ITC: Strategic Leadership

Strategic Leadership

Effective leadership stems from an understanding of the various styles of leadership and a comprehension of how each style has an impact upon the organisation 's situation in the present day. It is critical, thus, to keep up with the times. This brings us to the topic of contemporary organisations.

A 'Contemporary Organisation ' is an organization belonging to same age or date, living in same period of time, which belongs to modern and current ideas that can help in employees for better decisions collectively. The contemporary organizational structure becomes more adaptable in accepting external challenges. To achieve this kind of a contemporary organization, there should be coordination and cooperation within the

An excellent instance of situational leadership is that of ITC’s Y C Deveshwar. Having joined ITC in 1968, about 20 years later, he was appointed to the Board of Directors of ITC and in 1996, became the CEO and Chairman of the Board. During his tenure, ITC 's Sustainability initiatives were shaped by means of creating corporate strategies that enhance shareholder value and furthermore, significantly enhance the development of natural and social capital. Research has shown that ITC is globally known for their sustainable business practices and has gained the distinction of being the only company in the world, of comparable dimensions to be 'carbon positive ', 'water positive ' and 'solid waste recycling ' positive and the company is doing very well, especially in hospitality.

This brings us to transformational leadership as both, theory and practice. Transformational leadership is where the leader and her or his subordinates bring each other up to raise bigger goals of motivation (James

Transformational leaders are always are one step ahead of the limits and always challenge the subordinates for betterment of their work. Transformational leaders look for new opportunities and challenges, but at the same time, anticipate future difficult situations. These leaders always share that positive energy with the colleagues and subordinates of the organization. Transformational leaders make a fixed vision and then the aim line which then differentiates the team of subordinates within the organization. These leaders use vision as their weapon for success. They bring their followers from a lower stage to a higher stage of commitment and motivate them to participate more, for the betterment of organization. Transformational leaders pay special attention to each employee of the organization, a practice that is needed for the betterment of the organization. They encourage people and also personally know about their performance and are willing to celebrate their success. They also encourage people to cross their aim line and work more than the stipulated deadlines. Transformational leaders have charisma and tend to have characteristics like having confidence in themselves, a very powerful belief in their decisions which they make sure are taken forward, they are adaptable enough to accept the changes and challenges, and exude positive energy and are enthusiastic, are empowered to take calculated risks and overall, maintain a firm belief in their