Leadership lessons from India

1. LEADERS
HIP
LESSONS FROM INDIA
P. Cappelli, H. Singh, J.V. Singh & M.
Useem,(2010)
Literature
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Literature
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MainIdea
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Findings
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PRESENTED BY:
YASH MATHUR
070/2019

2. Literature
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Literature
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Thank
you Crucibles of
Leadership
Summary
By Warren Bennis &
Robert J Thomas
Extraordinary leaders find meaning in—and
learn from—the most negative events. Like
phoenixes rising from the ashes, they
emerge from adversity stronger, more
confident in themselves and their purpose,
and more committed to their work. Such
transformative events are called crucibles—
a severe test or trial.

3. Literature
Review
Literature
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Idea
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you The Focused
Leader
Summary
By Daniel Goleman
Focused leaders can command the full
range of their own attention: They are in
touch with their inner feelings, they can
control their impulses, they are aware of
how others see them, they understand what
others need from them, they can weed out
distractions and also allow their minds to
roam widely

4. about
history
MainIdea
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Research on Indian leaders
 The research team interviewed senior executives at 98 of the
largest India- based companies. The survey included
companies like Infosys, Tata, Reliance, M&M and among others
but none of the organization suggested that there company
had succeeded because of the efforts of a top team.
Indian Leaders
 The higher priorities of Indian firm is to define the culture
and guiding & teaching employee underscore their focus on
human capital development
 Indian leader are likely to own the strategy function, setting
the agenda and taking a visible role in shaping the strategies
their managers bring to them.

5. about
history
MainIdea
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Indian Leaders
1. They invest in people.
2. Corruption and Malfeasance
can be found in Indian
Business community
3. Leaders of the Indian Firm do
engage with their country,
culture, and employee in the
characteristic way, and this is
the important factor in
performance
Western Leaders
1. They work to create a
sense of social mission
that is served when the
business succeeds
2. They make aggressive
investment in employee
development, despite
tight labor market and
widespread job hopping
3. they strive for a high
level of employee
engagement and
openness
Difference between Indian
Leaders and Western Leaders

6. about
history
timeline
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s
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EMPLOYEES FIRST, COMPANY
SECONDBy Vineet Nayar, CEO,
HCL
WHAT HE MEAN BY SAYING THIS?
 He said that he sought enough transparency and empowerment
in the company “that decisions would be made at the point
where the decisions should be made”. That is by employee,
where the company meet the clients.
 He said “ the organization would be inverted, where the top is
accountable to the bottom and therefore the CEO’s office will
become irrelevant.

7. about
history
timeline
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s
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s
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youResults for Indian Leaders
The Bosses of surveyed Indian companies have
scored high on “transformational” or
charismatic leadership designed to encourage
employee to take care about the goals of the
leaders and the organization.
Results for Western
Leaders
When these data’s where compared with that of
U.S CEO’s then they found that they were more
likely to use “transformational” styles-
motivating employee to act in the interest of
the business by striking deals with them (IF
YOU WANT A PROMOTION MEET THESE SALES
TARGET).

8. about
history
timeline
Argument
s
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Thank
youInspiration from Employer
to Employee
The leader surveyed attributed the success of
their companies to Employee’s positive
attitude, persistence, And sense of reciprocity,
which the executives inspire in four specific
ways
1. Creating a sense of mission:- Sense of
mission is the means whereby enhanced
human performance and quality of life is
achieved. Not goal setting, rather a place of
wholehearted commitment aligned with
highest values.

9. about
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Thank
youInspiration from Employer
to Employee
2. Engaging through transparency and
accountability
• Encouraging openness and reciprocity
• They look after the interests of employees
and their families, and implicitly ask
employees to look after the company’s
interest in return.
• HCL’s “Employee first, customer second”
policy, supported by initiatives designed to
make employees feel more personally
responsible for the company’s offerings and
give them a voice.

10. about
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Thank
youInspiration from Employer
to Employee
3. Empowering through communication:
• At HCL, for example an online system allows
employee to create quality-control “tickets”
much like those on an assembly line. These
can flag product quality problems or even
personal issues related to management,
such as “I have a problem with my bonus” or
“My boss sucks.” Employees can also post
comments and questions on the company’s
“U” and “I” website.

11. about
history
timeline
Argument
s
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Thank
you Inspiration from Employer to
Employee
4. Investing in training
• Finally, both our qualitative and our quantitative data show
that Indian companies invest heavily in employee
development—often more so than Western companies. This
is partly to ensure that employees have the tools to do their
best work, but it’s also designed to strengthen their
commitment to the company.
• Managing and developing talent
• Shaping employee attitudes
• Managing organizational culture,
• Internationalization

12. about
history
timeline
teams
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s
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