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Leadership of Azim Hasham Premji

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Shashi Shekhar

on 13 June 2013

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Transcript of Leadership of Azim Hasham Premji

Leadership of Azim Hasham Premji

Akshat Saraf (IBWM052)
Anjana Padmaraj (IT071)
Shashi Shekhar (IT085)
Tony John (IT091)
Wai Fun Kee (CM007)

Case 1 : Azim Premji's Value Based Leadership
Q1: Hands On / Hands Off
Pertinently involved in the day-to-day activities and decisions of their team.
Tend to put more responsibility in the hands of their subordinates in regard to taking care of their daily operations.
Managers are broadly classified into being hands-on or hands-off or a combination of both -
Azim Premji as a hands-on manager
Very involved in the details of the day-to-day operation of the company

Spent a third of his time on making sales calls himself

Effectively scrutinized and carefully selected all his managers

Highly involved in the appraisal process

Took a major interest in developing teams and leaders
Azim Premji as a hands-off manager
Gave a free hand to employees

A patient listener

Emphasis on employee self-discipline
Azim Premji’s Hands On/Hands Off Style
Azim Premji's Leadership Style

Major ideals - Team work, perseverance, stress management and striving for excellence.  

Premji’s leadership style was very situational being a combination of -

TRANSFORMATIONAL LEADERSHIP : He had a vision to transcend WIPRO from an Indian manufacturing firm to a global IT company.

DEMOCRATIC LEADERSHIP : He would always let his managers and other decision-making subordinates play a vital role in the decision making process.

PEOPLE ORIENTED LEADERSHIP : He firmly believed in his employees expressing their opinions and ideas freely, and was always keenly focused on developing future leaders.
Comparison: Narayana Murthy
* Narayana Murthy’s leadership qualities encompassed the following :

- Sustaining energy levels to face adversity & challenges
- Passion, the will to persevere, emphasis on long-term interests, optimism and
aspirations and team dynamic skills for successful entrepreneurship
- Transparent corporate culture
- Lead by example
- Focus on work rather than on work-life balance

* Situational leadership style with a combination of being a visionary, participative
and task-oriented leader.

* Visionary – He had a strong vision for Infosys to make it one of the most successful
stalwarts in the IT industry today. He also led from the front to fulfill the same.

* Participative & Task-Oriented – He always involved his team in any
decision-making process. He liked it when individuals suggested ideas that were
creative and innovative.
Comparison: Dhirubhai Ambani

- Mobilizing the team towards a common vision
- In a single phrase, ‘ Come with me’
- Inspire an entrepreneurial spirit and an energetic zest for the mission.
- Works best when team require a new vision due to the change in
circumstances, and explicit guidance is not required.
- Emotional intelligence competencies: Self-confidence, empathy, change

- Growth has no limits and to achieve the growth, he kept revising the
- He made dreams to reality which others even feared to dream.
- Considered all employees at his own level.
- Willingness to bet on his team was his greatest virtue to win the
loyalty of his team.
- Task delegation. Humble leader with great virtue of humility.
Comparison : Ratan Tata

- For a democratic leader, consensus is reached through participation.
- In a single phrase, “What do you think”.
- Its most effective when the leader needs the team to take ownership of
the goal, decision or plan.

- Tata’s style of working is characterized as a low profile person with less media
appearance although he holds the most important corporate position.
- Decisions are taken after lot of internal discussions. Listens to others views and takes a
decision in a quiet but in firm way.
- Messages are softly mandated to the subordinates so that the messages is addressed
properly and clearly stated rather than by thumping the table.
Q2: What Separates Azim Premji
from Others?
* Nurturing tomorrow’s leaders 
* Philanthropist
* Is balanced between a hands-on approach as well as
a hands-off approach.
* His importance to corporate and
individual culture – specifically
- Strong value system
- Modesty and frugality
- Importance to personal credibility
Programs Launched by Azim Premji
WIPRO Academy for Software Excellence (WASE)
Azim Premji Foundation, an NGO
Computer Aided Learning
Learning Guarantee Program
Q3: What are Values?
* Values are qualities that define people, organizations and products / services at their most basic level. They establish a foundation onto which expectations and trust (or distrust), is built.

* Values are living (not static), traits or qualities that help define the organization and the people who work there.

* Organization leaders must take responsibility for the values the organization and their products / services and employees demonstrate.
Why the need for Values?
* Values assist in the development of the organization (and department), mission statement, vision statement and value statement. 

* Values can support the core competencies of the organization, the unique value proposition (UVP).

* Values serve as the starting ground for all marketing and advertising strategies and messages.

* Values required to perform work (customer service for example), can be looked for within the values of the people you consider hiring.
Categories of Values
Three categories from which an organization’s values base is created:

- Physical Values
- Organizational Values 
- Psychological Values
Organizations should reflect on which of these values they do – and perhaps wish to represent.
Physical Values
* Punctuality and Timeliness
* Quality of Products and Services 
* Reliability
* Responsiveness
* Safety 
Organizational Values
* Communications
* Cooperation (Teamwork)
* Coordination
* Standardization
Psychological Values
* Creativity
* Customer Delight
* Integrity / Accountability
* Innovation
* Loyalty
Full transcript