Table II Factors influencing leadership... | Emerald Publishing

Table II

Factors influencing leadership

	Data points	Outcome
Substantial technical and professional expertise	Mr Y’s technology expertise Mr Z’s marketing expertise Mr X’s experience of starting up, business development	Complementarities were achieved, performed better than competitors
Substantial creative skills	Idea generation and passing on to others	Keep bringing new ideas in the organization and open new avenues of growth
Individual characteristics	Challenge the norms and tradition Strong values and expected people should have values aligned with his values Believed in transparency and tight control Believed in freedom with high responsibility	Could achieve the results with mediocre team and constraints Managed 137 franchisees effectively
External ties: intra-industry and extra-industry	Ties with premier design and management institutes and partner companies	Helped organization for resources, creativity and new opportunities
Strategic choices made by leaders based on their perceptions of environmental risks and opportunities	Franchising, value-driven model not cost- or price-driven model Alliances with institutes like N and MC Choice of having focus on employment-based model Choice of focus on small and medium scale companies Choice of tier 2 and tier 3 cities Strongly believed in blue ocean strategy centralized faculty recruitment and placement process	Gained competitive advantage over others 137 centers across India Continuous growth all these years
Incentives and bonus	Passion, not for incentives	Kept the passion alive

	Data points	Outcome
Substantial technical and professional expertise	Mr Y’s technology expertiseMr Z’s marketing expertiseMr X’s experience of starting up, business development	Complementarities were achieved, performed better than competitors
Substantial creative skills	Idea generation and passing on to others	Keep bringing new ideas in the organization and open new avenues of growth
Individual characteristics	Challenge the norms and traditionStrong values and expected people should have values aligned with his valuesBelieved in transparency and tight controlBelieved in freedom with high responsibility	Could achieve the results with mediocre team and constraintsManaged 137 franchisees effectively
External ties: intra-industry and extra-industry	Ties with premier design and management institutes and partner companies	Helped organization for resources, creativity and new opportunities
Strategic choices made by leaders based on their perceptions of environmental risks and opportunities	Franchising, value-driven model not cost- or price-driven modelAlliances with institutes like N and MCChoice of having focus on employment-based modelChoice of focus on small and medium scale companiesChoice of tier 2 and tier 3 citiesStrongly believed in blue ocean strategy centralized faculty recruitment and placement process	Gained competitive advantage over others137 centers across IndiaContinuous growth all these years
Incentives and bonus	Passion, not for incentives	Kept the passion alive