Leadership at Infosys “In essence, leadership is about dreaming the impossible and helping followers achieve the same,” says Nandan Nilekani, chief executive of Infosys, one of India’s largest and most successful information technology companies.
Shared Leadership • Leadership is not restricted to people in formal management positions. • Anyone in the organization may -- and should -- be a leader in various ways and at various times. • Effective companies encourage employees to be leaders when needed (e.g. change champions)
• Perceiving, assimilating, understanding, and regulating emotions • Truthfulness • Translates words into deeds • Inner motivation to pursue goals • Need for achievement, quest to learn • High need for socialized power to accomplish team’s or firm’s goals more
Competency Perspective Limitations • Implies a universal approach • Alternative combinations of competencies might work just as well • Some traits are subjective • Several competencies indicate leadership potential, not actual leadership
What makes Bruce Draper (shown here) one of the best bosses in Great Britain? He provides plenty of supportive leadership, says employee Hannah Delany. “Bruce cares about his staff and never takes them for granted…He appears friendly, approachable and kind and makes sure everyone is content in their job.”
Other Contingency Leader Theories • Situational Leadership Model (Hersey/Blanchard) – Effective leaders vary style with follower “readiness” – Leader styles – telling, selling, participating, and delegating – Theory lacks research support
• Fiedler’s Contingency Model – Leadership style is stable --based on personality – Best style depends on situational control – Theory has problems, but uniquely suggests that people have a preferred leadership style based on personality
Leadership Substitutes • Contingencies that limit a leader’s influence or make a particular leadership style unnecessary. • Examples: –Training and experience replace task-oriented leadership –Cohesive team replaces supportive leadership –Self-leadership replaces achievement-oriented leadership
• Research evidence: substitutes help, but don’t completely substitute for real leadership
Transformational Leadership at P&G Procter & Gamble CEO A. G. Lafley practices transformational leadership without using charisma. By forming and communicating a clear vision and modeling that vision, he has transformed the consumer goods company in recent years.
Transformational v. Charismatic Leaders • Is charismatic leadership essential for transformational leadership? • Some experts say yes, but emerging view is that: – Charisma is distinct from transformational leadership – A personal trait that might help transform, or might just help the leader – Charismatic leadership might have opposite effect -- creates dependence, not empowerment