Leadership

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  • Topic: Reliance Industries, Dhirubhai Ambani, Mukesh Ambani
  • Pages : 9 (3772 words )
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  • Published : April 14, 2013
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Leadership
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. It is just like a skill or trick which changes the image of a common person. In other words Leadership is the process of social influence in which a large mass of people is got helped by a single person called leader. The leader may or may not have any formal authority. Also it is a process of influencing a group of people to achieve common goals, Bass, B.M. (1990) Culture

Culture is the quality in a person or society that arises from a concern for what is regarded as excellent in arts, letters, manners, scholarly pursuits, etc. Or it is a particular form or stage of civilization as that of a certain nation or period. In other words it is defined as a way of living life by a group of people. It is just like a rules or say basics pattern which a group of people made and have applied to fix problems of external and internal combination.(wikipedea,2009) Organisation Culture

Gareth Morgan said about the organisational culture that it is “The set of the set of beliefs, values and norms together with symbols like dramatized events and personalities that represents the unique character of an organisation and provides the context for action in it and by it. Also it is referred as a share value, principles, traditions and ways of doing thing that influence the way organisation members work. Bass, B.M.(1990) Leaders

Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile. Without leader it’s very hard to move forward some organisation and only that person is able to become an effective leader who has a effective leadership styles and values. Leader 1 – Mukesh Ambani

The Chairman and Managing Director of Reliance Industries Limited, India's largest private sector company, Mukesh Ambani was born on April 19, 1957 in Aden, Yemen. Personal, ethnic, organisational and societal values

Mukesh Ambani has desire and ability of the company to improve its performance by full utilization of its current resources i.e. as time, money, equipment, materials, space, people, etc. Leadership and Mukesh Ambani are synonymous references. His leadership style is based on the hard work. He is ethically very sound. He has done many things for the welfare of the people. He joined Reliance in 1981 and was instrumental in Reliance's backward integration from textiles into polyester fibres and petrochemicals. He was chosen as the ET Business leader in 2006. Mukesh Ambani was ranked 42nd among the World's Most Respected Business Leaders in a survey conducted by Price water house Coopers and published in Financial Times, London in 2004. He also received the Asia Society Leadership Award given by the Asia Society, Washington D.C., USA.  He is regular in meetings, reports, performance reviews etc. He has done many things for an organisation. Mukesh Ambani has led Reliance Industries Limited, his flagship, to overwhelming heights by leading his enterprise and its members to working inclusively and comprehensively. He has freedom for initiative of Employee to make suggestions, develop plans, make decisions and modify actions Leadership behaviour, styles, traits.

As his father is the great business leader so he has got all the skills and traits that his father had. Mukesh Ambani is undoubtedly a business leader to seek motivation from. Having spear-headed a company that is India’s largest and one of world’s finest, Mukesh Ambani transpires as the definitive modern day leader. His leadership style is bureaucratic. Due to his style and of use of his leadership skills, he has given a new way of networking in an telecommunicating field. Leadership Behaviours, attributes and organisational practices He has many values, attributes and many behaviours and organisational practices that are...
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