By Signe Spencer, Tharuma Rajah, S A Narayan, Seetharaman Mohan, Gaurav Lahiri
Spotting the pivotal function of management in development sustainable organizations, this ebook analyzes the main characteristics that move into the making of a profitable CEO within the Indian enterprise surroundings. according to a landmark learn which lined essentially the most winning enterprise leaders in India, The Indian CEO makes use of the framework built by way of David McClelland of Harvard college, to figure out key abilities useful for Indian company leaders to lead their businesses within the swiftly altering enterprise and social environments.
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Extra info for The Indian CEO: A Portrait of Excellence (Response Books)
C. McClelland (1998), ‘Identifying Competencies with Behavioral Event Interviews’, Psychological Science, Vol. 9(5), pp. 331–39. E. Boyatzis (2006), ‘Using tipping points of emotional intelligence and cognitive competencies to predict financial performance of leaders’, Psicothemia, Vol. 17, pp. 124–31. Lyle M. Spencer and Signe Spencer (1993), Competence at Work, John Wiley & Sons, New York. e. 1). , they can be thought of as variations on a single theme); relates directly to a different aspect of the fundamental role of an Indian CEO; and fits together and supports the other clusters in certain ways.
K. Prahalad and Ram Charan. In the field of media are Kiran Desai, the 2006 Man Booker Prize winner; and Mira Nair, the Academy Award nominee. While these Indians, being emigrants, had the extra onus of adapting to a different culture and ethos, they, at the same time, proved to be exceptionally good at execution. Our research was originally intended to address a different question: ‘Looking at the best Indian corporate leaders—those who have, in fact, been successful at execution in India—how did they do it?
2 The very success that is achieved by using these approaches also makes it difficult to broaden one’s repertoire. This is more so when both the culture and the educational system have placed a great deal of emphasis and value on those same strengths. While we give far more importance on individual achievements [as exemplified by admission criteria for the country’s finest academic institutions, the Indian Institutes of Technology Management (IITs/IIMs)], we give far less emphasis to contributing as part of a larger team—which, in order to be most effective, calls for an understanding of team members’ individual capabilities and behaviors.
The Indian CEO: A Portrait of Excellence (Response Books) by Signe Spencer, Tharuma Rajah, S A Narayan, Seetharaman Mohan, Gaurav Lahiri