks are
assigned to individuals and groups, Development level must be assessed. The
manager should then vary his/her leadership style in response to the individual¶s
development level. It should be kept in mind that over time subordinates and
subordinate groups develop their own pattern of behaviour and ways of operating,
i.e. norms, customs, traditions etc. While a manager may use a specific style for
the work group as a group, that manager may quite often have to behave
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differently with individual subordinates because they are at different levels of

development.

It is this shifting forward and backward in style that makes situational leadership a
truly developmental model for both managers and subordinates.

6xritically analyze the differences in the leadership styles of family managed

Indian business organization and MNx¶s in India
Indian work organizations can be classified into three pats which have some
distinctive features and consequently the different leadership styles. Such
classification may be (i) family-managed traditional organisations, (ii)
professionally managed Indian organisations and foreign-owned organisations,
*and (iii) public sector organisationsC
p
In family-managed traditional organisations, the most prevalent style is
autocrativc. Sons and grandsons of the entrepreneurs are automatically promoted
without any consideration to efficiency or overall suitability. Thus, there is
management by inheritance or management by chromosomes with the result that
these organisations are highly centralised in their organisation, a certain amount of
the paternalistic attitude prevails. The proprietary character of business and large-
scale participation of family members in it have made the attitude of the head of
the business, who is also the head of the family, highly paternalistic. The same
paternalistic attitude extends to the employees and have developed a set of values
vis-a-vis his employees. At the initial stage, authoritarian style is more suitable
which these organisations have followed. However, such style has also been
inherited by successors without any change or modification.
c


 
     


On the other hand, there many organisations in the private sector owned by
Indians or by multinationals who have appreciable degree of participation or
democratic leadership. The reason is that multinationals do not bring only their
technology but also the work culture which is more permissive and conducive
towards the application of modern approach of management. As such, degree of
participation is greater in such organisations.

The third categories of organisations are in public sector. Here, bureaucratic style
is more prevalent owing to the work culture inherited by public sector managers.
Initially, public sector organisations are manned by civil servants who brought a
lot of bureaucratic culture with them. The net result is that the entire organisational
processes are governed by bureaucratic model. Its implication is status
differentials, class distinctions, and impersonal relationships with work against
participative style

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  .

Values shape and give significance to our lives. They are reflected in the priorities
that we choose, the decisions we make and the actions we take. Values describe
what the organization is about and give meaning to stake holders.

Leadership has to be built on a strong foundation of values. Values not only make
success enduring, but also help in building strong, resilient organization that can
stand up to any crisis along the way. Values need leaders to be absolutely
transparent in whatever they do. Every action of the leader must stand public
scrutiny. Values transmit trust, which is a very powerful cementing force for the
organization in these changing times.
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Successful leaders recognize that shared values increase commitment and

productivity. Through shared values, visions and goals, each individual possesses
an accurate view of the "larger picture" and understands what the organization as a
whole is trying to accomplish. Explicit values provide organizations with an
efficient way to build commitment, guide decision-making, align actions, increase
potential capability, and achieve a state that unites members in effective
performance.

Alignment of business vision, goals, strategies, policies and practice has always
been key to the effectiveness and success of organizations. But traditional ways of
achieving this do not provide the flexibility and responsiveness necessary for a
customer-focused stance in a rapidly changing and unpredictable environment.
Alignment now has to be achieved through a shared understanding of what is
important to the organization, its employees, and its customers - that is through
shared value priorities.

/p 
p p
p  .p 1
p p p  p 
 .p p


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Leaders should maintain their own balance, and at the same time try to do good to
others, be ››› and be so strong that they convince others of their strength, not
through thoughtless or violent actions, but through their firmness dignity and inner
strength. The leaders should cultivate real   
, which is the greatest
strength and power of  
 that a man can attain. It means the greatest
courage coupled with the greatest  . It also means total absence of hatred.
Hatred is as bad as attachment. Anger is as bad as lust. Leaders should not try to
elbow out others or sacrifice others for the sake of their self-interest, or in the
interest of those who are dear to them. Leaders should have compassion and love
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for others. When a leader sees the self in all people and all people in the self, then
he hates no one. This is the recurring theme in the Upanishads. When one realizes
the self, one hates none. Anger, hatred, untruthfulness, greed unchastity or helpless
dependence on others - these shift the center of gravity away from the essential
integrity and create conflict and discord.

When it gets tough, like when there has to be cuts in salaries, etc., the leader
should do just that - lead. They need to not only be the one who is rewarded the
greatest when all is well, but they need to be the first to ›

.
Theextraordinary leader says, "I know many of you are concerned with the salary
cuts. I am too. In the long run we will be healthy again but for the mean time, this
is necessary. Understanding this, I want you to know that I am taking a  percent
pay reduction myself. I want you to know that we are in this together." The
extraordinary leader is the first to sacrifice and will be rewarded with the loyalty
of his or her followers.

Panic is one of the basest of human emotions and no one is immune to it. The
extraordinary leader, however, takes time out regularly to think the issues through
so they can 
. They remind themselves that all is not lost and there will
be another day. They remind themselves that being calm will enable them to make
the best decisions - for themselves and for their followers. Panic only leads to
disaster, while calm leads to victory.

Leaders   the mistakes of others. Indeed, a touchstone of a healthy and

µmoving¶ organisation is forgiveness. This sense of tolerance and
acknowledgement of our shared humanity is a spiritual quality, which good
leaders possess.

Developing the values of 
 and  › 
 become essential for any
leader. These values gain him respect even among competitors.
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     !


Research has shown that the ethical standards of an organization impact upon the
efficiency of that organization. They affect staff job satisfaction, staff commitment
to the organization, as well as turnover in and levels of stress experienced by staff.
In short, the research findings support the argument that good ethics are good
business.

Unethical practices result in loss of public confidence and tarnished reputations.

Stress is an expensive and on-going problem. Research suggests that a poor ethical
culture in an organization can contribute to work place stress.

Leaders inculcate values in their followers by:p

a.p Direct communication with staff through regular talks and discussions;
b.p Supporting those discussions by their attendance and by reference to
concrete examples of practices or circumstances that may be, or may be
seen to be, unethical;
c.p Discussing specific ethical issues that staff can relate to, rather than having
a philosophical discussion about abstract values. The discussion of ethical
issues should become a normal part of the manager¶s job;
d.p xommunicating their own beliefs in the core ethical values of the
organization through their own actions;
e.p Putting in place systems that reward ethical behaviour and punish unethical
behaviour. These must be applied so that they are seen to be actively
rewarding desirable behaviour and not just punishing unethical behaviour;
f.p Establishing guiding principles for appropriate behaviour. These should
include, but not be limited to, a code of conduct that can help guide
decisions in a diverse range of situations.

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Leadership has been defined as o






  
  


´. The
importance of a leader cannot be overemphasised. Leadership is the process of
committing a group of people to specific goals. Without leadership,  

 
  | 

 
  
. A leader not only commits
his followers to organisational goals, he also pools needed resources, guides and
motivates subordinates to reach the goals.
When talking about leadership in the organisational context, one question that
pops up in the mind is that are managers in the organisation the same as leaders?
The line dividing the two terms is blurred.  › and  › are essentially
different kinds of people. They differ in motivation, personal history and in how
they think and act. Managers carry out the management functions assigned to them
but leaders have much higher goals than simply managing the affairs of the
company. They have a great vision and want to take their organisation to
unbelievable heights with the able support of employees. It has been pointed out
that o  
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To be really effective in the organisation and take it to greater heights, mangers
should imbibe leadership qualities. They should adopt the following traits of
effective leadership:
p They should observe and absorb
p They should learn how to listen to their subordinates
p They should welcome new ideas
p Time should be highly valued
p They should set regular goals
p Achievements should always be anticipated
p Their approach should be organised.
p They should be great motivators
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Leader empowers people and gets the work done. Empowerment can lead to
greater commitment, which goes much ahead of self-gain. This selfless approach
leads to better productivity from people. Nehru, Lal Bahadur Shastri are good
examples who empowered people. xomputer revolution by Rajiv Gandhi is typical
example of empowerment.

Examples of managers who are effective leaders are Verghese Kurien of AMUL, NR Narayanmurthy of
Infosys KV Kamath of IxIxI, Deepak Parekh of HDFx, Ashank Desai of Mastek etc. these leaders have
taken their organisations to great success and proved that the sky is indeed the limit if you have the vision
and commitment to succeed p
p