Sample Leadership Studies Essay Paper on Leadership of Anand Mahindra

Leadership of Anand Mahindra

Leadership is a key factor in driving an organization into success. Leadership is not just found in businesses alone, but it is the ability to coordinate and direct activities of an organized group towards the achievement of set goals. A business or group that lacks a clear vision or strategy, role modeling and good employee-employer relationship is doomed to failure. Leaders go to extraordinary lengths for causes they believe in, and their willingness to make transformation within a business is what ensures success is achieved. Successful leaders embark on their transformational journey, and their actions encourage employees to support any new types of behaviors they introduce (Paramanand, 2014). As everyone has a role in the achievement of business goals, leaders are unique drivers that stand on top of the pyramid to guide and direct operations (Rudani, 2013). They do this by acting as role models from which others follow. Anand Mahindra is a real example of a leader who have successfully made a transformation in the business world through role modeling and setting sound and clear visions. This paper is going to write a short story of Anand Mahindra and discuss his actions and how his leadership traits have managed to transform Mahindra group into one of the most successful company’s in India.

About Anand Mahindra

Anand Mahindra was born in May 1955, and he is the chairman and managing director of Mahindra Group. The Mahindra group has been categorized in the top ten industrial estates in India. The group was started by his grandfather as a steel trading company which is now found in different sectors of the economy ranging from agribusiness to aerospace (Prasad and Augustin, 2014). The Mahindra group is now among the leading companies in the nation and holds a capacity of more than 117 000 employees so far. Anand’s father is the late Harish Mahindra and Indira Mahindra.Anand graduated from Harvard University and later on completed his Masters in Business Administration in Harvard Business school. Anand started his profession in the Mahindra Ugine Steel company in 1981 as an executive finance assistance. He became the president of this group in 1989 and in his leadership, the company expanded into real estate development and hospitality. He further took a Managing Director responsibility in 1977 and then vice chair in 2003.Besides this, he was engaged as a co-promoter of Kotak Mahindra transforming it into a bank in 2003.Under his leadership, the company has successfully expanded its operation and set global objectives and standards for achieving success (Kedia, Mukherjee and Lahiri, 2006).

Analysis of Anand’s Leadership Style

Leadership is the ability to blend leadership traits to drive a business or any organization towards success. Anand possesses personal traits and commitment that enables him to foresee the future of a business. Anand is a type of a leader who is able to integrate his business to the dynamic world. Anand is quick to realize transformation within the economy and adequately align his business to take full advantage. During the time Anand was joining the Mahindra group, the company was still repetitive with its long history, but its products and technology was not modernized. At that time, the government was always the largest buyer. Product sophistication was not valued then, manufacturers thrived only if they offered the most competitive products. With the growing middle class, it opened opportunities for growth of private companies as the market was changing (Gajbhiye, 2016). As a young executive, Anand recognized the opportunities created by the unleashing free market forces that would transform the business forever. In the following two decades, he used all opportunities presented by the growing Indian economy and increased globalization and transformed the company into a global automobile manufacturer.

Anand Mahindra is driven by motivation. He is a focused and committed person that finds interests in changes that are essential to the company. Anand gradually worked his way up from senior executive to becoming the president and assistance managing director by the end of the decade. The experience made him better equipped to face any future challenges in the company. During this time, he led the group’s new ventures in hospitality management and property development that would join leaders in those sectors. He was attracted by the nascent market and especially the global auto majors that entered India (Saxena, 2013). Anand was motivated by these economic activities and realizing that Mahindra Group was not fully advanced technologically and financial resources still limited, he decided to partner with Ford Motors. This resulted into a joined venture with the Ford Motor but exited the venture in 2005 due to low performance. This did not disheart him, he went further to developing its product that would compete in the market. He also committed significant financial resources in developing Mahindra SUV for the Indian market that became an instant success.

Mahindra is a transformational leader. He has brought change in the organisation into a whole new culture and has been a role model to many entrepreneurs. An organisation that started as steel company has been transformed under his leadership to a company that is in various sectors of the economy from both automobile to farming. Moreso, the technology has been modernized and the culture modernized as well. Today he is a role model especially in auto mobile from SUV’s and utility achieving more than 100,000 units sales of its most popular utility vehicle (Jha and Sekhar, 2013). Mahindra has also build farm equipment businesses globally and opened assembly points in major destinations like US and China. Mahindra Group is now the world’s largest manufacturers selling more than 200,000 units of farm tractors. In the recent years, the group successfully launched and developed commercial vehicles in India (Sharmelly and Ray,2016). The Company has also cooperated with major international groups like the Navistar International of the U.S in expanding commercial vehicles businesses.

Mahindra is a creative and strategic leader. He believes an organization is as good as people it hires to cover leadership positions. In a video interview to Bizpunditz newspaper, Mahindra revealed that he has discovered a methodology which he has been using for hiring most able leaders because he says there is no magic formula for coming up with best leaders. Creativity is a basis for coming up with the unique invention which fosters the success of a company. Applying creativity and newness in the company is what has enabled Mahindra to create such a successful company that has become globally competitive. Mahindra group comprises of most able leaders who has been keenly selected in the effective methodology developed by Mahindra. Perfect leadership ensures major managerial functions like controlling and planning are adequately enforced, and the whole organization directed towards success (Subhashini and Santhosh 2016). Mahindra recognizes success and is able to create strategies that best drive success.

As a transformative leader, Anand employed the best leaders in the Mahindra group through identifying their drive, mission and collective identity to the organization. He believes that understanding the strengths and weaknesses of the followers as a leader can align the followers with responsibilities that maximize their performance. Mahindra is able and has put in practice the habit of putting himself in the shoes of his followers and instead of judging them on their weakness, he empathizes with them. Through this, he is able to integrate people’s opinions into the organizations, align their strengths in the organization and he is able to make use of opportunities instead of trying to change what might otherwise be impossible (Carter et al., 2013). Mahindra leads by example, looks into able leaders and wants leaders to follow the same example for the success of the organization.

Mahindra has a quality of being able to combine both right and wrong brain thinking. This is one of the qualities that have made him survive and prosper in a competitive business environment. He thinks visually, creatively and that makes him able to visualize different worlds. This has been helping him in understanding different perspectives and integrating them. This makes him a renaissance leader. Whenever his organization is experiencing undesirable outcome, he identifies what is causing such an outcome, connects the dots and changes the cause to change the outcome. When he joined with Ford Motor the time automobile business was entering India, he had made such decision to take advantage of Ford’s technology and also relieve the company of financial constraints. However, the outcome was not desirable, and upon identifying that the venture was not a good strategy, he withdrew and solved the financial issues, and the technological issue of his company and later was able to make the company its own producer of SUVs vehicles.

As a transformational leader, Mahindra reaches out to as many people as possible through social media and inspires motivation by challenging followers with high standards, communicating visions and future goals with optimism and providing the meaning of task at hand. In his Twitter, Mahindra posts about businesses activities and engages in pleasure as well, and this enables him to capture all interested people. He posts about his company and inspirational quotes. Followers find a strong sense of purpose in his posts and are motivated to act. Mahindra is optimistic about the future of his followers and believes in their abilities and drives their energy through engaging in the understanding of their vision (Moynihan, Pandey, and Wright, 2012). Mahindra leads as an example to executives to follow. Being one of the few CEOs that publically shows his true colors enables himself as well as his business to have a global appeal. His loyal followers who are exposed to his brand and business helps boost the global presence of the company (Banerjee, 2012). By engaging, encouraging and inspiring followers, it benefits follower’s aspirations and his business as well.

Mahindra’s beliefs go beyond business. He motivates people both in business and in other aspects of life that he thinks are important. He is a strong believer and an advocate of the power of education. About two decades ago, Anand started a program that provided free education to economically disadvantages girls in India. The K.C Mahindra Education Trust provides scholarships, and he is a trustee there. He is also on the Board of Governors in of the United World College. He advocates for the education of liberal arts to shape the leaders of tomorrow. He has personally been donating for educational purposes overseas whole heartedly. He has explored his educational purpose in many areas including academically supporting the Board of Naandi Foundation to over 1800 public schools. This has been a proof of the effort the Mahindra group puts in bringing social and economic development in the community. Mahindra group has been recognized as a company that believes and drives positive change. The group has integrated Corporate Social Responsibility as an integral part in their vision. Mahindra group believes that CSR gives them an opportunity and privilege to manage beyond the corporate image (Saeidi, 2015).

Self Analysis

As a leader though I do not have the platform to be as aggressive as Anand Mahindra, my qualities, and aspirations to some extend matches those of Mahindra. To start with, I am an entrepreneur, an optimistic person that will take any opportunities presented in the market to expand my business and explore any market niche. Though I am a small part-time retailer, such energy and aspiration has helped drive the performance of my business. Anand started out as an executive in Mahindra group, and through making use of available and new opportunities, the business has grown to be technologically advanced, extensively operated and a major contributor to the Indian economy. Opportunities prevail every time and only open minded and focused leaders quickly identify them and make use. Their businesses will not lag behind but move along with the dynamic worlds, and that is the only reason business survives, remain competitive and prosper. I believe every leader in small business and big businesses should take opportunities that consequently drive performance.

Another quality I possess similar to that of Anand Mahindra is the ability to combine right and wrong as a renaissance leader. I am the kind of a person who accepts mistakes and ready to change anything for better results. I believe no one is perfect and mistakes are inevitable. Businesses are risks and risk takers learn through experience that is the best teacher. Anand Mahindra is a leader that will always try to evaluate a situation and look at the real drivers of performance. This is clear when he withdrew from Ford Motor venture after realizing it was not a good idea at all. He did not act disappointed or blame himself but took it as a challenge to do better eventually becoming one of the successful traders in commercial vehicles (Dhir and Mital, 2013). Renaissance leaders become stronger, effective and influential in their roles. This quality enables one unlock potential leadership and shape way for further steps in his or her career. As a renaissance leader, I have the same commitment as that of Anand’s in the quality of my work as I work towards building a legacy in my community.

I can say I possess the transformational leadership trait like that of Anand.I once worked in voluntary projects and the people I was working with were transformational leaders that influenced me to be a transformational leader as well. Our project leaders were interactive and engaging, and they had a vision which they communicated effectively to us. They always sought feedback from us and to my surprise, based on my previous projects, they adopted my idea and although it did not necessarily change the vision, they had integrated it into their vision. I felt motivated and worked harder. This taught me the benefits of inspiring and motivating followers (Hayes and Watts, 2016). They empowered us to be the best and especially those of us that that were still schooling encouraged to further our education. The program enabled me to find meaning in leadership theories and practices in addressing current and future issues. I always belief I will be an effective leader if I integrate transformational leadership in bringing changes in my culture.

Another quality I possess is that of community social responsibility as I believe in giving back to the community. Mahindra recognizes that his business has grown through support and contributions from the community. Donating to help the community and setting up projects that support the underprivileged in the society through providing education is a firm value he upholds. He is not self-centred and believes in things that create better people. This is evident from one of his famous quotes that imply, what matters is not how big we become but what we do to become big. I believe leadership involves commitment beyond the routine tasks.CMR goes hand in hand with qualities of a leader which is being accountable and respectful. Also, taking Corporate social responsibility as a priority in any organization is the best way to build its reputation as the old saying goes, it takes years to build a good name and mere hours to destroy it (Aguinis and Glavas, 2012). Ethical practices help in building a genuine culture of risk aversion and also promotes an organization to be socially responsible (Dembek, Singh, and Bhakoo, 2015). I have given back to the community thorough my voluntary activities and always look forward to promoting my community to the best of my abilities.

Lastly, I think my ability to inspire people to keep on pushing for their dream makes me a transformational leader. Anand is known to inspire people through quotes and through his life experiences on social media.Personally, I am a believer in hard work and positive attitude. I am firm and do not allow anything to shake my confidence. I have been a role model to my friends as they love my energy and zeal and the fact that I don’t give up easily. I inspire them through quotes from successful people like Anand and Joes Osteen quotes, and I have managed to influence some of them. It is good to be a leader who moves up lifting others and wholly be transformative to a bigger spectrum.

Conclusion

In conclusion, this paper has analyzed the leadership style of Anand Mahindra and compared his traits through self-reflection. Leadership can be said to be in-built as personality traits are the key to leadership but also leaders can also Influence others to be like them. From Anand’s analysis, it is clear that he is a transformative leader who possesses qualities of accountability, creativity, and motivation. He is able to inspire and instill change and he is also a role model to many and therefore very influential. These qualities make him transformational leader, and it is what has contributed to the success of Mahindra group. Mahindra’s best solution to any business is hiring the right people. He has demonstrated deep sense of purpose in building an organization at the same time staying true to his values.

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