PAWAN MUNJAL

“The maharaja of motorcycle”

 TABLE OF CONTENTS
1. LIFE AND EDUCATION
2. CAREER TIMELINE
3. CONTRIBUTION TO COMPANY
4. LEADERSHIP THEORY
5. LEADERSHIP STYLE
6. STRATEGIES
7. QUALITY
8. HIS BEHAVIOR
9. AWARD AND RECOGNITION
10. CHALLENGES
11. PROBLEMS AND SOLUTIONS

LIFE AND EDUCATION

 o He was born in 1956.
o Pawan Munjal, son of late Brijmohan Lall Munjal, founder of Hero Group
o A former partner of Japan's Honda,
o  Pawan has led a global expansion with factories in Colombia and Bangladesh.
o Later Pawan Munjal took over the mantel from the patriarch Brij Mohan Lal Munjal.
o A graduate in mechanical engineering,
o he has been instrumental in bringing about technological and managerial excellence in the company’s
operations
o He has been the chairman of several CII committees.
o Served on the Indian Public Schools Society Board

CAREER TIMELINE
DESIGNATION COMPANY TENURE
President-Designate Confederation of Indian Indus 05/2022–PRESENT

Chairman/CEO Hero MotoCorp Ltd 10/2021–PRESENT

Vice President Confederation of Indian Indus 05/2021–05/2022

Chairman/Managing Director/CEO Hero MotoCorp Ltd 06/2015–09/2021

Vice Chairman/CEO/Joint Managing Hero MotoCorp Ltd 08/2014–05/2015
Dir

Managing Director/CEO Hero MotoCorp Ltd 08/2011–08/2014

CEO/Managing Director Hero Honda Motors Ltd 01/2001–08/2011

Chairman Northern Region Confederation of Indian Indus 01/1996-12/1997

LEADERSHIP THEORY
o PATH-GOAL THEORY-
Path-Goal Theory states that the leader is responsible for providing followers with the information, support, or other
resources necessary to achieve their goals.
Path-Goal theory indicates that a leader must properly set a path to a goal and guide and explain how to achieve the
goal successfully to followers.
Four components or types of the path-goal theory are;
1. Directive Leadership
2. Supportive Leadership
3. Participative Leadership
4. Achievement Oriented Leadership

FOLLOWED BY PAWAN MUNJAL

 PAWAN MUNJAL makes himself responsible for providing information to his subordinates.
 He is very supportive and motivates employees to achieve their goals i.e. o deliver the best and the most cost-
effective products & solutions empowered by superior technologies
 He creates a way and gives direction to achieve the goals successfully.
 Directive Leadership: Pawan Munjal lets subordinates know what is expected of them, gives guidance and
direction, and schedules work according to the expectation.
 Supportive Leadership: he is friendly and approachable. He is concerned for the subordinate welfare and treats
members as equals.
 Participative Leadership: he always consults with subordinates, asks for suggestions, and allows participation
in decision-making.
 Achievement-oriented leadership: Pawan Munjal sets challenging goals and expects subordinates to perform at
high levels. 

LEADERSHIP STYLE
 o DEVELOPMENT-ORIENTED LEADERSHIP
The task of managers is to achieve the best possible performance with their employees and to reach goals. An equally
important task is to develop employees. If these go hand in hand, managers foster a development (even of their own) of
performance and impact and competencies and roles that take on a life of their own. This is how to develop people and
companies. To this end, manager courses are needed which are geared to the needs of employees in the different phases,
because employees make the difference.
PHASE 1: ORIENTATION
PHASE 2: DISCUSSION
PHASE 3: PERFORMANCE
PHASE 4: CORPORATE- ORIENTED ATTITUDE
PHASE 5: TRANSITION

FOLLOWED BY PAWAN MUNJAL

Pawan Munjal is a person who is focused on the development of his company and the employees working there
He knows to achieve his organization’s vision i.e. Be the future of mobility,”
He works for an organization with employees
o STRATEGIC LEADERSHIP
Strategic leadership refers to a manager’s potential to express a strategic vision for the organization, or a part of the
organization, and to motivate and persuade others to acquire that vision. Strategic leadership can also be defined as
utilizing strategy in the management of employees.
A few main traits:

 Loyalty- Powerful and effective leaders demonstrate their loyalty to their vision through their words and
actions.
 Keeping them updated- Efficient and effective leaders keep themselves updated about what is happening
within their organization. They have various formal and informal sources of information in the organization.
 Judicious use of power- Strategic leaders make very wise use of their power. They must play the power
game skillfully and try to develop consent for their ideas rather than forcing their ideas upon others. They
must push their ideas gradually.
  Have a wider perspective/outlook- Strategic leaders just don’t have skills in their narrow specialty but they
have a little knowledge about a lot of things.
 Motivation- Strategic leaders must have a zeal for work that goes beyond money and power and also they
should incline to achieve goals with energy and determination.
 Compassion- Strategic leaders must understand the views and feelings of their subordinates, and make
decisions after considering them.

Followed by pawan Munjal

 Pawan was the kind of leader who work with some strategies to achieve organizational goals.
 One of the strategies was product-centric
 He motivates his employees to get fulfillment meant of goals
 STRATEGIES
1. Start operations where volumes are low
2. VIDA export within a one year
3. Product-orientated
 QUALITIES
o Risk-taker
The future of work is full of opportunities. But people won’t be able to take advantage of those opportunities if
they don’t take risks.
As Pawan Munjal used to take decisions that were risky in nature and may cause heavy losses, but he believed
in his strengths and knowledge because of which he is successful
o Motivator
A motivational leader inspires their team with enthusiasm and passion. They make people feel valued by
investing time and learning about their priorities, strengths, and needs. A motivated leader recognizes the value
of hard work and encourages their employees' potential through meaningful challenges and goals.
Pawan Munjal is a good motivator and he knows to influence his employees.
o Decisiveness
Whether they work for themselves or manage enormous departments, in addition to routine decisions, all
managers have to make tough choices regularly. 
He believed in himself and took all the decisions with a plan, even though he used to take risks but he
calculates the loss at the time of taking the decision.

HIS BEHAVIOR
o ATTITUDE
  Integrity
Leaders who demonstrate integrity garner trust among their colleagues. They aren't afraid of the truth,
and they stand up for what they believe in. This, in turn, leads to loyal customers, increased profits, and a
better world for all.
 Trust
In a leadership context, trust means that employees expect their leaders to treat them well, and, as a
consequence, are comfortable being open with their leaders.
 Take risk
Leaders who are willing to take more risks than their colleagues will be more successful. These risks will
be considered without getting caught up in the indecision of over-analysis. These leaders aren’t afraid of
making mistakes. If they do, they learn from them and make sure they don’t repeat the
o PERSONALITY
 Passionate
Leaders who are passionate about their mission can communicate a clear vision to the people they
lead. That passion can lead to a charismatic approach that people respond well to
 Accountable
Humanistic leaders understand the value of accountability, and they hold themselves, not just their
teams, accountable for their successes. Leaders who excel at what they do understand the
importance of holding themselves accountable for their actions.  
 AWARD AND RECOGNITION
o Hero MotoCorp achieved the coveted title of the World’s No. 1 two-wheeler company in 2001 and has
successfully retained this position for 21 consecutive years. 
o surpassed the milestone of 100 million cumulative production and sales in January 2021. 
o  AIMA JRD Tata Corporate Leadership Award for the Year 2021-22 - 2022 
o Best CEO for 2021 in the auto sector by Institutional Investor - 2021
o Hall of Fame: Asia’s Most Powerful People in Golf for 2021/22 season - 2021
o Hockey India, Fédération Internationale de Hockey President’s Award - 2021
o CNB Visioner of the Year – 2021
o Business Leader of the Year at The Economic Times Awards for Corporate Excellence – 2021
o Inducted into the Asia-Pacific Golf Hall of Fame (First Indian) – in 2019
o Special Achievement Award for Outstanding Contribution to Golf in Asia by the Asian Tour – 2019
o Honorary Doctorate by National Institute of Technology (NIT), Kurukshetra - 2018
o Lakshya Business Visionary Award by National Institute of Industrial Engineering (NITIE) – 2018
o Lifetime Contribution Award by Indian Golf Industry Association (IGIA) - 2015
o Leader in Auto (Two-wheelers) by NDTV Profit Business Leadership Awards - 2013
 o NDTV Business Innovator of the Year award - 2012
o Man of the Year in the Indian Automotive Industry by NDTV Profit Car & Bike Awards - 2010
o Man of the Year by CNBC TV18 Overdrive Awards - 2009

CHALLENGES
Munjal has a bumpy ride ahead. The operating margin of Hero MotoCorp was 13.5% in the June quarter versus 14.8%
in the year-earlier period while expenses rose to ₹ 6,381.16 crores from ₹ 5,518.68 crores. Though Honda has not cut
into Hero’s bread-and-butter 100cc segment, Munjal must have a strong pipeline of products. He is looking at
acquisitions to complement Hero MotoCorp’s growth and may establish new manufacturing and assembly units.
Munjal has big shoes to fill, considering the clout of Brijmohan Lall in the industry.
 PROBLEMS AND SOLUTIONS
o He knows that hero does not have a global product in its portfolio - to correct this situation, Munjal and
hero have made heavy investments in the center of innovation and technology (CIT).
o Need of ELECTRIC VEHICLES, HYBRIDS ON PREMIUM PRODUCTS- the hero has invested in
Bengaluru-based electric scooter start-up Athar energy and Gurgaon-based Rapido, a ride-sharing bike taxi
start-up.