1

Name Roll No Mail Id Phone Number

Abinash Kumar PGP/17/190 abinashk17@iimk.ac.in 8589812073
Amit Chouhan PGP/17/254 amitc17@iimk.ac.in 8113944880
D A Subhashree PGP/17/263 subhashreed17@iimk.ac.in 9769809576
Nitish Kumar PGP/17/222 nitishk17@iimk.ac.in 8138076444
Tamaraiselvi A PGP/17/184 tamaraiselvia17@iimk.ac.in 9539997253
GROUP - 7
LEADERSHIP CHARACTERISTICS OF VINEET
NAYAR AND CARLOS GHOSN
IN COMPARISION WITH
LEADERSHIP CHARACTERISTICS OF NITISH AND
SUBHASHREE
Vineet
Nayar
Carlos
Ghosn
For Carlos Ghosn, the work had to be done at any cost, even if it meant putting pressure on employees.
However, he tied personnel rewards to performance and empowered the employees to decide how the
specified goals shall be achieved. He, therefore, made an attempt to align individual goals with
organization al goals.

Vineet Nayar, on the other hand, adopted a democratic style of leadership. He sought to make his
employees experience at work more exciting and meaningful by providing a platform for them to follow
their passion. He let the employees run the show and the ownership of change was in the hands of the
employees.



Source: G. Kriel, D. S. (2005). Focus on Management Principles. Juta and Company Ltd. pp 34-35

VINEET NAYAR PEOPLE ORIENTED Vs
CARLOS GHOSN TASK ORIENTED
2
Vineet
Nayar
Carlos
Ghosn



Source: G. Kriel, D. S. (2005). Focus on Management Principles. Juta and Company Ltd. pp 34-35

NITISH AND SUBHASHREE ARE CLOSER TO THE
TEAM MANAGER STYLE OF LEADERSHIP
Nitish
Subhashree
Nitish has a leadership style which is slightly less people-oriented than Mr. Vineet Nayar and slightly more task
oriented than Mr. Carlos Ghosn. He puts in all possible efforts to complete the task within time e.g. involving unrelated
people in the task, pressurizing team mates to complete the task. He also empowers team mates to take proactive action
to avoid a breakdown and in case some thing goes wrong, he takes responsibility. He appraises juniors for their
contribution in task completion. Juniors are also empowered to change their working hours as per their choice.

Subhashree is as people-oriented as Mr. Vineet Nayar since she also believes that if employees are content at their
workplace, it will automatically result in excellent work being done by them. However, she is more task oriented than
Mr. Carlos Ghosn because she, at times, insists on use of specific procedures to accomplish desired goals and limits
freedom of employees to that extent.
3

CARLOS GHOSN USED MANAGEMENT TOOLS
VINEET NAYAR USED LEADERSHIP TOOLS
Vineet Nayar
Carlos Ghosn
Source: http://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-organizational-culture/

Vineet Nayar had clarity in the vision to change the organization. He opened the platform to all the employees to
discuss on the problems and express their opinions. He strategically identified Point A (the current position of the
organization) and Point B (the target position) before planning. He followed a democratic style of decision making.

Carlos Ghosn introduced various incentives like stock options and tied rewards to performance. He carried on his
planning and execution by forming cross functional teams. He monitored the actual monthly performance of the
teams and feedback was given based on their performance in achieving the target. He followed a participative style
of decision making.


4


NITISH LARGELY USES MANAGEMENT TOOLS
SUBHASHREE USES LEADERSHIP TOOLS
Vineet Nayar
Carlos Ghosn
Nitish
Source: http://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-organizational-culture/

Subhashree
NITISH
ROLE MODELING: While working with team
mates, he shows the ideal procedure to work on the
system
MEASUREMENT SYSTEM: He follows time-based
monitoring of the performance of juniors and setting
ideals
TRAINING: He provides training as per
requirement, within the concerned department or
through the training department

SUBHASHREE
CONVERSATIONS: She believes that conversations
are the best media to convey to the employees the need
for the change in the organizational culture.
ROLE MODELING: She initiates the change at her
end to display the commitment of the management to
change the culture of the firm
PERSUASION: She persuades people by allaying
their fears and explaining why the proposed change is
important for attaining the vision of the organization

5
VINEET NAYAR - TRANSFORMATIONAL Vs
CARLOS GHOSN - TRANSACTIONAL
VINEET NAYAR CARLOS GHOSN
Leadership is Proactive: Took decision to
take on big companies when only a few HCL
employees felt the situation was dire
Leadership is Responsive: Came in only
when the company was already suffering from
serious crisis
Changed the organizational culture of HCL to
Employee First Customer Second
Transformed local teams into cross functional
teams
Performance indicators to measure ones
contribution to the organization and to imporve
(360 degree appriasal)
Employees achieved objectives through
rewards and punishments by the leaders (Stock
options, cash rewards)
6
NITISH VINEET NAYAR
Idealized influence: Set himself as an example to juniors
to follow.
Proactive: Put effort to identify upcoming problems, find
solution and implementation.
Culture: Jugad technology in their work completion
Individual attention: Directly communicate with the team
mate and listen all problems
NITISH CARLOS GHOSN
Experience of only sector
and country
Wide exposure of
different country
Working with the team
and team line
Forced the team to
complete in the time line
Empowered team mates to take decisions and come up
with recommendation
SUBHASHREE VINEET NAYAR
Proactive: Undertook initiative to change the approach
followed at work to enhance effectiveness
Idealized influence: Set herself as an example for her
junior team mates to follow
Motivation: Motivated teammates to put group interests
before self-interest
Individual attention: Directly communicated with every
teammate, offering help and support when required.
SUBHASHREE CARLOS GHOSN
Very little exposure to
cultures outside India
Wide exposure of
different country
Pushed the team to complete assignments as per the
specified schedule
Retained final decision-
making authority but
encouraged teammates
to provide feedback and
suggestions
Empowered team mates
to take decisions and
come up with
recommendation

7
NITISH AND SUBHASHREE MORE OF
TRANSFORMATIONAL LEADERSHIP
Sources of Power Reasons
Vineet Nayar Legitimate, Referent/Personal He forged strong relationships with the
employees and created an atmosphere of
trust and affiliation within the organization
Carlos Ghosn Legitimate, Reward, Referent He led by example, demanding of himself as
much as he demanded of his employees. He
also linked promotion and pay to
performance.
Nitish Legitimate, Expert, Personal Nitish had deep understanding of latest
technology used in the plant. So always used
to get call to attend critical electrical
breakdown within unit.
Appreciate juniors for their contribution in
the task.
Subhashree Legitimate, Referent/Personal She was trusted and respected by both her
colleagues as well as her clients for her
commitment as well as her fair and
straightforward handling of situations
8
VINEET NAYAR PERSONAL POWER Vs CARLOS
GHOSN REWARD POWER
9
REFERENCES
Focus on Management Principles - G. Kriel, D. Singh, A. de Beer, H. Louw, J. Mouton, D. Rossouw, J. Berning, D. du
Toit - Google Books. 2014. Focus on Management Principles - G. Kriel, D. Singh, A. de Beer, H. Louw, J. Mouton, D.
Rossouw, J. Berning, D. du Toit - Google Books.

Sport Club Management - Matthew Robinson - Google Books. 2014. Sport Club Management - Matthew Robinson -
Google Books.

2014. . [ONLINE] Available at:http://irmbrjournal.com/papers/1371451049.pdf

The Five Sources of a Leaders Power, and how (and how not) to use them | SimonStapleton.com. 2014. The Five
Sources of a Leaders Power, and how (and how not) to use them | SimonStapleton.com. [ONLINE] Available
at: http://www.simonstapleton.com/wordpress/2007/12/17/the-five-sources-of-a-leader%E2%80%99s-power-and-how-
and-how-not-to-use-them/

How Do You Change An Organizational Culture? - Forbes. 2014. How Do You Change An Organizational Culture? -
Forbes. [ONLINE] Available at:http://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-
organizational-culture/