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X. S. A. Charles

CORPORATE people exercise leadership in society and in the commercial world, yet they know little about the dynamics of the concept. Most often, people misconceive that leadership is related to the person who sits at the helm. But leadership is also being exercised by organisations. Organisational leadership characterises the role of leadership within the framework of an organisation and its environment

There are two kinds of leadership: `Transactional' and `transformational'. The assumption in the first approach is that leadership is a process of mutual influence. Followers and leaders interact and influence each other's behaviour. In 1978, James McGregor Bums introduced the `transformational' leadership.

McGregor maintained that transformational leadership is an interaction among leaders and followers and their environment, which raises the actors to higher levels of motivation and morality. Self-interests are transcended for the greater good. Many have found this distinction useful, and most ideas have been built and on this concept.

Every successful company demonstrates its leadership in its own way. Ford Motor Company emphases its leadership in the global diversity. At Ford, it is recognised that diversity is not only a reality of the global nature, but a distinct advantage. It also knows that it can only leverage the benefits of diversity by understanding and respecting the differences among all employees. Just as its customer base is infinitely diverse, so is its workforce. Ford's understanding of diversity helps it serve customers better.

It also believes that well-managed, diverse work teams can outperform homogeneous teams in quantity, creativity and quality; that complex problems are better solved by cross-functional teams typical of matrix organisations, and that people who work, live and learn in integrated settings develop stronger interpersonal communications and negotiating skills.

Leadership framework

As there is no single best personal leadership model available, leaders are to innovate and experiment with the organisational resources. In short, all leaders challenge the process. The leader's primary contribution is in the recognition of good ideas, the support of those ideas and the willingness to challenge the system to get new products, processes, services and systems. One must take stock of the environment and the organisation. These two are important dynamic elements for developing organisational leadership.

Every organisation, every social movement, begins with a dream. The dream or vision is the force that invents the future. Infosys created a vision among its employees — feel at home.

It has provided a platform to its employees to exhibit their all talents in the open forum. Inspiring vision is crucial to both leadership credibility and organisational credibility.

A leader may be a single person. But leadership involves team effort. In today's organisation, cooperation is not confined to employees and peers. It encompasses customers, clients, suppliers, fellow citizens and all those who have stake in the vision.

Leading is a skill. These times of transition require leaders with clear direction and skill. Consider Peter Drucker's observation: "Management is doing things right, leadership is doing the right things. The problem is that we have a lot of managers doing the wrong things very well".

So what leaders suggest to people must make sense to the people. It is primarily showing them ground reality.

The Infosys vision

At Infosys, the individual role extends beyond the technology role.

Challenging and exciting client engagements and an organisational culture that emphasises learning drive every Infosyan to excel in their individual capacities and as team players.

The framework for continuous learning at Infosys is built around a number of focussed programs for its employees. These range from major initiatives, such as the Infosys Leadership Institute to various ongoing management development and personal improvement programmes.

The objective is to ensure that employees are not confined to their desks.

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