This document discusses leadership styles and the leadership of Dhirubhai Ambani, the founder of Reliance Industries Limited. It outlines Ambani's background and journey from selling goods in Yemen to building Reliance into a major Indian conglomerate. It discusses Ambani's leadership principles of being visionary, taking risks, empowering employees, and solving problems rather than focusing on reasons for problems. Ambani pioneered new management practices in India and achieved great success in diversifying and growing Reliance significantly within a short time period.

1. PRESENTED BY : MANDAR J PATEL

2. THE VIEWS,TOPICS AND IDEAS DISCUSSED HERE ARE SOLELY FOR
EDUCATIONAL PURPOSE AND NO INTENTIONAL OR
UNINTENTIONAL HARM IS INTENDED TO THE RIGHT,BELIEFS ETC,.
OF ANY PERSON,COMMUNITY OR RELIGION.
ALL THE CONTENTS,PICTURES,DIAGAMS USED ARE FOR
EDUCATIONAL AND NON-COMMERCIALLY PURPOSE AND IS SOLELY
SUBJECTED TO COPYRIGHTS OF RESPECTED OWNERS,NO
INFRINGEMENT OF COPYRIGHT OF ANY PERSON ,COMPANY OR
PARTY IS INTENDED.
 HERE DISCUSSION IS ONLY DONE RELATED TO SUBJECT AND
PRESENTOR OR ANY OTHER RELATED PERSON IN NO WAY
PROMOTE ANY PERSON OR HIS IDEA ETC,.

3.  LEADERS ARE NOT BORN, LEADERS ARE ALWAYS CREATED
 LEADERS ARE ACCEPTED BY PEOPLE THEY LEAD
 LEADERS LEAD WHEN OTHERS GIVE UP
 LEADERS GENERATES THE LEADER AND THEN DELEGATES
AUTHORITY
 LEADERS TAKE CRITICISM OF HIS TEAM ON HIMSELF AND
INSPIRE THE TEAM
 LEADERS SEARCH FOR SOLUTION TO THE PROBLEM RATHER
THAN FOCUSING ON REASON OF PROBLEM

4.  There are 4 Basic Styles of Leadership available to
the Leader:
Directing
Coaching
Supporting
Delegating
Leaders need to do what the people they supervise
can't do for themselves at the present moment."
NEED OF LEADER ?

6. LEADERSHIP IDEOLOGY

8. AUTOCRATIC
LAISSEZ-FAIRE
‘’LET IT BE’’PATERNALISTIC
EG : DHIRUBHAI
AMBANI

9. DIRECTORS MANAGERS LEADERS
FOCUS ON
ORGANISATION
FOCUS ON THINGS FOCUS ON PEOPLE
PRESCRIBE THE RIGHT
THINGS
DO THINGS RIGHT
(IF WRONGLY DONE)
DO THE RIGHT THINGS
FAR-SIGHTED DIRECTIVES PLAN INSPIRE
FORMULATES
STRUCTURES & POLICIES
ORGANIZE INFLUENCE
PROVIDES VISION DIRECT MOTIVATE
FORMULATES CODE OF
CONDUCT
FOLLOW THE RULES SHAPE ENTITIES

11. Principles OF LeadershipPrinciples OF LeadershipPrinciples OF LeadershipPrinciples OF Leadership

13. BARRIERS TO VISIONARY LEADERSHIPBARRIERS TO VISIONARY LEADERSHIP
- BY Frank- BY Frank
MartinelliMartinelli
LACK OF TIME MANAGEMENT
RESISTANCE TO RISK TAKING
LACK OF STRATEGIC PLANNING
COMPLEXITY
MICRO MANAGEMENT
CLINGING TO TRADITION
CONFUSED ROLES
PAST HABITS

15. Dhirajlal Hirachand Ambani
Born on December 28, 1932 in Chorwad,Gujarat.
Business sense came early as he sold
‘Bhajjias’ to pilgrims on Mount Girnar during his childhood.
Went to Yemen to join his elder brother , worked at a gas station.
Later promoted to as a distributor of Shell products.
Came to India, started the business of exporting spices.
Founded Reliance Commercial Corp. with cousin Champaklal
Damani with initial capital of 15,000rs

16. An Opportunist
During 1950s-
In the 1950s, the Yemini administration realized that their main
unit of currency, the Rial, was disappearing fast.
It was found that a young man in his twenties was placing
unlimited buy orders for Yemini Rials.
Rials, pure silver coins and was in much demand at the London
Bullion Exchange. Young Dhirubhai bought the Rials, melted them
into pure silver and sold it to the bullion trader sin London.
Entrepreneurships true sense lies in the fact that he alwaysl looks
upon opportunity

17. A Visionary
Government of India introduced High Unit Value
Scheme; hence Dhirubhai shifted his interests from
spices to nylon fabrics.
When most Indian business houses depended on
government owned financial institutions for funds,
Dhirubhai raised capital from the public by offering
shares of his companies.
‘’It does not require an invitation to make profits’’.
--By Dhirubhai Ambani

18. The Innovator
Dhirubhai Ambani is credited with starting the equity cult
in India.
Dhirubhai identified a new market for his brand
‘Vimal’-the non-metro urban segment.
Backward Integration:
To strengthen his position in the textile sector,
Dhirubhai integrated backwards and produced fibers

19. The Solution Seeker :
Dhirubhai faced resistance from cloth merchants ;so
he decided to open his own showroom named
‘’vimal’’
The polyester prince announced the buy back scheme
when the polyester which he produced started loosing
its demand
Whenever a task seemed too big, to be accomplished,
he would reply:
"No is no answer!“
"It's difficult but not impossible!"

20. The Network Strategist
Using his connections in Aden, he exported
a wide range of commodities to Aden.
To Promote VIMAL’S:
Advertising program was launched , toured the entire country
intensively offering franchises to shareholders.
Dhirubhai managed to create favorable centers in all the important
areas among the bureaucrats, the ruling politicians, as well as the
media.
These were the areas where power vested.
Dhirubhai Believed That “Business Is Nothing But A Web
Of Relationships And Obligations."

21. The People's Man
Dhirubhai followed an ‘’open-door policy’’.
Employees could walk into his cabin and discuss their problems
with him.
He was always inviting people into sharing their thoughts and
ideas, rather than shutting them out.
Always there for his team and brought around confidence in
them. ‘Arm-around-the-shoulder’ - leader
This tendency that he had, to draw people towards him,
manifested itself in countless ways.
People s View that did much more than word sin letting people
know that they belonged, that they had his trust, and that they
had him on their side!

22. The Helper
When things went wrong, he was the first person to
sense that the circumstances would have been beyond
his team's control, rather than it being a slip on their
part.
His first instinct was always to join his men in putting
out the fire and not crucifying them for it.

23. Dhirubhaism :
Never followed the textbook style of management , evolved a
Unique style:
 The American Style of entrepreneurship
 With the Japanese Focus on Technology
 And innate shrewdness of a Gujju businessman
A Perfect manager of Time , Money ,Men and Passion to find
solution to problems.
Believed that business was not all about Ethics & Morality ,it was
all about Expansion & Success

24. DHIRUBHAI AMBANI’S IMPACT ON RELIANCES
MANAGERIAL PRACTICES AND THEIR POSITIVE
IMPACT ON BUSINESS
DHIRUBHAI AMBANI’S IMPACT ON RELIANCES
MANAGERIAL PRACTICES AND THEIR POSITIVE
IMPACT ON BUSINESS
Dhirubhai Ambani was a transformational leader.
Through His innovative idea of converting the debentures
of the company into equity shares ,
Reliance was able to convert its liabilities into assets by
this masterstroke and the share prices of the company
went up and all the investors could make through this
process.

25.  Though, the Government of the day was against this
equity cult (Badla system) starter by Dhirubhai per
say, but, over a period of time based on precedence in
foreign companies, the statute book itself was modified
to be in line with this innovative idea.
Consequently, the volumes of business in Reliance
increased very fast along with quick multiplication of
its share capital.

27. BE A SAFETY NET FOR YOUR TEAMBE A SAFETY NET FOR YOUR TEAM
BE A SILENT BENEFACTOR
DREAM BIG BUT WITH YOUR EYES OPEN
THE ARM AROUND THE SHOULDER LEADER
SUPPLY CREATES DEMAND
MONEY IS NOT A PRODUCT BY ITSELF
BET ON YOUR PEOPLE

28. CHANGE YOUR ORBIT CONSTANTLY
OPTIMISM,THE CORE OF DHIRUBHAISM
YOU CAN FIND A FRIEND IN EVERY HUMAN BEING
THINK BIG ,THINK FAST ,THINK AHEAD,IDEAS ARE
NO ONE’S MONOPOLY
HOLD ON TO YOUR DREAMS
YOU DON’T NEED INVITATION TO MAKE
PROFITS

29. Famous Motivational & Inspiring words of Dhirubhai
Ambani:
 ´I am deaf to the word no´.
 Growth has no limit at Reliance. I keep revising my vision.
Only when you dream it you can do it.´
 Think big, think fast, think ahead. Ideas are no one’s
monopoly´
 Our dreams have to be bigger. Our ambitions higher.
 We bet on people : Our commitment deeper. And our efforts
greater. This is my dream for Reliance and for India.´
 Don’t give up , courage is my conviction.´
 We cannot change our Rulers, but we can change the way
they Rule Us.

30. ACHIEVEMENTS :
• Unlike other corporate houses who dominated over a period of
time, Dhirubhai Ambani could achieve within a short period with a
razor like sharpness and business acumen.
• Dhirubhai Ambani proved to be A King in his Diversification.
•RIL is now India's largest Private Sector with turnover over
US$19.976 billion backed by a profit over US$2.03 billion.
•25% of share holders in India own a RIL Scrip.
• Fortune Global 500 featured RIL in 342nd rank in 2006. Forbes
Global featured RIL at 295 spot in2000

31.  Chemtech and Chemical Engg.
World gave the" Man of the Century " award
in Nov 2000 to Dhirubhai Ambani
 Dhirubhai won the " Dean's Medal " of Wharton
School, University of Pennsylvania in June 1998 for
" Outstanding Leadership “
 FICCI conferred the title " Man of 20th century " on
D.A.in 2000
Times Of India in 2000 voted Dhirubhai Ambani as the
greatest creator of wealth in the country