Wipro Ltd the New Face of Global Competition

This paper is divided into four chapters. Chapter one provides an overview, chapter two offers a literature review on good leadership.

This chapter defines leadership and present different perspectives of leadership and what a good leader is. Chapter three gives an analysis of Andrew Msami Personal leadership to determine whether he fits to be referred to as a good leader. In this chapter the author analyzes issues related to leadership legacy based on an online assessment. [1] Key elements of the assessment in terms of leadership legacy include; handling difficult situations, representation of team members, motivation of others, judgment, and creativity linked with being a visionary leader.

Further, Andrew Msami leadership was assessed in terms of personal characteristics to include; physical characteristics(energy and stability), personality (honesty, integrity, enthusiasm and independence), social characteristics associated with (ability to combine work and fun, support and cooperate with the team he works for, possession of diplomatic skills, and being tactful), work related characteristics (achievement, pursuit of goals, strictness, perseverance, and persistence), social background linked to the influence of education, levels of exposure and ability to see things from other peoples perspectives.

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Andrew Msami was further assessed in terms of leadership styles with particular references of whether his Leadership Style is People Oriented (POLS) or Task Oriented (TOLS). The analyses here were conducted to determine whether Andrew Msami is a good leader informing areas of growth for his future practices as a leader. Lastly, Chapter four coins out the conclusions and recommendations for Andrew Msami leadership based on the discussion of findings in chapter three.

GOOD LEADERS: LITERATURE REVIEW

Leadership Leadership is the process that enhances the ability to identify and manage changes leading organizations to success. Jacobson defines leadership as moving organization out of the box so that it is able to sustain forces of change that challenges its long term existence. According to Drucker[2], the very best leaders are first and foremost effective managers. Leadership identifies and guide the way to success. Management then defines and implements the how to success.

Drucker further contend that those who seek to lead but fail to manage will become either irrelevant or dangerous not only to the organization but to the society. A leader without the support of management in the form of Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting (POSCoRB)[3] functions, finds it difficult to achieve desired future. Unless the desired future is effectively managed, it is likely that little will be achieved in terms of goals and objectives set through good leaders.

The leaders see the horizon but unless something is properly done within the present, and that must be informed by guidance offered by the leader then the future is blurred. Blanchard et al were correct to say that “in managing people it is easier to loosen up than tighten up”[4] Although am aware that people cannot be managed, in some respect and from management point of view we cannot divorce from the fact that people to some extent need to be managed. People are an important resource for any organization to be led rather than managed.

Unless expectations are set right and guided from the beginning with constant monitoring, supportive leadership and management, changing the undesired culture within the organization due to misplaced leadership and management, to re-align people to new thinking and ways of doing the right things is a difficult pre-occupation. Leaders as Learners The very best leaders are learners; it is true that once you stop learning you stops leading[5]. I am yet to find out whether I am leading based on my ever quest for learning. Ever since I knew a book I kept on learning and he moment I find myself in an environment that cannot allow me to learn I quit. “When you stop learning you stop developing and you stop growing… and that is the end of a leader”[6] I always search for new knowledge which can only be found in an environment that permits learning to happen. Here is a paradox, to be a leader you need to keep on learning, but it is equally true that “quitters never win and winners never quit”[7]. As long as effective leadership is supported by a learning environment that generate new knowledge and open up opportunities to test the workability of the knowledge leadership and those seeking to lead can thrive.

I believe there is no harm in quitting so as finding an environment where one will be able to learn and continue being a leader. What I am trying to suggest here is that my quitting is focused at positioning myself to continue wining. Competition in the contemporary world is immensely stiff and a competitive edge is earned through learning. Eric Hoffer once said “in times of change learners inherit the earth while the learned find themselves beautifully equipped for a world that no longer exists. ”[8] Unless one will constantly study and practice[9] one will easily become irrelevant.

Thus quitting workplaces that does not support studying and practicing of new knowledge is not a place for learners but rather for the learned. If those places can be transformed into learning organization fine but if they cannot one should not waste his time and energy in such environment. Leaders and Legacy Good leaders leave a positive legacy: According to Munkumba leaders must leave a legacy for which people will remember them once they are gone. He further challenged leaders that if they want something one never had, one must do something he or she never did[10].

A leader must always find new ideas and turn them into realities. Brooks defines leadership legacy as the sum total of the difference one makes in other people’s life, directly or indirectly, formally or informally. To leave a positive legacy, Brooks suggest that a leader must be able to control his or her relationship as well as how he or she does things now. Today’s leader’s relations and actions determine his future and what he will be remembered for. Leaders Supports Good leaders are supportive. Leaders have great responsibilities in helping their people achieve goals and objectives set by the organization.

A leader can only be successful if people under him or her are successful. The mutual relationship between subordinates’ success and success of the leaders call leaders to tirelessly provide the needed support for their subordinates to successes. Leaders and Decision Making Good leaders are decisive, they identify problems and opportunities resolve and take advantage of them. A leader careful makes a choice from available alternatives to inform the decision to be made, given the consequences that each decision made might bring, often leaders fail to make decisions due to fear of failure.

A good leader thus is the one who has the courage to popular and unpopular decisions. A decision postponed or delayed is a problem deferred and an opportunity lost, effective leaders cannot afford that. A leader should be able to create a system that support quick and effective decision making processes to keep the organization rolling. This will be done by development of criteria for testing or informing any decision to be made, to check whether it fit with; organization goals, values, achievement of desired results, resources allotted and prospects for success.

Servant Leadership Good leaders are servant leaders: leadership means services to others. Servant leaders are supportive and participative. Servant leaders are social democrats; they are there to meet needs of their followers through involvement and provision of the needed assistance. A biblical image of a servant leader is the one that mirrors a shepherd who is there for the sake of his or her flock and not the flock for the shepherd. In John chapter 10: 11 “…. a good shepherd lays down his life for the sheep”[11] this quality of leaders are difficult to find.

There would have been no leadership gaps in households, firms, communities and nations if most of us who are leaders today would have been able to give up our time, resources, knowledge, for the would be future leaders. Current shepherds are so selfish herding the flock into destruction. Once a self-seeking shepherd is no more, emerges a new shepherd from the scattered flock, without skills leading the flock to nowhere, the curse continues. Influential Leaders Good leaders are influential; Maxwell formula for influence[12] is as follows

REFERENCES

1. www. yourleadershiplegacy. com
2. Drucker P. F (2008): xi-xii
3. Dale E. (1978): 4
4. Blanchard K, et al 2010: 42
5. Blanchard K, et ale 2010: 33
6. Harvard Business Review April 2011: 86. Experience from Lafley A. G former Procter and Gamble CEO.
7. Blanchard K 2010:3
8. Professor Munkumba (2011): GM 501 Learning Organization Handouts-unpublished Esami Arusha.
9. Ibid 5
10. Munkumba 2010: 73
11. Barker (2008: 1644)
12. Maxwell (2008: 45)
13. Jacobson Ralph 2000: xi
14. Draft R. L ,2006: 741
15. Draft R. L, 2006.
16. Professor Munkumba Lectures GM 501 January 2011
17. www. yourleadershiplegacy. com
18. The original Category would have read Ambassador.
19. Theft, overpricing and buying and issuing of ghost good from the food store involving my immediate followers and some senior managers was the cause skyrocketing food cost.
20. The Original Category would have read Advocate.
21. Original Category would have read Peoples Mover
22. Original Category would have read Truth Seeker
23. Ramadan Mvungi was the chef then, currently one of my best friends running his own restaurant in Arusha City Centre.
24. Nicholson Nigel (1995: 116-118).
25. Adapted from Hosking cited in Nicholson Nigel (1995: 284).
26. Christer Mapunda world Vision Tanzania Headquarters 2004.
27. I do not believe to be a good listener as they say I need a lot of improvement in this area.
28. Griffin Zakayo is currently the Director of Monitoring and Evaluation World Vision Tanzania.
29. World Vision Tanzania Quality Assurance Director 2005 to 2008.
30. Draft R. L 2006: 687-688.
31. Andrew Msami worked with World Vision between May 2003 to May 2006 and PINGO’s Forum from June 2006 to December 2010.

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