Ratan Tata and his Leadership qualities

Topics: Tata Group, Leadership, Tata Nano Pages: 2 (601 words) Published: December 11, 2013

Today's modern India in a way is very much indebted to Jamsetji Tata, known as "The Father of Indian Industry.” While, he himself couldn’t completely fulfill the missions of starting Tata industries, he laid the foundation for success, only to be fulfilled by his great grandson, Ratan Tata who became the successor of Tata Group and gave a glorious expression to each of his dreams. Ratan Tata is the present Chairman of Tata Group, who consolidated and expanded the business from him and made Tata one of the most prestigious brands in Southeast Asia. His Vision led the Tata Group become one of India's largest business conglomerates and in recent years has made significance presence at international level by various Acquisitions. The qualities that people admire about him are his sincerity and total devotion. He is a workaholic. One of his democratic qualities is the discussion in a small group, when all those present could open up and freely express their views on all subjects. This quality more defines his Democratic leadership style. Usually, when a person gets promoted to a higher position in the hierarchy, his attitude towards the bottom level and his workplace gets changed. He was a deputy chairman before the Board of Directors appointed him as the chairman. The chairmanship of TISCO (then known as Tata Iron and Steel Company, now Tata Steel Ltd.) did not change him. He evoked support from his team and he still does. Ratan Tata is not the type of boss who is given to thumping the table. He softly mandates, and those to whom the message is addressed get the point very clearly. He thinks big and encourages others to do likewise. He does not discourage those who occasionally fail to deliver. When dealing with difference of opinions, he will convincingly present his point, but at the same time, he will also carefully listen to the point of view of others and then come to an agreement. “We are organized more like a telephony model system, which is not one of...
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