The company enjoyed leadership position where the bulk of the technical support came from Suzuki, Japan. His leadership style was supportive and hence having good relations with the employees resulting in high employee performance and satisfaction.
During 1990s, Mr. Jagdish Khattar, having directive leadership style and hence very clear in communicating what he is expected from his employees and gives specific guidance as to how to accomplish the tasks. He faced much competition from Hyundai and TATA Motors, but managed well to maintain market share. The company took measures like localization to cut costs and stay competitive. Employee lay off occurred during his tenure.
2007 onwards under Mr. S Nakanishi, organization continues to do well and the focus on cost cutting and process improvement remains. Employees started feeling that Suzuki is trying to gain better control by appointing a personal from SMC as MD.
In Maruti, there is no concept of distributive leadership at any level. In all formal occasions, only senior people in hierarchy take the role of a leader. Only in some non-formal occasions like organizing a team building event or cultural event, other people in the company gets a chance to show their leadership skills.
Leadership development is a part of the organizational culture here and managers are groomed to take future leadership roles by conducting various programs which includes mentoring, training and coaching. Maruti pays high attention to training both behavioral and technical. Soft-skills trainings conducted here include communication skills, leadership skills, team building skills, presentation skills. A special training program on leadership skills is conducted in Europe for senior executives.
As all people are different, leadership styles exhibited by different people are different. Though, if we have to rank Managers leadership style according to Marutis Cultur View More »