FINDING THE RIGHT

LEADER
Aman Singh Shrinet (261070)
Harshit Madan (261079)
Harshita Mittal (261080)
Mumtazuddin Fauqani (261087)
Sikander Indoria (261108)
Sonik Garg (261111)
 Case Overview
Vipul Nag(Member of
Management
Committee)
Change in leadership approach

Resignation of Yatin Kak Girish

Diwaker(CE
O)
How Tridev Puri steps up to the challenge
Gurdeep
Tridev Puri Kalra
Increase growth rate by 12% Yatin Kak
(VP, Vaikunth (VP,
(Director- Pandit
Operations- Technical-
Food
Washcare (VP, HR) Food and
Boost morale of Kak dependent team Division)
Division) Washcare
Division)
 The Problems
Yatin Kaks failure to instil a sense of organisational belongingness among his
subordinates in the Foods department.
Resignation of Yatin Kak, leaving the Foods division of Kumon India in shambles.
Kumons over-reliance on the Foods division for driving sales.
Transporters strike and trade unions demand.
Kalra working on his own and not taking his team into confidence.
Individual reward Vs Organisational order.
Management Committees dilemma on leadership style and its development within
the organisation.
 Leadership Style of Kak
Unable to instil a sense of loyalty to the organization among his team-mates

Charismatic leadership style. (inspires employees)

Not organizational driven - adds unrequired product to companys portfolio

No concern to build the quality of sales force.

Individualistic nature. ( Gives importance to only his Division,

High Achievement Orientation.

 Leadership Style of Puri
Takes suggestions and feedbacks from subordinates.
High in initiating structure (demands for innovative ideas prefers involvement
from M&S team, promises to get approval from the management committee,
assigns responsibility)
High in Consideration (treats all employees as equals, declines Mayyas request of
recommendation)
Servant Leadership. (Sets aside personal goals for organizational goals).
Believes in employees (Mayyas sanctioning 15% write-offs)
Transformational leadership style.
 Leadership Style of Kalra
High on self achievement
Worked alone and not with the team
Not an employee-oriented leader
Lack of trust on his team
Performance Oriented
No Morale Building
 Learnings from Kak

Team Spirit 01

Lack of
02
Direction

Not Organization Driven 03

Inspiration
04
Source
 Learnings from Puri

Organizational
Innovation and Delegation of
Planning Goals above
New Ideas Responsibility
Personal Goals
 Learnings from Kalra

01
Working alone
leaves no 02
backup in case Hard work and
of emergency being 03
achievement
No delegation
oriented pays
renders a team 04
off in being
useless High standard
successful
of Performance
leads to quality
 Learnings from the organisation

Planning is Strive for Overreliance is not Delegation leads

Important Excellence good to Motivation

01 02 03 04
THANK YOU