Analysis of Leadership Detrailments

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  • institution of public character (IPC)
  • institution of public character (IPC)
  • Problems with Interpersonal Relationships Imposterism Avoiding Responsibility Overly Emotional Being Egotistic Possessing Negativity Failure to Meet Business Objectives Acclamation Oriented Self-centered and Impulsive Failure to Build and Lead a Team Practicing Lonesome Lack of Willingness to Listen Lack of Trust Inability to Change or Adapt during a Transition Lack of Learning and Observation Presenting Poor Judgement
  • Analysis of Leadership Detrailments

    1. 1. An Analysis of Leadership Derailments Why Do Leaders Derail?T. T. Durai Muammar al-Gaddafi Léo Apotheker Presented By Kaleeswaran Sudarsan (G1001065F) Lim Zi Kai (G1102504H) Venkataramanujam Kannan (G1101791L) Zinmar Myint (G1101798A)
    2. 2. Agenda Literature Review Derailment Factors for the study Research Methodology Analysis on T. T. Durai Analysis on Muammar Gaddafi Analysis on Léo Apotheker Conclusion
    3. 3. Literature Review All contribution factors resulted from the research study such as George & McLean (2007), Stark & Flaherty (2010) and “Why Global Leaders Succeed and Fail”, 2011) fall under Four “themes” by Velsor & Leslie (1995) ~ 1. Problems with Interpersonal Relationships 2. Failure to Meet Business Objectives 3. Failure to Build and Lead a Team 4. Inability to Change or Adapt during a Transition
    4. 4. Derailment Factors for the study1. Problems with Interpersonal Relationships – Imposterism – Avoiding Responsibility – Overly Emotional – Being Egotistic – Possessing Negativity1. Failure to Meet Business Objectives – Acclamation Oriented – Self-centered and Impulsive1. Failure to Build and Lead a Team – Practicing Lonesome – Lack of Willingness to Listen – Lack of Trust1. Inability to Change or Adapt during a Transition – Lack of Learning and Observation – Presenting Poor Judgement
    5. 5. Research Methodology Qualitative Methodology Data Collection – background and historical data of each leader are collected from ~ • the existing literature (including academic journals and books) and secondary data from reliable reports • other types of sources such as news, interview articles and leaders’ speeches for content analysis
    6. 6. T. T. Durai
    7. 7. T.T Durai - Raise Born on 22 April 1948 Studied at Raffles Institution A volunteer in NKF for more than 20 years Position held: – Honorary Secretary to the Executive Committee – Honorary Secretary of the General Council 1992 – Appointed CEO of NKF
    8. 8. T.T Durai – Accomplishments Led NKF through: – Transformation and conferment as IPC in 1995 – Incorporation as a company limited by guarantee – Placed under MOH’s Health Endowment Fund – Income grew from S$71.9m to S$108.7m in 2004 – Reserves grew from S$143.1m to S$240.6m – Expanded from dialysis to include organ donation advocacy and preventive health – Cancer and paediatric patients on top of renal disease – Establishment of 2 subsidiaries in 1995 (the NKFS International Pte Ltd and the Asian Children’s Medical Fund Ltd )
    9. 9. T.T Durai – Derailment Ineffective governance from Board of Directors & Executive Committee Result: Durai being given absolute power in NKF Derailment characteristics began to show: – Egoistic – Self-centered & impulsive – Exhibiting poor judgments
    10. 10. T.T Durai – Derailment Egoistic – Prefers to fly first class – Using company cars for personal use – Charging maintenance and taxes of personal Mercedes-Benz 200 to NKF – Openly commented during trial that as the CEO, he was entitled to use the company’s cars as and when he wanted Self-centered & Impulsive – Furnishing his new office in Kim Keat Road HQ with a gold-plated tap as well as a glass-panelled shower and a pricey German toilet bowl
    11. 11. T.T Durai – Derailment Exhibiting Poor Judgments – Sued SPH and senior writer Ms Susan Long for article “The NKF: Controversially ahead of its time?” – Dropped suit when he realized that he accidentally revealed some discriminating details • His salary: S$600,000 per annum – Result: • Durai’s downfall and derailment as the leader of NKF • Huge media storm and an investigation into NKF – Durai and Board of Directors resigned on 16 July 2005 – Jailed for 3 months and repayment of S$4m back to new NKF
    12. 12. Muammar al-Gaddafi
    13. 13. A Short Story of Gaddafi 1942 - Born in a Bedouin tent 1961 - Entered the military college in the city of Benghazi 1969 - Staged a coup to seize control of Libya, ousting King Idris. Though his Arab nationalist rhetoric and socialist-style policies gained support in the early days of his rule In his last decade Reached rapprochement with Western leaders, and Libya became a key provider of oil to Europe Corruption, Military Interference in Africa, and several human rights abuses turned much of the Libyan population against him 2011 - Qaddafi was killed in his hometown of Surt
    14. 14. Gaddafi – Derailment  Need for Power o Continued his one-man rule atop a system that purported to delegate power to “people’s committees,” o Lack of Learning and Observation o He claimed to have relinquished power in 1977. Never happened  Self-centered and Impulsive o A leaked US diplomatic cable claimed that the Libyan economy was "a kleptocracy in which the government – either the Gaddafi family itself or its close political allies – has a direct stake in anything worth buying, selling or owning". o Gaddafis relatives adopting lavish lifestyles, including luxurious homes, Hollywood film investments, and private parties with American pop stars
    15. 15. Gaddafi – Derailment  Failure to build and lead a Team o Libyan officials say the anomalies in the states finances revealed in the document were the result of complex accounting rules, delays in settling bills and poor communication between government departments  Practicing Lonesome o Libyan officials say the anomalies in the states finances revealed in the document were the result of complex accounting rules, delays in settling bills and poor communication between government departments not by money being misused or stolen. Leader Derailing
    16. 16. Gaddafi – Derailment  Lack of Trust o On behalf of the Jamahiriya, met with political activists, journalists and media figures and warned them that they would be held responsible if they disturbed the peace created chaos in Libya  Poor Judgement o Encouraging Split in Nigeria. Praising Split in India in 1947 Leader Derailing
    17. 17. Léo Apotheker
    18. 18. Leo Apotheker - Raise Born on 18 Sep 1953 Studied B.A. Economics at Hebrew University, Israel Fluent in five of these languages English, German, Hebrew, French, and Dutch. Served over 20 years with SAP Held operations and management positions at several organizations Altex GmbH, S.W.I.F.T. McCormack & Dodge Europe, and ABP Partners Appreciated by France government through awarding the French Légion d’honneur for his contribution to the French economy. Joined CEO and President of HP on Nov 2010
    19. 19. Leo Apotheker – Accomplishments Led SAP into one of the worlds leading providers of Enterprise Resource Planning (ERP) provider software through: – In 1995, he served as Founder and Chief Executive Officer of SAP Belgium and SAP France and also served as President of SAP South West Europe – In 2002 he served as Executive Board Member and also President of Global Customer Solutions and Operations and also Head of North America SAP Operations for over 6 years – He also served as Co and Deputy CEO of SAP, later on promoted as CEO of SAP in 2009  Gained a strong reputation as an intelligent business strategist of thinking leader and an excellent executive of customer affairs linked technology progress  Founding President and Chief Operating Officer of the leading European enterprise capital ECsoft BV
    20. 20. Leo Apotheker – Derailment SAP Administrative Board attained an agreement not to extend his contract as an Executive Board Member Result: Stepped down as Chief Executive Officer and resigned from SAP on February 2010 Derailment characteristics began to show: - Lack of Learning and Observation - Failure to Build and Lead a Team - Failure to Meet Business Objectives
    21. 21. Leo Apotheker – Derailment Lack of Learning and Observation – Upon joining HP announced a great deal of launching WebOS enabled touchpad competitor product of Apple ipad - WebOS enabled tablets and phones sales didn’t go well on market - Stopped the WebOS experiment globally, Enormous investment waste – Emphasised and showed more interests about increasing demand of cloud computing and software’s of higher margin business – Didn’t focussed more on expanding of consumer business with new technologies Failure to Build and Lead a Team – In April 2011, Leo Apotheker has sent a note to the Executives about the warning of HP’s business performance for 3rd quarter – The strategy change, information leaks and earnings disclosure through his leadership resulted in laying down
    22. 22. Leo Apotheker – Derailment Failure to Meet Business Objectives – As almost 25% of Hewlett Packard stocks fallen on August 2011 – Result: On September 2011, HP Executive board members have decided to renew leadership with the fellow board member by replacing Leo Apotheker as CEO to take gain of market prospects and execute the winning strategies. – Hitches with Leo Apotheker were about lack of implementation and communication it wasnt on the lack of vision as he focussed towards the high margin earning enterprise business software
    23. 23. ConclusionImposterism Avoiding Overly Being Egotistic Responsibility Emotional Possessing Acclamation Self-centered & Practicing Negativity Oriented Impulsive Lonesome Lack of Lack of Trust Lack of Presenting PoorWillingness to Learning & Judgment Listen Observation

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