ASSIGNMENT

On
LEADERSHIP STYLE AND ASSESSING THEIR
IMPACT

SUBMITTED BY:-
• GAGAN SINGH
• JITEN AGARAWAL
• MAMTA BHOJWANI
• PIYUSH CHUNARKAR
• SHOaIB
• MOHIT MALVIYA
• POOJA GUPTA

UNDER THE SUPERVISION

OF :-
MR.YOGESH JADHAV

DATE OF SUBMITION: - 22/12/2009

 CONTENT

Sl. No. Topic Page no.

1 INTRODUCTION OF GENENTECH COMPANY 3

2 PROFILE OF GENETECH COMPANY’S CEO 4

(Mr. AURTHUR LEVINSON).

3 LEADERSHIP STYLE OF Mr. LEVINSON 5-12

4 INTRODUCTION OF FOREST LABORATORY 12-13

5 PROFILE OF FOREST LAB’S CEO 13-14

(Mr. HOWARD SOLOMAN)

6 LEADERSHIP STYLE OF MR. SOLOMON 14-16

7 CONCLUSION 17
Rather than focusing on personalities that have commonly featured in the
mainstream press, our intention was to identify thought leaders and technology
pioneers known within the industry to have made significant contributions to the
science and business of biotech.

Genentech Company.

Introduction to the company:

Genentech is one of the world's leading biotech companies, with multiple products
on the market for serious or life-threatening medical conditions and over 30
projects in the pipeline. The company is the leading provider of anti-tumor
therapeutics in the United States.
Genentech has been named by Fortune as one of the "100 Best Companies To
Work For" for the 10th consecutive year. The company has headquarters in South
San Francisco, CA as well as manufacturing facilities in Vacaville and Oceanside,
CA and Porriño, Spain.
In 2007, the company reported record revenues of $11.7 billion, a 26% increase,
and net income of $2.7 billion.
The CEO of the company is AURTHUR LEVINSON –GENENTECH’S
MEDICINE MAN.
PROFILE OF MR. LEVINSON:

Nationality: American.
Born: March 31, 1950, in Seattle, Washington.
Education: University of Washington, BS, 1972; Princeton University, PhD, 1977.
Family: Son of Sol and Malvinas Levinson; married Rita May Liff, December 17,
1978; children: two.
Career: Genentech, 1980–1987, senior research scientist; 1987–1989, director of
Cell Genetics Department; 1989–1990, vice president of research technology;
1990–1993, vice president of research; 1993–1995, senior vice president; 1995–,
president and CEO.
Awards: Corporate Leadership Award in Science, Irvington Institute, 1999;
Corporate Leadership Award, National Breast Cancer Coalition, 1999; named one
of the Best Managers of 2003, Business Week.

Arthur Levinson, a molecular biologist turned CEO, joined Genentech, a research-

oriented biotechnology company, just before the company went public in 1980. He
rapidly rose through the ranks to become president and CEO by 1995. His
commitment to basic research and his motivation to create a company that was
also able to turn a profit made Genentech a model company for the biotechnology
industry and a recognized leader in selected pharmaceutical markets. Levinson
relied on his scientific instincts as he manipulated Genentech, a relatively small
company, to a leadership position among the highly competitive pharmaceutical
giants.

The leadership instincts possessed by levinson:

He used to follow a Transformational leadership style. He was a person with
great enthusiasm and energy which he wanted to inject in his organization. He had
a vision and a passion to achieve those targets.
He started with developing a vision, a view of the future that will excite and
convert potential followers. He wanted to shed the company’s status of a scrappy
start up to become a consistently profitable powerhouse. if levinson pulls off this
transition , it will be the strongest signal yet that the industry that Genentech
helped create more than 25 years ago is finally delivering on its promise-to
generate a steady stream of drugs to conquer one’s untreatable illness.
His next step was to sell the vision by creating followers, which happened by
creating trust as well as personal integrity. In fact it was his deep experience in the
lab and his infectious enthusiasm which became an asset for the company. the
people had already a trust on him and which could be seen as when he made an
emotional plea to the employees after becoming the CEO to make his company a
corporate leader.
His next step was finding the way forward. He already knew the way and simply
wants others to follow them. He wanted to bombard the industry by his products
by a stream of drugs to conquer one’s untreatable diseases. The route was although
not plotted in details, but with a clear vision, direction was always known. he
knew that there will be failures ahead (like the one of AVASTIN drug and
RAPTIVA DRUG )and blind canyons along the way but he had the confidence in
himself and his employees and knew that he can make it.
He used to always lead the charge by remaining upfront and central during the
action. He showed his attitude and actions how everyone else should behave. It is
levinson’s unswerving commitment as much as anything else that keeps people
going, particularly through the darker times when some may question whether the
vision can ever be achieved. If the people do not believe that they can succeed,
then their efforts will flag. The Transformational Leader seeks to infect and
reinfect their followers with a high level of commitment to the vision.

Overall, he balanced their attention between action that creates progress and
the mental state of their followers. Perhaps more than other approaches, they are
people-oriented and believe that success comes first and last through deep and
sustained commitment.
• A MAN OF VISION:
THE VERY ESSENCE OF LEADERSHIP IS THAT YOU HAVE TO HAVE
VISION.YOU CAN’T BLOW AN UNCERTAIN TRUMPET.
Genentech CEO Arthur levinson led his company from a biotech baby to an
industry leader – all the while dealing with serious challenges from competitors.
He had a clear vision in his mind and a vivid picture of where to go, as well as a
firm grasp on what success looks like and how to achieve it.
He had the discipline to work towards his vision single mindedly, as well as direct
his or her actions and those of the team towards the goal. Action is the mark of a
good leader. He used to always do something in pursuit of the vision inspiring
others to do the same.
He created a vision to see his company as an industry leader in the pharmaceutical
industry, articulated the vision , passionately owned the vision and relentlessly
derived it to completion.
When levinson was thrust into as a CEO in 1995, the former chief, G.kirk Raab,
had resigned under a cloud when the company revealed that he had asked Roche
(CEO of Roche group) for a personal loan guarantee. Genentech was also smarting
from federal criminal charges that it had promoted its human growth hormone for
uses that had not yet been approved by FDA.( Genentech later pleaded guilty and
paid a $50 million fine.) levinson called an all employee meeting and made an
emotional plea that everyone should ensure Genentech would never face such
accusations again.”I completely love this place.” levinson says. “it was very tough
for me to see us beating up”.
He began establishing boundaries and controls. all sales, materials for example ,
would have to be reviewed by Genentech’s legal and regulatory departments.
• A POWER PLAYER:
Genentech’s CEO stood by his guns when his company’s leading product
stumbled. Then he led his California Company from a scrapping start to a leader in
the pharmaceutical industry.
It was he who restored the reputation of the company that has been charged with
alleged improper ties. He developed the trust not only within the customers but
also within the employees. He made sure that everything is at its place and is
going on well.
He managed the company’s notoriously long and treacherous product-
development pipeline. he delivered on his promises by managing the product
development pipeline.
He lead the company through the difficult transition from small start up to a major
corporation. He knew that there is a lot of competition in this industry and he will
face stiff competition from his rivals and established players of the industry who
have already made there place in the mind of the customers but at the same time
he was confident that he can make it.
He motivated the employees even in the face of seemingly unbeatable
competition. He always kept on motivating his employees for good work and
maintained a healthy environment within the company. He gave firsts priority to
safety of workers and made sure that they are not exploited by superiors.
• DELIVERING ON PROMISES:
On March 14, 2003, hundreds of angry Wall Street analysts converged on the
pierre Hotel in New York city and demanded answers from Genentech inc. CEO
Arthur levinson. The biotech company’s experimental drug AVASTIN had failed
a key trial in the treatment of breast cancer in September 2002, causing
Genentech’s stock to nosedive a whopping 14 percent, to $27.50. in a single day.
Why, analysts wondered would levinson dream of spending a penny more to
develop a product that was clearly a dog. “They said I was stupid” levinson says.
The CEO isn’t one to gloat. But as levinson prepares to file for food and drug
administration approval for what could be the most important drug in Genentech’s
history, he can’t resist. Late stage trial data that was released in may showed that
AVASTIN significantly extended the lives of patients with colon cancer. Analysts
are now hailing the drug as potential billion - dollar – a year blockbuster. the
agency was slated to receive Genentech’s filing on Avastin by the end of
September 2003.
Avastin is just the latest in a series of coups for the world’s oldest biotechnology
outfit, which was founded in 1976 in South San Francisco. In June , the FDA
approved Genentech’s XOLAIR , the first biotech drug to treat asthma. On
September 9, an FDA advisory committee unanimously recommended approval of
the company’s PSORIASIS drug, RAPTIVA which could hit the market and could
be worth more than $400 million a year.
Under Levinson's leadership, Genentech began examining research projects in
detail to rate them based on scientific feasibility, medical need, market potential,
market protection (that is, how many competing drugs were in the market), and
manufacturing economy. His approach to directing the company did not shackle
research or reduce its value to the company; rather, it targeted R&D based on
criteria that gauged the potential for success. Levinson gave priority to developing
new treatments in three areas: immunology, cancer, and vascular biology (blood
vessels and their role in disease). Genentech distinguished itself from the
competition by its science and its focused management.
• CALCULATED RISKS TAKER:
Levinson was able to lead Genentech through challenges in drug development that
most CEOs with less of a science background would not have attempted. When a
potential breast cancer drug, Avastin, did not meet expectations, Levinson looked
at the test results and saw that the drug was successful in treating colon cancer.
One disappointment would normally have shelved the drug, but his scientific
training prompted Levinson to invest more research dollars on the drug as a
potential treatment for colon cancer. His controversial gamble proved to be sound.
Although the drug had not yet received Food and Drug Administration approval
by early 2004, many observers expected it to gain approval and become another
blockbuster for the company. Under Levinson's leadership, Genentech competed
with the international pharmaceutical giants in selected markets and showed that
good science can be profitable. Genentech revenues climbed by almost 30 percent
in nine months in 2003, to $2.4 billion.
• BALANCING THE ROLES (AS A CEO AND AS A SCIENTIST):
A manager with an area of expertise , especially one that truly inspires him or her ,
will be better equipped not only to make decisions, but also to motivate others to
follow. To succeed levinson has to perform a perilous balancing act.
Although Levinson thinks of himself as a scientist first and foremost, his rare
ability to make a success of scientist-as-chief-executive, and balance the roles
appropriately, makes the Genentech story compelling. Levinson hopes that
balance serves as a roadmap for biotech success well into the future. "Our goal at
Genentech is to discover and develop drugs that dramatically improve the
treatment options for patients with life-threatening and serious diseases," says
Levinson, adding, "We are not looking for an incremental change in existing
therapies. We aim to develop genuine breakthroughs."

Levinson's accomplishments as a scientist often obscure the fact that he's a

charismatic CEO that sits astride a $92-billion biotech powerhouse—a phrase once
considered oxymoronic—who started as a research scientist for the company back
in 1980.
His background in science has given Levinson an often unique insight into biotech
research. Hence, his bet on the theory of angiogenesis in controlling tumors, and
his commitment to building a company that produces long-term results, make
Genentech is different from competitors. Those companies often have small
product pipelines and hope that success with one product will produce a buy-out
by a large pharmaceutical company. Thus, since its creation in 1976, Genentech
has stood out among scores of rival companies that have been shuttered on account
of failed research, poor financing and flawed business models.

“We believe that strong basic research is the key for identifying breakthrough drug
candidates for development in the clinic," Levinson points out.

As fruit of this vision, Genentech now markets several products with revenues of
over $6.5 billion that treat a variety of medical conditions, such as heart attack,
allergic asthma, psoriasis, stroke, growth hormone deficiency and cystic fibrosis.
These products represent a pipeline that was created, in part, under Levinson when
he took over as research chief for the South San Francisco-based company in
1990.

Levinson has since made quite a mark on the company.

Consider this: When he joined in 1980, fresh from a postdoctoral fellowship with
the University of California's microbiology department, Genentech offered $35
million in stock to the public and had 166 employees. Today, the company has
net annual income of $1.4 billion and 9,500 employees.

A PASSION FOR THE BUSINESS:

Levinson has been a science geek for as long as he can remember. Born and raised
in Seattle, he spent weeks at a stretch poring over books on physics and astronomy
sent by his uncle, a librarian. As a junior at the University of Washington, he was
leaning towards a career in medicine or astronomy when he became obsessed with
the idea of trying to answer biology’s toughest questions. That led to a PhD in
biochemistry from Princeton in 1977. At the University of California at san
Francisco (UCSF) he worked in the lab .there levinson published a ground
breaking paper that demonstrated part of the biochemical chain reaction that
causes cancer.
From the time of joining the company by levinson he thrived in Genentech’s work
–hard-play-hard culture, where scientists in cut-off jeans and torn shirts worked
hundred –hour weeks, then blew off stream by playing pranks on one another and
carousing at the company’s raucous Friday afternoon parties.
As one anonymous commenter wrote in support of Levinson: “His passion, his
leadership and his clarity on why we are here and what we do are great reasons Art
is the best for the patients and for the employees of Genentech.” An
unintentionally prescient commenter wrote, “Arthur is the North Carolina of
Biotech.”
Levinson lets his passion for Genentech shine through, even in the worst of times.
Emotional, personal pleas like the one he made in 1995can be extremely
motivating-if they are genuine.
While colleagues and investors give levinson high marks today, Genentech has not
been free of missteps on his watch. The company made a serious error with
Raptiva. As the drug entered late –stage trials, Genentech decided to ramp up
production by taking over the manufacturing task for Xoma ltd. which had been
making it until that time. But the new version of the drug had a slightly different
molecular structure from the original. In April 2002, Genentech announced that it
would have to delay its FDA filing for six months so that it could collect data
proving that the new version was comparable to the original.

Now Genentech is facing an all out fight in the psoriasis market. Cambridge based
biogen inc. beat Genentech to the punch with a new drug that it had launched in
January. Amgen, Johnson & Johnson, and Abbott Laboratories are expected to
jump into the market too. Genentech plans to bombard dermatologists with pitches
highlighting Raptiva’s advantages : it kicks in faster than other drugs, and patients
can easily inject in themselves.
• NEVER SAY DIE SPIRIT:
During the development phase of avastin there were many disappointments that
would have prompted most pharmaceutical CEOs to abandon the drug. But
levinson is not an average CEO. When Wall Street soured on avastin after the
breast cancer trials late last year, levinson stood his ground, certain that good
science would bring results. Behaving like a scientist, he continually reminded
analysts that all cancers are different, and he steered them to promising data from
an early colon cancer trial. He taught the same thing to his employees also by
setting an excellent example of himself that there are no nine to five jobs in a team
but opportunities to achieve something great.
Although levinson hung up his lab coat years ago, he’s still more personally
involved in the science of Genentech than most top pharmaceutical executives.
When scientists report on their research at weekly review meetings, levinson often
shows up unannounced and peppers them with detailed questions.
Even when levinson relaxes at home, he crackles with goal focused energy.
Cooking he explains is lot like science: you mix and match ingredients until you
come up with that perfect connection.
Throughout levinson’s life he has combined creative thinking with disciplined
execution –even in his personal pastime, cooking. Not everyone has the good
fortune to embody both skill sets, so savvy executives identify their shortcomings
and then find individuals with complementary skills with whom they can learn and
collaborate.
To date, Levinson and his company have received quite a bit of positive attention.
Disparate publications, such as Fortune, Science Magazine and The Scientist,
recently named Genentech the top company to work for in the United States. The
company has also received recent awards from Working Mother for making it into
its top 100 companies. Wired voted the company number 7 for innovation,
technology and strategic vision.
These days when levinson needs a break from the ever mounting pressures,
levinson connects his digital camera to his backyard telescope and takes
photograph of forward stars.”Some people look at the sky because they like to
marvel at how small we are, “he says.”I’d rather marvel at how much we’ve
learned and the possibilities that are still out there .Now, its time for this
scientist turned CEO to prove that he can keep Genentech’s star from falling.
 FOREST LABORATORIES

INTRODUCTION ON FOREST LABORATORY

Forest Laboratories (NYSE: FRX) is a pharmaceutical company headquartered
in New York City, USA. Its revenues for the year ended 31 March 2007 were
US$3.4 billion. The company's research & development spending has grown
rapidly in recent years, and as of 2007, approached almost a billion US dollars a
year, which put it on the list of the top 100 global corporations in R&D spending.
Forest Laboratories is also known for licensing European pharmaceuticals for sale
in the United States. Forest Laboratories is listed on the New York Stock
Exchange under FRX.
It should not be confused with the Forest Products Laboratory.
Forest Laboratories, Inc. develops, manufactures, and sells both brand-name and
generic prescription and nonprescription drugs in the United States and Europe.
The main therapeutic areas that the company concentrates on include depression,
Alzheimer's disease/neuropathic pain, hypertension, asthma, and gastrointestinal
disease. Its introduction in 1998, the antidepressant drug Celexa has been Forest's
blockbuster, accounting for nearly 70 percent of company revenues by fiscal 2002.
Sales of Celexa helped make Forest one of the fastest growing companies in the
United States in the late 1990s and early 2000s. Late in 2002 the company stopped
promoting Celexa in favor of a second-generation version of the drug called
Lexapro. Other key products include Tiazac, used to treat hypertension and
angina; Benicar, also a treatment for hypertension; Aerobid, an inhaler for treating
asthma; and Infasurf, used to treat respiratory distress in infants. Most of the
pharmaceutical products marketed by Forest Laboratories were developed by other
companies and then licensed by Forest.

PROFILE OF HOWARD SOLOMON

Howard Solomon has been Chief Executive Officer of Forest Pharmaceuticals,

Inc. since 1977. Mr. Solomon serves as Chairman of Forest Laboratories Inc.
and has been its Director since 1964. The 79 year old executive ranks 3 within
Drugs Howard Solomon, the CEO of a modest drug company in New York
City called Forest Laboratories Inc. Mr. Solomon has been with the company
for 31 years. The 80 year old executive ranks 5 within Drugs &
Biotechnology.he have done his graduation from Yale University.

MEANING OF LEADERSHIP STYLE

Leadership style is the manner and approach of providing direction, implementing
plan and motivating people

STRUCTURE OF LEADERSHIP STYLE

Leadership STYLE OF MR SOLOMON

• AUTOCRATIC:- It is that type of leadership style in which leader makes

decision without reference to any one else .and this same quality was in the
Mr. Solomon who have decide to make the drug of depression by keeping in
mind of those patient who are passing from this kind of stage. Without
referencing to any one in the company he make the antidepressant,
Celexa.celexa is the fastest-growing of its class of drugs, which includes
Prozac, Paxil, and Zoloft; its share of new prescriptions is 17.5%
• DEMOCRATIC:- Mr. Solomon is a person who believes that the best
decision is one that is made in a truly democratic fashion. And who also
encourage decision making from different perspective. He believes that
leaders get the opportunity to lead other because of a presumed ability to
make decision not to simply guide others in making

• PATERNATISTIC:- Mr. Solomon is a paternalistic leader who act as a

father figure of the organization. He makes the decision related to any new
launch of drugs but on the same side he also may consult to the other
member of the organization.he always believes in the need to support the
staff.

• POWER PLAYER:- He lead the company through the difficult transition

from small start up to a major corporation. He knew that there is a lot of
competition in this industry and he will face stiff competition from his rivals
and established players of the industry who have already made there place
in the mind of the customers but at the same time he was confident that he
can make it.

• MOTIVATOR He motivated the employees even in the face of seemingly

unbeatable competition. He always kept on motivating his employees for
good work and maintained a healthy environment within the company. He
gave firsts priority to safety of workers and made sure that they are not
exploited by superiors.
 “ It is the goal and expectation
of our employees to maintain
the highest standards of
business ethics and conduct. It
is the honesty and moral
integrity of our employees and
our activities and decisions
which enable all of us to hold
our heads high and speak with
pride about our efforts.”

-Howard solomon

Comparison of both leaders

Both leaders adopt different types of leadership styles and have been successful in
their career.
 Leadership style is the manner and approach of providing direction, implementing
plan and motivating people.
So by studying the leadership style of both the CEO of these
companies we can say that both of them have good leadership quality in them.
Both the leaders have their own styles of managing the organization and both are
good at their work.
(1) CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP:
Transformational leaders are leaders with a great enthusiasm and those who want
to transform the organization there is also a tacit promise to followers that they
also will be transformed in some way, perhaps to be more like this amazing leader.
In some respects, then, the followers are the product of the transformation often
equated with those who can adapt quickly to change. LEVINSON clearly showed
his flexibility and success in adapting to changing organizational cultures and
bringing about a change in the company by taking it from a scratch to an industry
bringing his people with him.

On one side where Mr. levinson stood as a transformational leader for the
company and took the company from a baby company to the industry leader with
his passion and enthusiasm, on the other side Mr. Solomon was a charismatic
leader he was a charm and grace for the employees .He used to take all his
decisions himself and had a high self belief in him and his employees. He was a
centre of attraction and a role model for his employees. This is perhaps due to
solomon’s amazing ability to sell himself, his showmanship.
(2)CONTINGENCY AND SITUATIONAL LEADERSHIP:
Levinson possesses good leader member relations and invites employees to give
feedback and contribute ideas. Genentech’s task structure was deligative as
levinson gave his employees the freedom and initiative to be creative. There no
fixed procedure how things to be done .His organization operates on a flat, non-
hierarchical structure , made out of clusters of companies that operate
independently and flexibility to run with out much interference . levinson has
cultivated a company culture which is controversial and enjoys a good rapport
with his subordinates while solomon enjoys a clear chain of command hierarchy in
which feedback is channeled. levinson is relationship oriented while solomon is an
authoritarian with a “in your face” management style. Levinson’s leadership is
skewed towards a relationship-oriented approach, adopting supportive and
participative behavior. He lets his subordinates know that he cares for them and at
times, he even get ideas from his subordinates to generate new business
opportunities.
Solomon made contribution of heroic of extraordinary leadership ability when he
observe certain behavior .
Before 8 year ago the position of this company was not good but when Mr
Solomon become the CEO of this company and when he made antidepressant,
Celexa, is the fastest-growing of its class of drugs, which includes Prozac, Paxil,
and Zoloft; its share of new prescriptions is 17.5%. Since its U.S. launch in
September, 1998, Celexa has come to account for almost 70% of Forest's overall
sales--about $1.6 billion in the fiscal year that ended on Mar. 31. That's more than
five times the level before Celexa was introduced. Profits have grown from about
$37 million in 1998 to $338 million last year. Forest's share price has quadrupled
in that time, from $20 to nearly $80. This year, the company ranks 18th on
the BusinessWeek 50 list of top-performing businesses in the Standard & Poor's
500. And Solomon turned out to be the third-highest-paid U.S. executive in 2001
inBusinessWeek's annual survey, largely because he cashed in stock options worth
some $147 million.

CONCLUSION

Effective leaders come in all shapes, sizes, and styles. What matters is not the
leaders specific personality, but whether that personality fits with the culture of the
organization. And, even more importantly, people relate more to their leader if
they have seen glimpses, however tiny, into his or her personality. Leadership is
factor that influence the behavior of employees. Managers, who perform the role
as a leader, should balance the business needs of the firm and the human
resources. They should reconcile the needs of the top management and the needs
of the followers. In the global scenario no leadership style can be absolutely
followed by the organization. Leadership styles within the nursing practice can be
evaluated by understanding the relationship between management and planning,
change operations and organization structure. Leadership that focuses on
building strong organizational values among employees creates agreement on
norms of conduct and patterns of shared relationships. Leaders in highly visible
positions in the organization play a key role in transmitting and diffusing values,
norms, and codes of ethics. A good leader is a one who understands his team and
takes everybody along with him. This can be clearly focused from the charismatic
personality of both our business leader MR.LEVINSON and HOWARD
SOLOMAN. Both the leaders have a influencing charm in them. True leadership
skills, motivation, task relatedness, ethics, sincerity, distinctiveness can be viewed
very easily.