Leadership definition:
A leader. . .is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind. -Nelson Mandela
In short,
Great leaders don't tell you what to do they show you how it's done..!!!Examples which I have included to understand leadership are the famous case studies of two companies those are as under...👇
You may also see case studies of different companies also such as
lastly the most featured case study of my blog ....
The concept of What is leadership can be better understood with the help of two case studies of MNC'S which have been given below...
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Case study -1
Niranjan Ajwani, CEO ofAjwani Group of Companies
For me a great leader is an enabler and a facilitator.
“My style of leadership is humane,” says Niranjan Ajwani of Ajwani Group.
“I try to keep my leadership technique true to nature. If anything is not in harmony with nature and natural processes, it is not sustainable. I use this principle in making decisions in order to sustain happiness for myself and my teammates using our own natural strengths and rhythms to get the best out of our lives and also to sustain it.
“Leadership involves a lifelong commitment to self-mastery, to holistic living, and to a life of balance. A leader should not only harmonize his different needs, but also be an enabling and empowering factor in harmonizing the different needs of his teammates so that they enjoy work, play, love, relationships, and spiritual growth so very essential for a sustained joy.
“A great leader is an enabler and a facilitator. In actual practice we build teams with a shared vision and provide them with space, opportunity, and an environment for creativity and growth. We select members for their attitude and train them for their skills. Together we learn, we grow as a team, we create and contribute towards the progress of the enterprise—a cycle which brings workplace and personal satisfaction to each member.
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“Leadership well exercised usually produces prestige, promotions, growth, customer satisfaction, business partner and associate satisfaction, stakeholder satisfaction, and winwin situations and smiles for all members of the enterprise.
“To achieve all this, a leader needs to have an integrative holistic global-vision for his enterprise and has to actively promote holistic thinking and humanistic behavior within the enterprise. A good leader inspires his people with a vision of further possibilities. He works to create value for society—transcending conflict with cooperation, and transforming problems into solutions, challenges into opportunities.
“Focus is his ability to have a clear vision or goal and then moving forward to reach that goal, conscious of how the present action or activity or movement relates to it.
“We lay a lot of stress on continual education. Education within the enterprise is a lifelong process. It helps in a progressive understanding of relationships between disciplines and issues. A change in one family member of the system precipitates a change in the whole system.
“In the new millennium we have reorganized our businesses with a strong sense of purpose. The purpose of our business is to produce, offer, or deal in products and services which are useful to society and which promote the concept and practice of joyous and sustainable living, respecting nature and preserving environment. The partners we seek for our business are those who share our sense of purpose. The profits we generate out of our business are for our stockholders, who have invested in our business philosophy, products, projects, practices, and potential.
“When users of our products and services, and our partners in business and our personnel, all share our philosophy and purpose and are satisfied with our performance, business becomes a pleasure, and profits a matter of pride for us.
Case study-2
David A. Brandon, Chairman and CEO of Domino’s Pizza
Listen to the people who are closest to the customers and the marketplace. They will give you your best advice and input.
“There are no leadership secrets that I am aware of!” says David Brandon, CEO of Domino’s Pizza.
“My experience tells me that it is important to be a coach and a teacher. Lead by example. Articulate a vision. Find out how people want to be treated and treat them that way. Build a great team. Surround yourself with people smarter than you are.
“Study effective leaders. Read what they write. Listen to them speak. Observe what effective leaders do right and emulate them. Observe what lousy leaders do wrong and avoid their mistakes.
“Don’t be afraid to admit that you don’t always have all the answers. Just because you are made the leader of an organization doesn’t mean you suddenly possess all knowledge and experience on every facet of the enterprise. Listen to the people who are closest to the customers and the marketplace. They will give you your best advice and input.
“Don’t be afraid to ask for help. You will need a lot of it if you plan to be a successful leader.
“If you want to know whether someone is a good leader, ask the people who work for them. They will tell you what is real.” Domino’s vision statement reads, “Exceptional people on a mission to be the best pizza delivery company in the world.” As part of this vision, David has a list of goals he wants to achieve. Opening the 10,000th Domino’s store worldwide Being named one of the 100 best companies to work for in America Becoming a Fortune 500 company that regularly exceeds the expectations of its investors Continuing to grow market share in the pizza delivery category worldwide Becoming known as the employer of choice among all quick-service restaurant companies Attaining low employee turnover and high levels of operation performance Having fun “Domino’s Pizza had a culture that had evolved over a number of years. It measured success as doing just a little bit better each year than the previous year.
“Clearly, that kind of culture becomes dangerous over time, because while you are measuring success according to your own internal benchmarks and feeling pretty good about yourself, your competition can be kicking your butt.
“That was the case with Domino’s when I arrived four years ago. We felt good about our record of steady same-store sales growth. But while we were growing a little, some of our competitors were growing a lot!
“We had lost market share for seven straight years in the pizza delivery-category, and we had allowed certain competitors to become formidable while we were obsessed with our internal focus. “I introduced Domino’s to what I call the Wall Street mentality,” says Brandon.
“It meant we were going to benchmark ourselves against the very best in our category—and we couldn’t declare victory until we beat them.
“We set our business objectives around growing market share and improving our operations as perceived by customers and independent research, not as perceived by us!
“I changed the leadership team by recruiting people who brought experiences and knowledge from other companies in the industry. We cut costs and redeployed capital to those areas of the business where we could create competitive advantages and gain customer support.”
Finally lets come up on the book name
"Leadership Secrets of the World's Most Successful CEOs"
by Eric Yaverbaum
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