1

A
REPORT ON
ON
Shared Team Leadership
Submitted to
SARADAR PATEL COLLEGE OF ADMINISTRATION AND MANAGEMENT
IN PARTIAL FULFILLMENT OF THE
REQUIREMENT OF THE AWARD FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
In
Gujarat Technological University
Under Guidance of
Jignesh Sir
Submitted by
KARAN M. DEVLIKAR [Roll No.-38]
AKSHAY SHELAR [Roll No.-05]
[Batch: 2015-17]
MBA SEMESTER I
SARADAR PATEL COLLEGE OF ADMINISTRATION AND MANAGEMENT
MBA PROGRAMME
Affiliated to Gujarat Technological University
Ahmadabad

TABLE OF CONTENT
No.

Particular

Page No.

Introduction

03

Shared Leadership

05

Some knowledge of leadership

07

Company profile

09

(Tata Consultancy Service)

5

History OF TCS

12

Service line of TCS

13

Shared team leadership in TCS

15

Board of Directors of TCS

18

(Leaders of TCS)
9

Conclusion

INTRODUCTION

21

Despite extensive theory and research on teams and leadership,

few scholars have
examined team leadership per se. To help fill this void, I examine
a construct that
intertwines leadership and teams: shared team leadership.
Shared team leadership occurs when multiple individuals (not just
the formal leader) exert downward, upward, and lateral influence
(not just downward influence) on other team members in an effort
to realize team goals.

Despite increased theory and research, scholars have devoted

relatively little attention to the relationships between teams and
leadership. Both the team and leadership literatures have
overlooked the topic of team leadership.

The goal of this dissertation is to examine the interplay between

teams and leadership. I take a multilevel view and examine
shared leadership in teams. Shared team leadership exists when
multiple team members exert downward, upward, and lateral
influence on their fellow teammates in an effort to realize team
goals. In contrast, vertical team leadership occurs when one

leader exerts downward influence on team members in an effort

to realize team goals.

In a team characterized by shared team leadership, all team

members can and do perform leadership functions.
For example, every team member may provide structure for the
team, reward other team members, and inspire other team
members. Essentially, shared team leadership is a dynamic,
interactive influence process among individuals in work groups in
which the objective is to lead one another to the achievement of
group goals.
A number of prominent leadership scholars have called for
research on shared
team leadership (e.g., Avolio, Sivasubramaniam, Murry, Jung, &
Garger, 2003; Day, Gronn, & Salas, 2004; House & Adi
tya, 1997; Yukl, 1998).

To better understand shared team leadership, I address several

key questions to
explore and examine the construct. More specifically, in this
dissertation, my goal is to answer five questions:

(1) What is the relationship between shared and vertical team

leadership?
(2) How is shared team leadership different than potentially
overlapping

constructs?

(3) What are the antecedents of shared team leadership?

(4) How does shared team leadership relate to team processes,
climate, and outcomes?
(5) How does shared team leadership relate to processes,
climate, and outcomes

over and above vertical team leadership

as well as the potential overlapping constructs?

Team Leadership
General team leadership definition A team is a collection of two
or more
individuals who are interdependent in their task, see themselves
as a social entity, share responsibility for an outcome, are part of
a larger organizational system, and perform tasks that impact
others

I define leadership as individuals purposeful efforts to influence

tasks, strategies, people, groups, and cultures towards the
achievement of objectives and goals.

Shared Leadership
Shared leadership is leadership that is broadly distributed, such that people within
a team and organization lead each other. It has frequently been compared to
horizontal leadership, distributed leadership, and collective leadership and is most
contrasted with more traditional "vertical" or "hierarchical" leadership which
resides predominantly with an individual instead of a group.

Yukl (1989): "Individual members of a team engaging in activities that

influence the team and other team members."

Pearce. and Sims (2001): "leadership that emanates from members of teams,
and not simply from the appointed leader."

Measuring shared leadership

There are two main ways in which most researchers measure the existence and
extent of shared leadership in a team: Ratings of the team's collective leadership
behavior and Social Network Analysis.

Ratings of team's collective leadership behavior

Many studies measure shared leadership as team member perceptions of leader
behavior exhibited by respective team leaders and team members. Often this is
done by distributing leader behavior questionnaires (surveys aimed at measuring
the existence and frequency of different leader behaviors) to all members of a
team. Team members are instructed to fill these out once for the appointed leader
and then again for all other team members. Although this allows leadership
quantity to be assessed, it does not pinpoint how many other team members are
engaging in leadership behaviors or how many members are looking to the same
people for leadership.

Some knowledge about shared team leadership

Unlike traditional notions of leadership that focus on the actions of an individual,
shared leadership refers to responsibilities shared by members of a group. Rather
than having a single designated leader, two or more members of a team with shared
leadership influence the others and help drive the team's performance toward its
goals.

While by definition a team's members share responsibility for group outcomes,

shared leadership means they also hold each other accountable for setting the
team's goals and maintaining its direction. Shared leadership can involve all team
members simultaneously or distribute leadership responsibilities sequentially over
the group's duration. Leadership roles may be assigned based on expertise and
experience.

Requirements of Shared Leadership in

Organization
Research reveals that for shared leadership to merge and succeed, two conditions
must be met:
1) Team members must be willing to extend their feedback to the team in
a way that aims to influence and motivate the direction of the group.
2) Team members as a group must be disposed to accept and rely on the
feedback of each other.
Three aspects of how a group interacts can facilitate shared leadership: shared
purpose, social support, and voice. Shared purpose means team members have a
similar understanding of the team's objective and collective goals. Social support
means that team members contribute to each other's emotional and psychological
well-being by offering encouragement and assistance. Voice refers to the degree to
which team members believe they have input into how the team carries out its
activities. Taken together, these group dynamics can foster a sense of trust and
willingness to collaborate in support of team leadership.

Shared leadership also benefits from coaching from a respected person outside of
the group. An external coach can provide guidance and advice to the team and also
help individuals develop their leadership skills. Through active encouragement and
positive reinforcement of team members who demonstrate leadership, coaching
can foster independence and a sense of individual self-efficacy.

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Company Profile

INTRODUCTION OF TCS
Tata Consultancy Services (TCS)
Tata Consultancy Services Ltd.

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(Founded in 1968, went public in August, 2004)

Vision: Top 10 by 2010
Mission: To help our customers achieve their business objectives by providing
innovative, best-in-class Consulting, IT solutions & services. We shall make it a joy
for all stakeholders to work with us.
Values: Integrity, Excellence, Respect for the individual, Continuous learning and
sharing, Leading change.

Tata Consultancy Services Limited (TCS) is an Indian multinational

information technology (IT) service, consulting and business solutions
company headquartered in Mumbai, Maharashtra. TCS operates in 46
countries. It is a subsidiary of the Tata Group and is listed on the Bombay Stock
Exchange and the National Stock Exchange of India. TCS is one of the largest
Indian companies by market capitalization ($80 billion) and is the largest Indiabased IT services company by 2013 revenues. TCS is now placed among the
Big 4 most valuable IT services brands worldwide. In 2015, TCS is ranked

64th overall in the Forbes World's Most Innovative Companies ranking,

making it both the highest-ranked IT services company and the first Indian
company. It is the world's 10th largest IT services provider, measured by the
revenues.

TCS helps some of the worlds largest companies adopt the right technologyenabled solution that helps them:

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o Optimize business performance

o Facilitate alignment of business with technology
o Connect their extended supply chains
o Reduce product development time
o Improve product differentiation
o Provide real-time business insight
o Lower operational costs

HISTORY OF TCS
On 25 August 2004, TCS became a publicly listed company.
In 2005, TCS became the first India-based IT services company to enter
the bioinformatics market
In 2006, TCS designed an ERP system for the Indian Railway Catering and
Tourism Corporation.

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In 2008, TCS's e-business activities were generating over US$500 million in

annual revenues.
In 2008, TCS undertook an internal restructuring exercise which aimed to
increase the company's agility
TCS entered the small and medium enterprises market for the first time in
2011, with cloud-based offerings. On the last trading day of 2011, TCS
overtook RIL to achieve the highest market capitalization of any India-based
company.
In the 2011/12 fiscal year, TCS achieved annual revenues of over US$10
billion for the first time.
In May 2013, TCS was awarded a six-year contract worth over 1100
crores to provide services to the Indian Department of Posts
In 2013, TCS moved from the 13th position to 10th position in the League
of top 10 global IT services companies
In July 2014, TCS became the first Indian company to cross the Rs 5 lakh
crore mark in market capitalization.
In Jan 2015, TCS ends RIL's 23-year run as most profitable firm.

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Service lines of TCS

TCS' services are currently organized into the following service lines (percentage
of total TCS revenues in the 2012-13 fiscal year generated by each respective
service line is shown in parentheses):

Application development and maintenance (43.80%) value;

Asset leverage solutions (2.70%);

Assurance services (7.70%);

Business process outsourcing (12.50%);

Consulting (2.00%);

Engineering and Industrial services (4.60%);

Enterprise solutions (15.20%); and

IT infrastructure services (11.50%).

Locations

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TCS has operations in the following locations:

India: Ahmedabad, Bangalore, Baroda, Bhubaneswar, Chennai, Coimbatore,
Patna, Delhi, Gandhinagar, Goa, Gurgaon, Guwahati, Hyderabad, Bhopal ,
Indore, Jamshedpur, Kochi,Kolkata, Lucknow, Mumbai, Nagpur, Noida,
Pune and Trivandrum.
Africa: South Africa, Morocco(closed down)
Asia (excluding India): Bahrain, China, Israel, UAE, Hong kong,
Indonesia, Japan, Malaysia, Philippines, Saudi Arabia, Singapore, South
Korea, Taiwan, Thailand, Qatar
Australia: Australia
Europe: Belgium, Denmark, Finland, France, Germany, Hungary, Iceland,
Republic of Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal,
Spain, Sweden, Switzerland and United Kingdom.
North America: Canada, Mexico and United States.
South america: Argentina, Brazil, Chile, Colombia, Ecuador, Peru and
Uruguay

Business Process Services

TCS BPS (Business Process Services) is the third-largest India-based
IT outsourcing company

(after capgemini). The

BPS

division

had

revenues of US$1.44 billion in the FY 2012-13 which was 12.5% of the

total revenue of TCS.

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Connection between company & Topic

Shared team leadership in TCS

Tata Consultancy Services (TCS) is a global leader in IT services, digital and

business solutions that partners with its clients to simplify, strengthen and
transform their businesses. We ensure the highest levels of certainty and
satisfaction through a deep-set commitment to our clients, comprehensive industry
expertise and a global network of innovation and delivery centers.

TCS has been recognized by Brand Finance as one of the Big 4 Global IT Services
Brands. Our continued industry-leading growth is a testament to the certainty our
clients experience every day.

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Mr. Cyrus Mistry (chairman of TCS) is leader of TCS and included in BOD as
well. Mr. Misty is an autocratic (authoritarian) type of leader. Mr. Mistry is very
strict about the leadership of company and his followers. To keep main emphasis
on the distinction of the authoritarian leader and their followers, these types of
leaders make sure to only create a distinct professional relationship.

Mainly in TCS authoritarian leadership has been followed because this

leadership technique is more effective than othrs.

Some times in TCS transactional leadership pattern may also be followed because
by this technique of leadership companys employees and workers are motivated
by their own team leaders. It is helpful for TCS to motivate the employees and
workers to do work better.
In TCS, company sometimes gives cognitive reward for good efforts of an any
employee regarding to the beneficial activity of company.

Mr. Rajesh Gopinathan is leading their group as democratic leader. He is having

an ability to share the decision making with group members by promoting interest
of the group members. Mr.Gopinathan encompasses discussion, debates & sharing
of ideas and encouragement of people to feel good about their involvement.

Here are some tips that every team leader must having all these qualities into them
for a successful business leader

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In every company all the top level persons have to be connected with the lower
level workers and always motivate them to do more and more. Certain times top
management suddenly takes such decisions by which a employee or worker of that
particular organization have to face problems, which impact on his/her work.

Tips to be a great leader and sharing of responsibilities and tasks into group: Be authentic, not a patronizing employer.
Demonstrate your listening skills with open-ended questions. Thank the
person and follow up whereever feasible.
Communicate what the company is doing and how its performing.
Show to employees that your companys wide objectives and how their work
contributes to your companys performance.
Give workers a purpose with challenges.
Make employees a CEO of their work. Empower them to contribute ideas
and allow them as much autonomy as feasible to make decisions.

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Board of Directors of TCS(LEADERS OF TCS)

Cyrus Mistry
Chairman
(Non-Independent Non-Executive)

Cyrus Mistry is a graduate in Civil Engineering from Imperial College,

UK and has an MSc in Management from London Business School.
Mistry has been associated with the Shapoorji Pallonji Group since
1994. Under his guidance, Shapoorji Pallonjis construction business
has grown from a turnover of US $20 million to approximately US $1.5
billion, with a presence in over 10 countries. He joined the Board of
Tata Sons Limited in 2006 and is presently the Executive Chairman.

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Aarthi Subramanian
Global Head of Delivery Excellence Group
(Executive Director)

Ms Aarthi is the Global Head of Delivery Excellence Group responsible for

governance of service delivery, compliance and risk management. She was
appointed as the Executive Director to the Board of TCS on March 12, 2015 for a
period of three years.
Other leaders of TCS are as follow:-

Aman Mehta, Independent, Non-Executive

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Venkatraman Thyagarajan, Independent, Non-Executive

Prof. Clayton M Christensen, Independent, Non-Executive
Dr. Ron Sommer, Independent, Non-Executive
Dr. Vijay Kelkar, Independent, Non-Executive
Ishaat Hussain, Non-Independent, Non-Executive
Phiroz A Vandrevala, Non-Independent, Non-Executive
O.P.Bhatt, Independent, Non-Executive

Leadership Team of TCS

Rajesh Gopinathan
(Chief Financial Officer and Vice President)

Rajesh Gopinathan started his professional career with Tata Consultancy Services
in 2001. He was appointed as Chief Financial Officer of the company in February
2013.

Ajoyendra Mukherjee

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He is EVP and Head of Global Human Resources at TCS

CONCLUSION
While preparing of this project report I learn the relationship between employee
and employer and BOD. How they share their work in each other in their respected
levels. Shared team leadership is a thing that must be applicable by all the privet
sectors as well as public sectors. It helps to the BOD, leaders and leadership teams
to take a such type of action and how get rid from such crucial condition regarding
the organization. Shared team leadership show us the power of team and how any
work done by the help of sharing the work between the group under their leaders.