Professional Documents
Culture Documents
Leadership
Jaspal Bindra
in an honorary capacity, stemming from their interest
in contributing to the HR profession. Leadership Peter Capelli et al
Jim Collins
The underlying philosophy of the NHRDN is that every B. Santhanam
human being has the potential for remarkable Vijay Bharadwaj
achievement. HRD is a process by which employees in
Aquil Busrai
organizations are enabled to:
Rajeev Dubey
• acquire capabilities to perform various tasks P. Dwarakanath
associated with their present and future roles;
Adil Malia
• develop their inner potential for self and Anand Nayak and L. Prabhakar
organizational growth, Vivek Patwardhan
• develop an organizational culture where Satish Pradhan
networking relationships, teamwork and Sanjeev Sahi
collaboration among different units is strong, T.T. Srinath
contributing to organizational growth and
Inder Walia
individual well-being.
April 2009
www.nationalhrd.org www.nationalhrd.org
Dr. Santrupt Misra, Director Aditya Birla Group July 2009 Work-Life Balance Dr. C.S. Venkataratnam
East: Prof. Madhukar Shukla, XLRI, Jamshedpur Jan. 2010 “HR for, and of Gen Next” —
Leveraging Demographic Dividend Dr. S. Chandrasekhar
South: Gopalakrishna M, Director Incharge, A.P. Gas Power Corporation Ltd.
West: Satish Pradhan, Executive VP Group HR, Tata Sons The journal publishes primarily three categories of articles:
North: NS Rajan, Partner, Human Capital and Global Leader – HR Advisory, • Conceptual and research based
Ernst & Young
• Contributions from thought leaders including a limited number of reprints with due permission
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THE MASTERS
1 Functional Leadership John Adair 2
THE ARCHITECTS
8 When Does a CEO Become a Leader? Anu Aga 52
THE ALCHEMISTS
14 Leadership Development Process in an
Organization to Sustain Business
Growth and Leadership Vijay Bharadwaj 88
Book Reviews
25 Leadership Brand by Dave Ulrich & C Mahalingam 142
Norm Smallwood
Abstract
Leadership does not operate in isolation, and in fact is based on continuous interaction with
others. This interaction is constitutive of complex coordinates which determines whether the
group is able to achieve its objectives or not. This article presents a leadership framework that
explains leadership in the context of group situations and details the key functions of
leadership. Further, it elaborates upon the key behaviors that are useful in order achieve the
desired goals.
Self-actualization
Esteem Growth
Personal development
Social Self respect Accomplishment
Status
Safety Belonging Recognition
Social activities
Physiological Security Love
Protection from danger
Hunger
Thirst
Sleep
The copyright of this article belongs to its author, Mr. John Adair. The three circles model and the
Action Centered Leadership (ACL) in particular is his registered trademark. For more details
please visit http://www.johnadair.co.uk/. If any organisation is interested in applying the author’s
work to leadership training & development, please get in touch with him through his website.
Abstract
This article distinguishes between the ‘Leader’ as an Individual and ‘Leadership’ as a process.
Further, the article explains leadership as a process in the context of the nature of tasks and
exchange with subordinates. Both, excessive job demands on the leader and a very personalized
relationship with the leader, pose threats for the organization, as the leaders may indulge in
‘impression management’ or ‘hijack’ the organization to meet own agenda. Therefore,
appropriate checks and balances need to be built by organizations to avert any crises in future.
Organization performance has been the economy, marked with unprecedented and
focus of scholars since long. From Fortune sweeping changes. This has thrown open
500 list of companies in 1992, only 120 opportunities in all sectors of economy.
appear in the list of Fortune 500 for the year Organizations have had wider choices to
2007. That is, over 76% of the Fortune 500 embrace new technology, launch new
companies disappeared from the list in 15 products, enter new markets and become
years, Accenture study (2007). In India, one global companies. These opportunities have
of the most readily available organized been available to all companies in India.
data on performance of the business Some of them made full use of these
organizations is published by Economic opportunities and grew very rapidly. On the
Times, in terms of ranking of Top 500 other hand, a large number of companies
companies in India. This is published every have not been able to cope with this new
year so that the comparison from year to liberalized competitive environment.
year is possible. For the purpose of this Economic Times ranking of 500 top
paper, 10 years’ data from the fiscal year companies in India shows that 309 out of
1995 to fiscal year 2005 was taken. These top 500, i.e. 62% of the companies listed in
10 years have been the years of the fiscal year 1995 are no longer in the
liberalization and growth in Indian Economic Times listing of top 500 companies
Mission Constant
congruent discussion
Socialised Leader cannot hijack
relationship with leader
on, ’means’
and
‘outcomes’
Organization
Crash
• Weak Leadership in
relation to sub- • Stagnant growth Premature aging
ordinates / unions • Clinging to status quo syndrome
• Lacking success culture
References
Ashley, A., and Patel, J.B. (2003). The impact of Leadership characteristics on corporate performance. International Journal of Value –
based management, 2003;16,3
Augier, M., & Teece, D.J. (2005). Reflections on Leadership: A report on a seminar on Leadership and Management Education.
California Management Review, Vol. 47, No.2.
Brower, H.H, Schoorman, F.D & Tan, H.H (2000), A Model of Relational Leadership: the integration of trust and leader – member
exchange. The Leadership Quarterly 1192), 227-250.
Cannella Jr, A.A, and Monroe, M.J. (1997). Contrasting perspectives on strategic leaders: toward a more realistic view of top managers.
Journal of Management, Vol.23, No.3, pp. 213 (25)
Day, D.V. and Lord, R.G. (1988), Executive Leadership and Organizational Performance. Journal of Management, 14, 453 – 464.
Fiedler, F. E. (1967). A Theory of Leadership Effectiveness. McGraw-Hill Book Company, New York.
Gerstner,(.R.) and Day, D.V. (1997) Meta-analysis review of Leader – member exchange theory: correlation and construct issues,
Journal of Applied Psychology, 82 : 827-844.
Hambrick, C.D., Finkelstein, S and Mooney, A.C. (2005). Executive Job Demands: new insights for explaining strategic decisions and
leader behaviors. Academy of Management Review, Vol.30, No.3, 472 – 491
Hambrick, C.D. and Mason P.A. (1984). Upper Echelons: The Organization as a Reflection of its Top Managers. Academy of Management
Review, 9 : 193 –206.
Hersey, P. and Blencherd, K.H., (1969), Management of Organizational Behavior: Utilizing Human Resources. Eaglewood Cliffs, New
Jersey.
Hofstede, G. (1980). Culture’s Consequences: International Differences in Work - Related Values. SAGE Publications Ltd., New Delhi.
Hogan, R. and Kaiser, R.B. (2005). What we know about leadership, Review of General Psychology, Vol.9, No.2, 169-180.
House, R. (1971), A Patt-Goal Theory of Leader Effectiveness, Administrative Science Quarterly, September, 321-38.
Janssen, O., & Van Yperen, N. W. (2004). Employees’ Goal Orientations, The Quality Of Leader-Member Exchange And The Outcomes
Of Job Performance And Job Satisfaction. Academy of Management Journal. Vol. 47, No. 3, 368 – 384.
Javidan, M. and House, R.J. (2002). Leadership and Cultures around the world: findings from Globe. Journal of World Business 37; 1-2
Joyce, T.A., Nohria, N. and Roberson, B. (2003). What Really Works: The 4+2 Formula for Sustained Business Success. Newyork :
Harpen Business.
Liden, R. ad Graen, G. (1980), Generalizability of the vertical Dyad linkage model of leadership. Academy of Management Journal,
September, 451-465.
Abstract
Leadership, as this article explains is not just excelling in the professional sphere, but in all
walks of life. It is a holistic development that makes an individual achieve his/her goals
in all domains. The article presents the idea of ‘Total Leadership Development’ which
rests on the principles of being real, acting with integrity and being innovative with
everything that one does.
In my research and coaching work over the more sense to pursue excellent
past two decades, I have met many people performance as a leader in all four domains
who feel unfulfilled, overwhelmed, or – achieving what I call “four-way wins” –
stagnant because they are forsaking not trading off one for another but finding
performance in one or more aspects of their mutual value among them. This is the main
lives. They aren’t bringing their leadership idea in a program called Total Leadership
abilities to bear in all of life’s domains – that I teach at the Wharton School and at
work, home, community, and self (mind, companies and workshops around the
body, and spirit). Of course, there will world. “Total” because it’s about the whole
always be some tension among the person and “Leadership” because it’s about
different roles we play. But, contrary to the creating sustainable change to benefit not
common wisdom, there’s no reason to just you but the most important people
assume that it’s a zero-sum game. It makes around you.
Author’s Note
This article is adapted from “Be a Better Leader, Have a Richer Life”, an article by Stewart D.
Friedman that appeared the April 2008 issue of Harvard Business Review.
All rights reserved.
Abstract
Leaders influence others through both personal power and position power, though these are
modern terms given to the age old question of whether it is better to rule by love or fear. The
answer to that question is that both are needed in order to be an effective leader because what
works in one situation may not be what is needed in another.
Etzioni (1961) described personal power as how willing those above are to dole out
the extent to which a leader gains the their power. One way to increase their
confidence and respect of others and has willingness to share and your effectiveness
the ability to generate cohesiveness and as a leader is to build upon your personal
commitment. At its most basic level, it is power by establishing rapport. Part of
about the willingness of others to follow a establishing rapport is being able to
leader, and that has to be earned. communicate effectively in a way that is
comfortable for the people you are
Position Power differs in that it is the extent
attempting to influence. To make people
to which the leader has rewards, a
get comfortable you have to get in step with
recognized formal role and if needed,
them – pace with them.
sanctions to bring to bear in reference to
their people. The confidence and trust
Rapport is about being attuned to other
leaders develop with the people above
people verbally or nonverbally so that they
them often dictates the willingness of
are comfortable and have trust and
upper management to delegate power
confidence in you. Too often leader’s listen
down to them.
just enough to form their rebuttal or make
A leader’s behavior impacts how willing their case instead of hearing the way in
others are to follow them and subsequently which the words are expressed or truly
Abstract
Leadership as a phenomenon has enthused the minds of researchers from time immemorial. The
canon of 'leadership' is constitutive of writings of both past philosophers and modern theorists;
the difference being, the nomenclature of 'leadership' used by ancient scholars - of rulers,
politicians and heroes, was unlike that used by modern theorists. This article explores the
illuminating journey that 'leadership' has travelled through the minds of great people. It
throws light upon the historical evolution of leadership theory, reflects upon definitions and
theories and also questions ambiguous facets of this ever evolving concept. Moreover, the
article emphasizes on the need for an integrated framework for leadership which synthesizes
different approaches to form a more comprehensive theory of leadership. It also calls for
constructing a 'roadmap' for developing leaders who can steer organizations through
uncharted waters to sustained glory and success.
Who should lead us? Plato, the Greek even as he stays focused on achieving
philosopher, poses this critical question in results. Although, the nomenclature of
his Republic, written around 380 BC, where 'leadership' was not in vogue,
he envisages an Ideal State led by specially philosophical speculations and insightful
educated leaders, the "philosopher kings". histories of yore have dwelt in penetrating
Kautilya, the renowned prime minister of depth upon rulers, politicians and heroes,
the Maurya Empire in the fourth century offering us early frameworks. Leadership
BC, in his economic treatise Arthashastra, research has gained prominence among
dwelt on the role of a king as a leader who researchers in the last two centuries on
recognizes the need to serve his subjects account of rapid industrialization.
Situation
• Early Behavior Theories - Bass 1960,
Fleishman, Hariris and Burtt 1955,
Likert 1961 • Environment Theory - Hook 1943,
• Late Behavior Theories - Blake and Katz and Kahn 1978
Mouton 1964, Bowers and Seashore • Social Status Theory- Stogdill 1959,
1966, Argyris 1976, McGregor 1960 Homans 1959
• Operant Theories - Sims 1977, • Socio-Technical Theory - Trist and
Ashour and Johns 1983 Bamforth 1951
Charisma period
Substitute period
Anti-leadership era
Ambiguity period
Exchange period
Sociotechnical period
Situation era
Social Status period
Environment period
Operant period
Behaviour era
Late behaviour period
• S ubordinate • P roductivity
• 13 C ategories of
• T raits C haracteris tics • E ffectivenes s
behavior
• S kills • G roup • P s ychological Health
• C ompetencies C haracteris tics • Development &
• P hys ical Attributes • R ole C haracteris tics G rowth
• E xternal R es ources
Mic ro
As pec t
In the continuing quest for a universally way forward, rooted in real life situations,
applicable definition of leadership itself, a is of great significance to construct a road
resultant corollary seems to be the map for developing leadership that can
divergence of routes that are being chosen steer and enable sustained organizational
by organizations for developing effective success.
leaders. In the current globalized scenario
with unprecedented challenges all around, The more one reviews literature on this
leadership matters more than ever and vital field with the many strands of
organizations are investing a lot of time and knowledge awaiting a synthesis, the
resources to understand what makes a resultant state of the aspirant still seems to
successful leader. Ulrich and Smallwood be a "tabula rasa", a blank slate. It is vital
(2000) observed that there still is a critical to explore further the realms of what
need to identify a small set of attributes that governs the roadmap of leaders,
successful leaders possess, articulate them leadership, leadership effectiveness, and
in ways that could be transferred across all capability building that creates effective
References
Adair John (1973), Action Centered Leadership, McGraw-Hill, London, New York
Adams Abigail (1790), Letter sent in 1790 , Wife of John Adams, America's second President
Ashour, A S and Johns, G (1983). "Leader Influence through Operant Principles: A Theoretical and Methodological Framework,"
Human Relations, 36, 603-26
Argyris, C (1976). "Leadership, Learning, and Changing the Status Quo," Organizational Dynamics, 4,29-43.
Bass, B M (1960). Leadership, Psychology and Organizational Behaviour. New York: Harper
Bass (1985). Leadership and Performance beyond Expectations. New York: Free Press
Bennis, W.G. and Nanus, B.(1985), Leaders: The Strategies for Taking Charge, Harper and Row, New York.
Bingham, W V (1927). "Leadership" in Metcalf, H C, The Psychological Foundations of Management. New York: Shaw
Blake, R R and Mouton, J S (1964). The Managerial Grid. Houston: Gulf Publishing.
Bowden, A O (1927). "A Study on the Personality of Student Leadership in the United States," Journal of Abnormal Social Psychology,
21,149-60.
Bowers, D G and Seashore, S E (1966). "Predicting Organizational Effectiveness with a Four-Factor Theory of Leadership," Administrative
Science Quarterly, 11, 238- 63.
Burns, J.M. (1978), Leadership, New York: Harper and Row
Carlyle, T (1841). Heroes and Hero Worship. Boston: Adams.
Dansereau, F, Graen, G and Haga, W J (1975). "A Vertical Dyad Linkage Approach to Leadership in Formal Organizations," Organizational
Behaviour and Human Performance,
Dorfman, P. (1996), International and cross-cultural research. In B.J. Punnett and O. Shenkar (Eds.), Handbook for International
Management Research (pp.). Blackwell
Eden, D (1984). "Self-Fulfilling Prophecy as a Management Tool: Harnessing Pygmalion," Academy of Management Review, 9,64-73.
Evans, M G (1970). "The Effects of Supervisory Behaviour on the Path-Goal Relationship," Organizational Behaviour and Human
Performance, 5,277-98.
Fiedler, F E (1964). "A Contingency Model of Leadership Effectiveness" in Berkowitz, L (ed.), Advances in Experimental Social Psychology.
New York: Academic Press
Field (1989). "The Sell-Fulfilling Prophecy Leader: Achieving the Metharme Effect," Journal of Management Studies, 26,151-75
Fleishman, E A and Harris, E F and Burtt, H E (1955). Leadership and Supervision in Industry. Columbus: Ohio State University Press.
French, J R P (1956). "A Formal Theory of Social Power," Psychological Review, 63,181-94.
French and Raven, B H (1959). "The Bases of Social Power," in Cartwright, D (ed.), Studies of Social Power. Ann Arbor: Institute for
Social Research.
Graen, G and Cashman, J (1975). "A Role-Making Model of Leadership in Formal Organizations: A Developmental Approach" in Hunt,
J G and Larson, L L (eds.), Leadership Frontiers. Kent: Kent State University Press, 143-65
Greene, C N (1975). "The Reciprocal Nature of Influence between Leader and Subordinate," Journal of Applied Psychology, 60,187-93.
Abstract
The authors have specially put together their last decade of work on leadership in this article.
Focusing on the “Effective Leadership” formula, they further explore how Leaders build value
and the importance of paying attention to leadership as an “Organization Capability”.
Moving beyond the conventional approaches to explaining leadership as traits exhibited by
the leader, this article calls for a balanced approach, exploring the results that leadership
must attain. Leadership is not only about developing individual qualities but also about
understanding how those qualities lead to superior performance. Therefore, apart from
having effective attributes, Leadership will be considered effectual if it delivers results in the
four key areas - employees, organization, customers and investors.
If you google the word leader and value. Much is written and many of the
leadership, there are 487 million hits. That’s same ideas are repeated. In the last decade,
an awful lot of information. If you google we have addressed the issue of how leaders
subordinate and follower there are less than have impact by contributing to this huge
25 million hits. So, almost 20 times more has volume of work with four books and many
been written about leadership than about articles. In this article, we’ll review this
being a good subordinate. Maybe we’ve work and synthesize how we believe we’ve
identified the crux of the leadership contributed a unique perspective around
challenge- not enough followers! four ideas:
Clearly, leadership is a topic where the 1. Leadership is about more
volume of writing does not match the than individual, psychological
* Please do not cite without permission. For further information see www.rbl.net or contact either Dave
Ulrich (dou@umich.edu) or Norm Smallwood (nsmallwood@rbl.net).
price 0.3
Confidence in track record
0.2
0.1
0
1977 1982 1987 1992 2002 2005
Figure 2
executives most interested in?” With a few Since 1990, financial results have played a
notable exceptions, senior executives tend decreasing role in market value, so much
to be interested in what investors want so that across industries, by 2005, market
because it aligns with the executives’ value was half earnings and the other
personal interests and because it sustains half intangibles.
the longevity of the firm. So, we began to Intangibles are the factors that give
read and ask questions about how market investors confidence in the future of your
value was derived. Pretty soon we were company versus other competitors in the
reading the work of Baruch Lev, an same industry. These intangibles deter-
economist at NYU who was the world’s mine why two companies in the same
expert on intangibles. At about this time, industry with similar earnings might have
we felt as though our approach to vastly different market values. We synthe-
leadership was going in a very different sized a number of studies on intangibles
direction than what we knew our into an Architecture for Intangibles that
colleagues were studying and we were explains how leaders increase confidence
excited about what we were learning. in future earnings:
External Celebrity
Celebrity Leaders
Leaders Leadership Brand :
Leadership Brand:
CUSTOMER LEADERSHIP EMPLOYEE
EXPERIENCE DIFFERENTIATIONS ACTIONS
Internal CompetentLeaders
Competent Leaders Leadership
Leadership Systems
Systems Figure 5
¶ These generous thought leaders included: Jim Bolt (working on leadership development efforts): Richard
Boyatzis (working on the competency models and resonant leadership); Jay Conger (working on leadership
skills as aligned to strategy); Bob Fulmer (working on leadership skills); Bob Eichinger (work with Mike
Lombardo to extend work from Center from Creative Leadership and leadership abilities); Marc Effron
working on large studies of global leaders; Marshall Goldsmith (working on global leadership skills and
how to develop those skills); Gary Hamel (working on leadership as it relates to strategy); Linda Hill
(working on how managers become leaders, and leadership in emerging economies); Jon Katzenbach
(working on leaders from within the organization); Jim Kouzes (working on how leaders build credibility);
Morgan McCall (representing Center for Creative Leadership); Barry Posner (working on how leaders
build credibility); Jack Zenger and Joe Folkman (working on how leaders deliver results and become
extraordinary).
Figure 8
• All leaders must excel at Personal We know there is more to do. As we look
Proficiency. Without the foundation of ahead, there are more stakeholders that
trust and credibility, you cannot ask have results for leaders to build value for.
others to follow you. While individuals For example, we are interested in
may have different styles (introvert vs. communities and how leaders ensure social
extrovert, intuitive vs. sensing, etc.), any responsibility. We’re also interested in how
individual leader must be seen as investors, venture capitalists, private
having personal proficiency to engage equity funds, sovereign wealth funds and
followers. This is probably the toughest others determine quality of leadership
of the five domains to train and some during due diligence processes. Our initial
individuals are naturally more capable research into this area and the global
than others. economic condition suggests current
approaches are relatively primitive. This
• Effective leaders have one towering future work will continue to flesh out the
strength. Most successful leaders have mix of attributes and results that
at least one of the other four roles in characterize effective individual leaders
which they excel. Most are personally and organization leadership capabilities.
predisposed to one of the four areas.
These are the signature strengths of As we have done this body of work, we
your leaders. have better defined the importance of both
leaders as individuals and leadership as
• All leaders must be at least average in systems, of both attributes of effective
his or her “weaker” leadership leaders and results of effective leadership,
domains. It is possible to train someone and of leaders serving stakeholders both
to learn how to be strategic, execute, outside and inside their organizations.
manage talent, and develop future
talent. There are behaviors and skills We have many ideas that continue to build
that can be identified, developed, and on this logic over the next decade and hope
mastered. to use fewer words to have more impact.
Abstract
The literatures on human resources management and on strategic leadership have developed
separately, and important linkages between the two subjects have not received much attention.
Leaders can influence the quality of human resources in a company, and human resource
specialists can improve the quality of strategic leadership by executives. We describe how
HRM and strategic leadership are inter-related and how they jointly influence the financial
performance of a company.
References
Angle, B. R., Nagarajan, J. N., Sonnenfeld, J. A., & Srinivasan, D. (2006). Does CEO charisma matter? An empirical analysis of the
relationships among organizational performance, environmental uncertainty, and top management team perceptions of CEO
charisma. Academy of Management Journal, 49 (1), 161-174.
Bassi, L., & McMurrer, D. (2007). Maximizing your return on people. Harvard Business Review, March, 115-123.
Becker, B. E., & Huselid, M. A. (1998). Human performance work systems and firm performance: A synthesis of research and managerial
implications. Research in Personnel and Human Resource Management, 16, 53-101.
Bowen, D. E. & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system.
Academy of Management Review, 29 (2), 203-221.
Ebben, J. J., & Johnson, C. A. (2005). Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms. Strategic
Management Journal, 26, 1249-1259.
Finkelstein, S. (2003). Why smart executives fail. New York: Portfolio.
Gratton, L. Truss, C. (2003). The three dimensional people strategy: Putting Human Resources Policies in to Action. Academy of
Management Executive, 17(3), 74-86.
Hambrick, D. (2007). Upper echelons theory: An update. Academy of Management Review, 32 (2), 334-343.
Anu Aga (Thermax), Sandeep Bakhshi (ICICI Lombard), Jaspal Bindra (Standard
Chartered Bank) and B Santhanam (Saint Gobain) need no introduction, and
their articles reflect deep understanding of what it means to lead successfully.
Jim Collins (of the classic Built to Last fame) contributed an article he wrote on
the ten best CEOs, hugely relevant even today. Peter Capelli, Harbir Singh,
Jitendra V Singh, and Michael Useem (Wharton School) had joined hands with
NHRD to unravel the DNA of Indian business leadership, an abstract of which
is also featured in this issue.
Abstract
Is being a CEO not synonymous with being a leader? May be not. This article further explores
the ‘differentiating’ factors of leadership that a typical CEO may need to develop or nurture. It
is when a CEO’s sensitivity is fine-tuned to local and global issues, even though they may not
have an immediate and direct impact on his business, that he will grow in leadership
capabilities.
In the US, they conduct a weekend seminar at all. Even in the best of times, when
called Renaissance Weekend, where high business was booming and our growth
profile people from politics, arts, education, rates were galloping, what could be the
and industry are invited. Even Nobel Prize best that a successful CEO can say – that
winners, sometimes, participate in the he/she could add profit quarter after
seminar. Towards the end of the session, a quarter; that he/she was loved by
few participants are asked to give a speech shareholders? What will he/she say about
of no more than three minutes and have to how his/her own employees, his/her
imagine that as soon as they deliver the family and the society saw him/her and
talk, they would drop dead. what about the legacy he/she is leaving
behind?
Imagine a situation like that, and what
would a typical CEO say just three minutes One good outcome of this current financial
before he/she says goodbye to the world! meltdown is a reappraisal of everything
Looking at the context of today’s business that was once considered sacrosanct. When
– financial meltdowns brought about by the edifice of the modern financial system
greed and unethical behaviour, scams and is exposed to be hollow and moth eaten, it
frauds, an atmosphere of suspicion and is only natural the captains of that system
cynicism about business itself – it is are subjected to intense scrutiny. The one
doubtful if he/she would feel comfortable phrase that we hear often is ‘the failure of
Abstract
Leaders are the catalysts through which strategy translates itself into the organization.
Therefore, the need for developing leadership potential is evidently undisputable.
Yet, leadership cannot be taught but can certainly be learnt. The article posits that the key to
leadership development lies in nurturing strong organizational values. The leaders must
consistently demonstrate these values and bear the responsibility of instilling these throughout
the organization.
Abstract
Set in the context of the global economic meltdown, the article provides guidelines for
contemporary leaders to rise above the crises and create real value. It calls for a more proactive
approach on part of business leaders to look aside of the scarce resources and identity
opportunities for future growth. In current circumstances, companies need leaders who can
accept the challenge and position their organization to advantage by managing their internal
resources optimally.
Companies and individuals are struggling winners in this equation. Companies need
to cope with the challenges presented by leaders who can see opportunity in crisis
the global economic crisis. These are and position their organizations to
unprecedented times and leaders at all advantage. They also need true people
levels, and across industries, are in many managers who can inspire and motivate
cases facing the most challenging market their people and bring them along for the
circumstances that they have seen in their ride. The ability of a leader to retain strong
careers. Leaders not only have the talent will surely be a differentiator as
responsibility of ensuring that their staff are companies try to transition into better
motivated and stay engaged and times.
productive during these uncertain times,
they also have to actively manage Acknowledging the Challenge and
expectations against a backdrop of scarce Leading from the Front
resources, limited rewards and bleak The first step in articulating strategy is to
prospects. Managing such a situation is not come to grips with the situation and
easy; it calls for leadership brimming with acknowledge the challenges. Leaders at all
stamina, self-confidence, maturity, and a levels in companies need to adequately and
long-term view. Those who can think accurately take stock of the circumstances
ahead strategically with a vision for the and analyze the impact of various factors
future, rather than those who are inward on all aspects of their business. It is
looking and tactical, will emerge as the tempting to dismiss the current market
References:
a. Forbes Greatest Business Stories of All Time - Daniel Gross and the editors of Forbes magazine
b. 50 Companies that Changed the World – Howard Rothman
Abstract
A detailed study covering over 100 CEO’s and heads of human resources was conducted by the
National HRD Network and the Wharton School, University of Pennsylvania to explore the
areas of Leadership, Governance and Employee Management in leading Indian firms.
The focus of the study was on identifying the distinctive features of Indian organizations that
set them apart from their U.S counterparts. This article summarizes the key findings of the
study and throws light upon the distinguishing features of India Inc.
Abstract
In the backdrop of economic crises and failed governance mechanisms, the article lists down
characteristics of 10 greatest CEOs of all time who looked beyond short term gains to create
long term sustainable value. The author posits that, great CEOs are not the ones who see
themselves as members of an elite group but are the ones who feel a deep sense of connectedness
with their organization and who build values that thrive long after they have left the
organization.
It’s a familiar scene. An industry under fire. laying the foundations for future greatness,
A congressional committee demanding plowing profits into research and
answers. A corporate CEO called to testify. development. The committee’s response
now seems unimaginable: It erupted into
Yet the familiarities, in this case, end there.
a standing ovation.
When Boeing CEO Bill Allen appeared
before a House subcommittee—addressing That image, from 1956, kept popping to
charges that military aircraft makers had mind whenever someone asked me about
improperly inflated profits at the the business meltdowns of 2001 and 2002.
government’s expense—there was no What, went the questions, should be done
lawyer whispering in his ear. There were about governance? What should Congress
no notes before him. There was no hint that do? What should boards do? What, what,
he wasn’t personally responsible for what?
Boeing’s actions. And when he had
finished his quietly forthright explanation, I usually declined to comment, feeling I had
there was no question that Boeing—far little to say that had not already been said.
from gouging the government to pad But as the Allen image lingered, I came to
executives’ bonuses—had in fact been realize that I did have something to say.
Abstract
Leadership behavior is one of the most researched and talked about phenomenon of the modern
business environment. Drawn from success stories of real life, this article defines key traits of
leadership with contemporary illustrative examples. These traits, if inculcated by present
leaders will lead to increased leadership effectiveness which forms the bedrock for success
in an organization.
10
i of
Leadership 10
i of
Leadership
Intensity
Inspiration
In 1996, Hyundai, then an aspirant in the
Global Auto industry, decided to enter
The best example to demonstrate
India. Most industry analysts were more
inspiration as a trait of effective leadership
enamoured by other auto majors.
is Mahatma Gandhi, who without any
However, the intensity with which top military aid, economic force, violence or
Korean Leaders, who were deputed to devious politics got the British to leave the
India, pursued their audacious goals and country. Gandhiji‘s non violent ways and
ensured that they captured the heart of peaceful methods were the foundation for
India, made all the difference. The Korean gaining independence from the British.
leaders went about understanding the Through his own moral values and belief
Indian consumers’ mind, designed a World in ‘Satyagraha’ he was able to create a
Class Car, developed an ancillary base, common vision amongst different castes
recruited top talent and invested in a state- and communities of India. He inspired the
of-art facility. The result is that their common man to rise above his abilities and
Chennai complex, in just a decade, reached contribute to nation building. By his
an annual production of over 500,000 cars. pursuit of truth and non violence, he
became a role model for the masses and
The result is, today they are 10 times bigger
led the nation to freedom.
in India than the US auto majors. What
differentiated the two teams was the Therefore, inspiration is imperative for
passion and intensity of the top leaders. good leadership. Through inspiration,
leadership enables others to emotionally
Therefore, intensity as exhibited in the
commit and identify with the goals, leading
speed with which companies respond to
to success.
changing business needs is extremely
critical for growth. i7 – Influence
i6 - Inspiration Influence is a key component of
Leadership. Being able to persuade others,
Leadership does not operate in isolation
build consensus amongst the contending
but in continuous interaction with others.
parties, create a cohesive team and
Leadership derives its very meaning from
collaborate effectively are keys to
its association with the ‘other’ – the
influential leadership.
followers. By becoming an inspiration for
others, leaders create a shared vision, get An example of influence is illustrative in
others to commit to the common goal and the case of Dewang Mehta, ex chief of
The invitees include some of the finest human resource leaders in the
country including Vijay Bharadwaj (Dell), Aquil Busrai (IBM), Rajeev
Dubey (Mahindra Group), P Dwarakanath (Max Group), Adil Malia
(Essar Group), Anand Nayak & L Prabhakar (ITC), Vivek Patwardhan
(Asian Paints), Satish Pradhan (Tata Group), Sanjeev Sahi (Hindustan
Aeronautics) , TT Srinath (Pegasus), and Inder Walia (Bharti) who have
distilled decades of experiential knowledge into eminently articulated
expositions of leadership thought.
Abstract
Different business environments call for different approaches on part of leaders. Taking
changing business paradigms into consideration, organizations need to constantly revisit their
leadership strategy and put in place appropriate development interventions. This article
explores the tenets and constituents of the leadership development process in the context of
‘environmental realities of the market place’.
In order to develop leadership potential, organizations need to provide structured programs
and ensure top managements’ commitment.
The last few months have seen one of the These external factors range from what is
worst economic crises unfold in front of our happening in the business landscape in
eyes resulting in once venerable general to the organizations own ambitions
organisations biting the dust and the whole to deal with survival and growth.
world plunged into an economic Organizations constantly endeavor to
downturn. The spotlight is on senior develop their band of asset-generating
leadership and critical, high performing leaders who combine astute business
talent and their actions in each of these acumen with caring team building skills.
organisations. ‘Leading’ is one of the most Organizations expect them to use a blend
demanding and arduous tasks for an of knowledge, skills, business acumen and
individual, and the leadership journey is a economic intuition, to make business
difficult process filled with many catalysts decisions and develop leadership bench
and inhibitors. A bit like human strength in the company. While most of the
development, the leadership development leadership development literature focuses
in an organisation is a process influenced on development of competencies innate or
by intrinsic individual factors and a intrinsic to an individual, I would like
significant set of external parameters. reflect upon how some of those efforts need
Abstract
This article is in the form of a letter written by the author to a young professional
on qualities that make a good leader.
Abstract
As the world shifts to a new business order where there is distrust of big business houses, less
political stability and developing countries play a more substantial role, leadership too will
have to reposition itself and adjust to the rapidly changing times. The article attempts to define
the basic leadership traits that become necessary to steer the organization through the ‘choppy
waters of such a new World’.
A brave new world is emerging from the economies, especially the BRIC
ashes of the current economic meltdown countries.
and while I am no soothsayer, I can safely • A far stricter regulatory environment
say that we will need to create a different
framework for tomorrow’s company if it is • Much greater public-private-not for
to survive and prosper in a world in which profit partnerships
leadership will have to face challenges that
• Demand for addressing the triple
will require a mindset quite different from
bottom-line of profit, people and planet
the ones, which have worked in the past.
The new world order is likely to be To navigate the Corporation successfully
characterized by: through the shifting and choppy waters of
the new world order, leaders will need to rely
• Mistrust of big business heavily on
• Far less stability in economic and A. Empowerment
political affairs
B. Innovation
• A shift in the centre of economic power
away from the traditional bastions of C. Creating opportunities in situations of
USA & Western Europe to other apparent conflict
Abstract
A combination of mental toughness and personal humility with personal resilience is
significant to be a good leader. A leader also has a high degree of emotional intelligence in
terms of creating awareness, self regulation, motivating people and exhibiting empathy.
Ultimately, it is to deliver what you promise, to embrace tough love and to demonstrate the
human touch that forms some of the key leadership qualities.
Amrita Vijay Kumar speaks to P. Dwarakanath about his leadership journey of over
30 decades, the challenges faced and the lessons learnt…
About P. Dwarakanath
P. Dwarakanath is the Director – Group Human Capital of Max India Ltd,
and brings rich and varied experience of nearly 38 years. Dwarakanath is a
Bachelor of Science, Law and holds Post Graduate Diploma in Management
in PM & IR. He has retired from GSK as Director – Human Resources and
Administration, India/ South Asia after spending 27 years with the company.
He is on the board of several Companies / Institutions including GSK
Consumer Healthcare Ltd. He has won many awards including the
“Pathfinders Award” by the National Human Resource Development Network in 2004; “HR
Professional of the year” by Mid-Day in association with DAKS, London and others in 2005
and the “Career Achievement Award” by GSK International 2006.
A: You were with GSK for over 30 years and approach. I am also not trying to preach or
experienced the entire leadership journey to advocate the concept of ‘cradle to grave’
being a director. Longevity is a critical factor or lifetime employment in one
for a leader to drive a vision for the organization. organization. Having said that, I believe
What were your experiences in this regard? that you need to have spent enough time
D: I was a management trainee at DCM and in an organization in order to understand,
went on to become a director at GSK. It is appreciate and bring any transformational
true that if you want to build an change. And when I say ‘I’, it does not
organization it is important to spend mean that change is brought about by one
enough time understanding the culture, the individual, rather it is a team effort.
people and the processes so that you can I have had a very fascinating experience in
take them forward. Organizations are not my career as an HR professional and have
built in a day or two. Yet looking at the witnessed very exciting times- with respect
contemporary scenario, I acknowledge that to a constant evolution of the Indian and
we need to be practical and realistic in our Global business environment and the
Abstract
Drawing from Friedrich Nietzsche’s concept of the “Ubermensch”, literally translated as
“Superman”, the article attempts to define the characteristics of the ‘Corporate Super
Achiever’. It touches upon the unique strengths of the modern corporate leader who stands out
from the others and energizes those who surround him. The article also suggests a way forward
to develop the ‘Ubermensch’ for the future times to come.
Friedrich Nietzsche, the 19th century figure of modern times. Jerome Siegel
German philosopher and classical modeled the central character of his
philologist, for the first time indicated creation, “Superman”, on the basis of
about ubermensch in his book “Thus Spoke Nietzche’s idea.
Zarathustra”.
The racist villains in history have
The book’s protagonist - “Zarathustra”, attempted experiments in selective
contends that “man is something which breeding, genetic engineering, cloning and
ought to be overcome”. All beings so far nano-technology to create a superior race
have created something beyond themselves; (Hitler et al). Their experiments miserably
mankind should not ebb this great flood and failed. In fact, such experiments were
continue to strive to transform and create bound to fail as these short-cut attempts
something higher than itself. This is the were based on developing superior
central philosophical theme. performing races through unnatural
engineering and birth rather than the
“Ubermensch” literally translated means laborious alternatives of scaling
“superman”…the wholesome, most competencies, endeavor, toil, efforts and
competent, strongest and morally upright training.
Abstract
This article recounts the story of one of India’s leading organizations that has evolved over
close to ten decades from ‘strength to strength’. Leadership at ITC has been focused on
increasing the organization’s longevity and enhancing its wealth generating capacity.
Moreover, ITC’s leadership has been cognizant of the fact that society constitutes an important
stakeholder of the enterprise and therefore contribution to society is seen as one of the primary
goals of the organization.
ITC will complete a century of its existence and practice, whilst leveraging the power
in 2010. An organisation that has grown and capability that emerge from their
from strength to strength with the passage adoption. Leadership is expected to create
of each decade, an example of a living and sustain the belief that the extent of
company, inspired and led by generations people engagement has not only a direct
of visionary leaders, the quality of its impact on both the top line and bottom line,
leadership best manifest in the longevity but also has the most direct impact on the
and sustainability of the enterprise. sustainable lifespan of the enterprise.
The challenge for leadership in any living Successive generations of ITC’s leadership
company is multi-dimensional – have, over the decades, been steadfast in
transforming the enterprise through its their desire to increase the longevity and
evolution and growth, whilst being sustainability of the organisation and
strongly anchored in its philosophical enhance its wealth generating capability to
underpinnings, ensuring their application create value for each of its stakeholders on
Abstract
Successful leaders are not just born, but can also be made - this is the very foundation of this
article. It further explores possibilities of learning leadership, and how a defining moment can
kick-start a leadership journey. It takes a fair mix of a compelling vision, continuous focus on
reality- in terms of numbers and hard facts, ethics which means being driven by principles and
not by expediencies, courage- doing what we believe is the right thing to do and the ability to
influence forms the bedrock of successful leadership.
Abstract
This article brings forth a critical analysis of leadership and the requirements of a leader. It
begins by stating that some aspects of leadership are emerging while others are set in stone. The
article outlines that a good leader must be honest, accountable and authentic. The leader must
be a visionary but at the same time must have foresight and should not lead people by fear.
Lastly, a leader is always expected to deliver. There is a thin line to tread for leaders and they
must maintain the balance while walking the tightrope of business.
Leadership has many facets and is important then perhaps they have been
probably the most written about subject. hitherto. We judge ourselves by our
Equally, it is a subject on which we all have intentions, but we judge others by their
an opinion. Looking at aspects of behaviour. Leadership is experienced and
leadership as I have experienced them over assessed by others through the behaviour
the years, and their relevance to the of the leader. The only way our intent can
emerging times, has thrown up several be experienced by others is through our
interesting thoughts. Drawing on these words, deeds and thoughts. Working on
observations of leaders and emerging this premise, lets look at some of the
leaders over the past years across behaviour that leaders demonstrate, which
geographies and businesses, I attempt to seem to be effective and powerful.
distil some insights for us to ponder. “Authenticity”; “integrity of thought, word
As we walk into the emerging realities that and action”, are expressions commonly
are taking shape around us there is a encountered as requirements from leaders.
paradoxical sense of the enduring The coherence, alignment, and authenticity
relevance of between our thinking as we express it, the
When leaders speak some of the words we speak, and what we actually end
people watch their feet characteristics up doing is stunningly clear to the outsider.
of leadership The economic down turn triggered in the
and an emerging set of characteristics minds of many by the greedy and
which seem to become increasingly more unscrupulous acts of “fat cat” leaders who
Abstract
Human capital is the tool through which strategy manifests itself in an organization.
A dedicated workforce, fueled with energy can enable the organization to realize ambitious
goals and climb the ladder of success. This article traces the leadership story of India's
largest Defence Public Sector organization, which developed a comprehensive Leadership
Capability Development model across the organization. The model served as a key enabler
that channelized people energy in the right direction and led to enhanced growth
in the organization.
If you observe the runway during a takeoff HAL has developed as an integrated
after sunset, you see the runway lights aerospace organization and has spread its
prominently at first and then as a rapidly wings to cover various activities in the
moving blur of dots as the aircraft lifts off. fields of avionics, design, development,
Hindustan Aeronautics Limited (HAL), manufacture and maintenance of advanced
India’s largest defence public sector fighters, piston and jet engine trainers,
undertaking, is passing through this “rapid helicopters and associated aero-engines.
blur” as it takes off towards its destination. Opportunities of a burgeoning order book
Having gained Navratna status in 2007, we are complemented by vast experience in
have now set course to become a leading design, development and production,
global aerospace organization. Ambitious? robust infrastructure, a culture of integrity
Certainly! This ambition is our fuel. and respect for people.
Business strategy
Future Capabilities;
Market Place &
Key Success factors Competition
Best
Practices
BUSINESS RESULTS
Stretch Goals
Leadership
Competency-based Learning Capability Develop- Coaching
ment
Shadowing
We also see our Leadership Capability corollary of Karma Yoga’s essence – Duty
Development Program as a vital for Duty’s Sake.
instrument to transforming our culture; it
will enable delegation of responsibilities to
Under Mighty Wings – The Power of One
lower levels, breakdown of silos, optimal
utilization of specialists and generalists and Like any organization, we have our
make us agile as an organization. constraints, but to reach our journey, we
will focus on the positives, while
HAL’s complex stakeholder map and the consciously eliminating any stall. I am
impact of every individual’s action reminded of Helen Keller’s famous words[2]
mandate a need to rise above the crass – “Keep your face to the sunshine and you
material considerations, which guide the will not see a shadow”. We recognize the
average transactional relationship between need to be patient, as individual
employer and employee. “Yogah Karmasu development is about assimilation and
Kaushalam” [1] is a message that I intend to introspection. Our journey will have its
drive across this program. This simply pockets of turbulence and we are open to
translates to “Yoga is skill in action”, a dynamic course correction.
Notes:
(1) - Derived from the Bhagavad Geeta (The Song Divine) – Chapter 2, Verse 50
(2) - Attributed to Helen Keller, inscription in autograph album of Lafayette E. Cornwell, Yonkers, New York.—Walter Fogg, One
Thousand Sayings of History, p. 17 (1929)
(3) - India’s first Prime Minister, Pt. Jawaharlal Nehru, while dedicating the Bhakra Nangal multi-purpose project to India on October
22, 1963, termed these large projects “temples of modern India”.
Abstract
Modern day organizations are complex entities that are ever evolving. Therefore, managing
them successfully calls for 'extraordinary ingenuity' and requires investment of immense
'human energy'. In such a system, leaders play a critical role and exercise great influence on
the organization's environment. This article presents a leadership framework and explains the
key behaviors that efficient leaders already do or need to exhibit.
As winds of change sweep the world, Given this truth, three principles need to
leadership must awake and rise. The be recognized:
clarion call is to take charge. 1. Order is emergent as opposed to
Organizations today can be defined as a predetermined
‘complex, adaptive, symbiotic systems’ 2. The system’s history is irreversible
(Olson, 2001). Their functioning, therefore, 3. The system’s future is often
requires ‘self-organizing.’ A complex unpredictable.
adaptive system renders visible, legitimate
and significantly a great deal more live Leaders in such a self-organizing system
human behaviour than old bureaucratic play three distinct roles:
structures allowed. It is an entity that is 1. They set the container
constantly changing. It evolves, adapts, 2. Focus on significant differences
develops and exhibits extraordinary
3. Foster transforming exchanges.
ingenuity in the process. All kinds of forms
of human energy that are invisible and Setting the container means influencing the
often taboo in older structures present environment that shapes the behaviour of
themselves and are available for continued a system. Leaders must set general
engagement. requirements for the outcome, but
Reference
• Bird B. (1988), ‘Implementing Entrepreneurial Ideas: The case for intention’ Academy of Management Review, Vol.13, No.3,
pp.442 - 453.
1. Cooperrider, DL (1990), ‘Positive Image, Positive Action: The affirmative basis of organizing’, in S.Srivastva & DL Cooperrider
[Eds], ‘Appreciative management and leadership’, San Francisco, Jossey-Bass.
• Fishbein M. and Ajzen I. (1975), ‘Belief, attitude, intention and behaviour: An introduction to theory and research’, Reading, MA:
Addison-Wesley.
• Olson, Edwin.E and Eoyang Glenda H (2001), ‘Facilitating organizational change: lessons from complexity science’, Jossey-
Bass/Pfeiffer, San Francisco, CA.
Abstract
Individuals make groups and groups make organizations. As elaborated in the given article,
leadership is about energizing and developing all the categories as they are intrinsically bound
together. The article explains leadership philosophy and the various leadership development
activities undertaken in one of India's youngest and fastest growing organization - Bharti.
The article also illustrates that leadership is not just about increasing the revenues/profits but
about passion and making the right decisions.
Something ignited in my soul, leadership - a big ask. While the company was
Fever or unremembered wings actively involved in growing big, he worked
And I went my own way, passionately leading his team to do the job
Deciphering that burning fire. assigned. Impressed, the company decided to
— Pablo Neruda make him the head of an entire region. For sure,
the success bug had bit him. He led the region
Very often do we find ourselves thinking to dizzying heights of achievement in a short
about what a leader does that makes him/ span of time proving his mettle yet again. The
her stand out. How is it that some people company realizing his potential well in time
become leaders doing the same things as provided the right inputs to him. Within 5 years
what their colleagues do? of him joining, he had reached the senior
An individual with a few years of experience management at the company. What happened
and doing fairly well in his job decides to take a thereon was almost predictable. He hit the right
risk and joins a company all of 3 years old; a keys each time and was given the right insights.
company trying hard to make an identity for Soon enough he ended up being a part of
itself; a company in search of professionals who the leadership team of the group which had by
would work for passion and not for money. He now had grown to enormous’ proportions. He
joined as the head of a state level business and and the group fed of each others success.
was given the task of taking the business to Both are leaders.
Achieve
‘Professional-
Entrepreneur’
Making it Happen (P.E.) Balance Openness & Transparency
Building
strong format /
informal
relationships
at work
Middle
Management Emerging Leader
Program (CCL)
Business Manager
Program (IIMs)
Junior
Management
Acknowledgements
Our profound thanks to all the contributors of articles and book reviewers
who have taken time off from their schedules out of their passion for
the field.
We would also to thank Mr. N.S. Rajan, guest editor for this issue for his
dedicated contribution at every stage in bringing out this issue.
Our special thanks to Amrita Vijay Kumar, E&Y for her tireless contribution
and also to Komal Jalan and Akshay Chadha, E&Y for their help.
— Editorial Board
HR guru Dave Ulrich and his colleague at RBL group, Norm Smallwood,
have come out with yet another unputdownable masterpiece titled
“Leadership Brand” in 2007. It is an absolute intellectual delight and
treat for institution builders in general and more particularly for those
interested in the field of Human Resources and Leadership Development.
This book is a true treasure for many reasons. Firstly, it takes the evolution
of leadership to a different and higher orbit; secondly, it provides a very
compelling framework for organizations to elevate leadership focus to
making it an organizational capability; thirdly the approach authors have
taken represents a refreshingly outside-in perspective as opposed to the
traditional approach to leadership frameworks that has, for decades, been
inside-out; and fourthly, the authors have given a very systematic approach
to building a leadership brand rather than merely conceptualizing the need
for the brand.
In introducing the book through its preface, the authors make many powerful observations. While
reinforcing that leadership matters, they clarify the need for shifting the focus from studying leaders
to studying leadership. “Good leaders just do not build their personal credibility, but build leadership
capability or the capacity of the organization to sustain future leaders” say the authors. Building
such a capability then represents an invaluable investor intangible for the organization and thereby
they build lasting value for the organization.
Simply defined, leadership brand is the identity of the firm in the mind of the customers made real
to employees because of customer-centric leadership behaviours. A leadership brand translates
customer expectations into employee behaviours and that outlasts the individual leaders! Leadership
brand also represents a higher orbit in the domain of our understanding about leadership. Ulrich
and Smallwood highlight that the focus of most organizations so far has been one or more of the
following:
• Individual leaders exposed to external environment as brands by themselves. They are the
external face of the organizations and appear often on the front cover of business magazines.
This is often understood as the case of “celebrity leaders”
• Individual leaders are identified and groomed internally to become more competent often
with a help of a well-defined competency framework. This produces a situation of “competent
leaders.”
• Organizations also shift the focus from individuals (leaders) to capability (leadership) by
building internal systems and processes for creating a leadership engine. This delivers what
may be called as “leadership capability”
But lasting value is built for the organization only when there is an “orbit change” and organizations
move the focus to capability and external customers and investors. This delivers an organizational
identity of leaders throughout the organization that bridges customer expectations and turns these
Authors also provide a six step process for building a leadership brand. These steps in brief are:
1. Build a case for leadership brand
2. Create a leadership brand statement
3. Assess leaders against the brand
4. Invest in leadership brand
5. Measure leadership brand investment; and
6. Build leadership brand awareness to key stakeholders.
In chapters 2 through 7, authors detail out the foregoing steps and provide key insights and ideas
on how to accomplish each of these steps with several examples. For example, chapter two helps
in linking the leadership brand to business strategy through 6 compelling reasons such as workforce
planning, achieving right results the right way, strategy shits, geographic expansion, delivering
both organic and inorganic (M &A) growth and finally matching high-potential leaders with critical
jobs in the organization. Likewise, chapter 5 clarifies how to go about making investments in
leadership brand. The key messages here include: branded leadership investments recognize
that not all leaders are equal; these investments are personalized; they form an integrated system
and are not isolated events and finally these investments are tied to the business. Throughout the
book, the authors provide illuminating examples and checklists for measuring progress.
Chapter 8 is focused on preserving the hard-created leadership brand, while chapter 9 provides
excellent guidance on creating a personal leadership brand statement. The book concludes with
two appendices. First one helps with brand criteria for product and firm brands as well as the
leadership brand. The second appendix throws light on how to spot firms with leadership brand
analyzing the examples of GE and McKinsey.
I call this book as “unputdownable” because of the very fresh and impressively different perspective
to building leadership capability that Ulrich and Smallwood offer in terms of leadership brand. The
future competitiveness for the firms will move far beyond their product brand or firm brand to yet
another intangible called the leadership brand. In my professional experience watching how
corporations approach leadership, I distinctly notice a spectrum with the far extremes characterized
by two major camps: First ones (and arguably better) talk about their “building leadership” with
systems and processes; and the second ones brag about their “leadership building.” Most of the
firms are of course somewhere in between. And that is the reason why I consider the “leadership
brand” as a master craftsmanship by Dave Ulrich and Norm Smallwood.
I recommend this book for organizational leaders and HR professionals as the wisdom offered in
this book together with the roadmap gives them a lifetime opportunity to create lasting value and
game-changing competitive advantage.
Reviewed by
C.Mahalingam (Mali). Mali is currently the Executive Vice Presisent and Global Chief People
Officer for Symphony Services Corporation.
He can be reached at mahalingam.c@symphonysv.com
INTRODUCTION-CORPORATE CRISIS!
CHAPTER 1 THE CHALLENGE OF MANAGING IN A TOXIC ENVIRONMENT
CHAPTER 2 AT THE HELM:What CEOs and Business Unit and Country Managers Must Do
CHAPTER 3 ON THE FRONT LINES:Sales and Marketing
CHAPTER 4 MIND OVER MONEY:The Chief Financial Officer
CHAPTER 5 MAKING IT ALL WORK:Operations
CHAPTER 6 REFOCUSING INNOVATION:Research and Development
CHAPTER 7 TYING IT ALL TOGETHER:The Supply Chain
CHAPTER 8 SUPPORTING THE TEAM:Staff Functions
CHAPTER 9 THE VIEW FROM THE TOP:The Board of Directors
MOVING FORWARD
While the book has specific messages for CEOs, COOs, CFOs, CTOs, it also has messages for
every business leader who aspires to make a difference. Briefly his messages are as follows:
1. Leadership must recognise that only by synchronising people as a companywide team, can
we obtain ‘focus, speed, urgency and flexibility’ making and executing decisions faster
2. Leadership derives its authority not from omniscience but from its ability to facilitate
understanding
3. Inspiration comes from incremental successes. These are high energisers that build further
success. Leaders must therefore celebrate small successes
4. While a realistic assessment is required to understand and accept the magnitude of a problem,
the fact is that few problems are insoluble. Leaders must focus their people on the vision of
what is possible
5. It will take imagination and guts to place strategic bets with no guaranteed payoffs when there
is little money available and so much uncertainty about the assumption a plan is based on.
Yet such bets are critical. Leaders must invest with faith
6. Questions leadership will be asked by subordinates are:
i. ‘Are we going to make it?’
ii. ‘What do I have to do?’
Leadership has to provide reassurance as well as guidance to everyone in the company.
S.SADASIVAN
Research Associate, Dr. T.T. Srinath & Associates.
Procter & Gamble (P&G) ended the 1999-2000 fiscal with results that were
embarrassing to everyone in the company. Lafley, as the newly appointed
CEO, had his team focus on a few key areas. Of the five areas they identified
(customer-centricity, opening up, sustainable organic growth, organize around
innovation and thinking differently about innovation), two were exclusively around innovation while
one another was based on using innovation. The insight that innovation must be integrated into
every aspect of the organization was the biggest reason for P&G’s stellar performance in the seven
years since. The insight itself may appear simplistic; Lafley’s detailed explanation of how P&G did it,
combined with Ram Charan’s complementary examples from several other organizations provide a
rich lode of ideas and practices that we can draw from – and that’s the core appeal of this work.
But for HR practitioners, there are some deeper insights. Although there are many references to
‘business leaders’ and ‘leader in charge of P&L’ using innovation in a game-changing manner, the
drivers for this come from a very basic value system of accepting that innovation does not need
any special skill. Very early on in the book, the authors acknowledge that “...innovation is a social
process. And this process can only happen when people do that simple, profound thing – connect
to share problems, opportunities and learning. To put it another way, anyone can innovate, but
practically no one can innovate alone.” Isn’t that a challenge for the HR Manager, more than for
anyone else? How does the HR Manager provide the tools for the business to harness innovation?
Review by:
R.Shantaram, Vice President - HR, Prasad Corporation Ltd., Chennai.
34 StrengthsFinder Themes
Achiever Deliberate Learner
Activator Developer Maximizer
Adaptability Discipline Positivity
Analytical Empathy Relator
Arranger Focus Responsibility
Belief Futuristic Restorative
Command Harmony Self-assurance
Communication Ideation Significance
Competition Includer Strategic
Connectedness Individualization Woo
Consistency Input
Context Intellection
The research behind strengthsfinder is backed from the Clifton StrengthsFinder (CSF), which is an
online measure of personal talent that identifies areas where an individual’s greatest potential for
building strength exists. It helps individuals discover how to build upon their talents to develop
strengths within their roles. The authors acknowledge that CSF is not designed or validated for use
in employee selection or mental health screening. The strengths philosophy means that individuals
gain more when they strive to build on their strengths. Strengths are viewed as extension of talent.
The strength construct combines talents with associated knowledge and skills and is defined as
the ability to consistently provide near-perfect performance in a specified task. Though the instrument
is labeled Clifton (has had a long -50-year — career at the University of Nebraska) StrengthsFinder,
the authors assert that the instrument actually measures talents that serve as the foundations for
strengths development. Clifton considered success to be closely associated with personal talents
and strengths in addition to the traditional constructs linked with analytical intelligence. The CSF
evolved, over the years, into a 180 item one covering 34 themes. CSF is available in 24 languages
and is appropriate for administration to adolescents and adults with a reading level of 10th grade or
higher. In 2006 Gallup researchers undertook a comprehensive review of CSF psychometrics,
which led to some revisions in the instrument (version 2.0). Several studies were carried out to
investigate into the CSF’s continuing reliability, validity and applicability to both the general population
and college students in particular (some of the recent studies were listed on pages 243 and 244).
The CSF is often used as a starting point for self-discovery in Gallup strengths-based development
programs. After a respondent has completed the assessment and talent feedback is provided, a
set of developmental suggestions is customized to the idnividual’s Signature Themes for a more
informed view of self.
Gallup’s research of over 10,000 people also examinies leadership from the follower’s perspective
and came out with the following key themes (or basic needs):
• Trust (other words cited by followers included: honesty, integrity, and respect)
• Compasion (other words cited by followers included: caring, friendship, happiness and love)
• Stability (other words cited by followers included: security, strength, support, and peace)
• Hope (other words cited by followers included: direction, faith, and guidance)
More than 85 per cent of respondents selected the leader who had the most impact ass someone
very close to the person answering the survey.
This is a research based book which uses psychometry to facilitate personal development and
growth through self discovery, feedback and discussion with colleagues, managers and friends.
For those who buy the book, there is a bonus: There is a packet at the end which contains the
purchaser’s unique access code to take the StrengthsFinder 2.0 assessment. IF you are buying
the book, after you complete the assessment, you will receive a personalized strengths-based
leadership guide. www.strengths.gallup.com provides more insights and gives the research link.
The marketing trick is that the access code is valid for one user only. Do not buy the book if the
packet is missing or has been opened.
Reviewed by:
Dr C S Venkata Ratnam, Director, International Management Institute, New Delhi.
The author can be reached at csvenkataratnam@imi.edu
Dr. Santrupt Misra, Director Aditya Birla Group July 2009 Work-Life Balance Dr. C.S. Venkataratnam
East: Prof. Madhukar Shukla, XLRI, Jamshedpur Jan. 2010 “HR for, and of Gen Next” —
Leveraging Demographic Dividend Dr. S. Chandrasekhar
South: Gopalakrishna M, Director Incharge, A.P. Gas Power Corporation Ltd.
West: Satish Pradhan, Executive VP Group HR, Tata Sons The journal publishes primarily three categories of articles:
North: NS Rajan, Partner, Human Capital and Global Leader – HR Advisory, • Conceptual and research based
Ernst & Young
• Contributions from thought leaders including a limited number of reprints with due permission
National Secretary: Dr. P VR Murthy, CEO, Exclusive Search Recruitment Consultants • Organizational experiences in HR interventions/mechanisms
Printed at Nagaraj & Co. Pvt. Ltd., 156, Developed Plots Industrial Estate, For any further clarifications, please Contact :
Perungudi, Chennai 600 096. Tel : 044 - 66149291 The Managing Editor
Dr. P V R Murthy, CEO, Exclusive Search Recruitment Consultants,
The views expressed by the authors are of their Copyright of the NHRD Journal, all rights reserved.
own and not necessarily of the editors nor of the Contents may not be copied, emailed or reproduced #8, Janaki Avenue, Off 4th Street, Abhiramapuram, Chennai 600 018.
publisher nor of authors’ organizations without copyright holders’ express permission in writing. pvrmurthy@exclusivesearch.com
Leadership
Jaspal Bindra
in an honorary capacity, stemming from their interest
in contributing to the HR profession. Leadership Peter Capelli et al
Jim Collins
The underlying philosophy of the NHRDN is that every B. Santhanam
human being has the potential for remarkable Vijay Bharadwaj
achievement. HRD is a process by which employees in
Aquil Busrai
organizations are enabled to:
Rajeev Dubey
• acquire capabilities to perform various tasks P. Dwarakanath
associated with their present and future roles;
Adil Malia
• develop their inner potential for self and Anand Nayak and L. Prabhakar
organizational growth, Vivek Patwardhan
• develop an organizational culture where Satish Pradhan
networking relationships, teamwork and Sanjeev Sahi
collaboration among different units is strong, T.T. Srinath
contributing to organizational growth and
Inder Walia
individual well-being.
April 2009
www.nationalhrd.org www.nationalhrd.org