1

A

REPORT ON

ON

“Shared Team Leadership”

Submitted to

SARADAR PATEL COLLEGE OF ADMINISTRATION AND MANAGEMENT

IN PARTIAL FULFILLMENT OF THE

REQUIREMENT OF THE AWARD FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

In

Gujarat Technological University

Under Guidance of

Jignesh Sir

Submitted by

KARAN M. DEVLIKAR [Roll No.-38]

AKSHAY SHELAR [Roll No.-05]

[Batch: 2015-17]

MBA SEMESTER I

SARADAR PATEL COLLEGE OF ADMINISTRATION AND MANAGEMENT

MBA PROGRAMME

Affiliated to Gujarat Technological University

Ahmadabad

2

TABLE OF CONTENT

No. Particular Page No.

1 Introduction 03

2 Shared Leadership 05

3 Some knowledge of leadership 07

4 Company profile

(Tata Consultancy Service)

09

5 History OF TCS 12

6 Service line of TCS 13

7 Shared team leadership in TCS 15

8 Board of Directors of TCS

(Leaders of TCS)

18

9 Conclusion 21

INTRODUCTION

3

Despite extensive theory and research on teams and leadership, few scholars haveexamined team leadership per se. To help fill this void, I examine a construct thatintertwines leadership and teams: shared team leadership. Shared team leadership occurs when multiple individuals (not just the formal leader) exert downward, upward, and lateral influence (not just downward influence) on other team members in an effort to realize team goals.

Despite increased theory and research, scholars have devoted relatively little attention to the relationships between teams and leadership. Both the team and leadership literatures have overlooked the topic of team leadership.

The goal of this dissertation is to examine the interplay between teams and leadership. I take a multilevel view and examine shared leadership in teams. Shared team leadership exists when multiple team members exert downward, upward, and lateral influence on their fellow teammates in an effort to realize team goals. In contrast, vertical team leadership occurs when one

4

leader exerts downward influence on team members in an effort to realize team goals.

In a team characterized by shared team leadership, all team members can and do perform leadership functions.For example, every team member may provide structure for the team, reward other team members, and inspire other team members. Essentially, shared team leadership is “a dynamic, interactive influence process among individuals in work groups in which the objective is to lead one another to the achievement of group goals.

A number of prominent leadership scholars have called for research on sharedteam leadership (e.g., Avolio, Sivasubramaniam, Murry, Jung, & Garger, 2003; Day, Gronn, & Salas, 2004; House & Aditya, 1997; Yukl, 1998).

To better understand shared team leadership, I address several key questions toexplore and examine the construct. More specifically, in this dissertation, my goal is to answer five questions:

5

(1) What is the relationship between shared and vertical team leadership? (2) How is shared team leadership different than potentially overlapping constructs?

(3) What are the antecedents of shared team leadership?

(4) How does shared team leadership relate to team processes, climate, and outcomes?

(5) How does shared team leadership relate to processes, climate, and outcomes over and above vertical team leadership as well as the potential overlapping constructs?

Team Leadership

General team leadership definition “ A team is a collection of two or moreindividuals who are interdependent in their task, see themselves as a social entity, share responsibility for an outcome, are part of a larger organizational system, and perform tasks that impact others”

6

I define leadership as individuals’ purposeful efforts to influence tasks, strategies, people, groups, and cultures towards the achievement of objectives and goals.

Shared Leadership

Shared leadership is leadership that is broadly distributed, such that people within

a team and organization lead each other. It has frequently been compared to

horizontal leadership, distributed leadership, and collective leadership and is most

contrasted with more traditional "vertical" or "hierarchical" leadership which

resides predominantly with an individual instead of a group.

Yukl (1989): "Individual members of a team engaging in activities that

influence the team and other team members." 

Pearce. and Sims (2001): "leadership that emanates from members of teams,

and not simply from the appointed leader." 

Measuring shared leadership

There are two main ways in which most researchers measure the existence and

extent of shared leadership in a team: Ratings of the team's collective leadership

behavior and Social Network Analysis. 

7

Ratings of team's collective leadership behavior

Many studies measure shared leadership as team member perceptions of leader

behavior exhibited by respective team leaders and team members. Often this is

done by distributing leader behavior questionnaires (surveys aimed at measuring

the existence and frequency of different leader behaviors) to all members of a

team. Team members are instructed to fill these out once for the appointed leader

and then again for all other team members. Although this allows leadership

quantity to be assessed, it does not pinpoint how many other team members are

engaging in leadership behaviors or how many members are looking to the same

people for leadership.

Some knowledge about shared team leadership

Unlike traditional notions of leadership that focus on the actions of an individual,

shared leadership refers to responsibilities shared by members of a group. Rather

than having a single designated leader, two or more members of a team with shared

leadership influence the others and help drive the team's performance toward its

goals.

While by definition a team's members share responsibility for group outcomes,

shared leadership means they also hold each other accountable for setting the

8

team's goals and maintaining its direction. Shared leadership can involve all team

members simultaneously or distribute leadership responsibilities sequentially over

the group's duration. Leadership roles may be assigned based on expertise and

experience.

Requirements of Shared Leadership in

Organization

Research reveals that for shared leadership to merge and succeed, two conditions

must be met:

1) Team members must be willing to extend their feedback to the team in

a way that aims to influence and motivate the direction of the group.

2) Team members as a group must be disposed to accept and rely on the

feedback of each other.

Three aspects of how a group interacts can facilitate shared leadership: shared

purpose, social support, and voice. Shared purpose means team members have a

similar understanding of the team's objective and collective goals. Social support

means that team members contribute to each other's emotional and psychological

well-being by offering encouragement and assistance. Voice refers to the degree to

which team members believe they have input into how the team carries out its

activities. Taken together, these group dynamics can foster a sense of trust and

willingness to collaborate in support of team leadership.

9

Shared leadership also benefits from coaching from a respected person outside of

the group. An external coach can provide guidance and advice to the team and also

help individuals develop their leadership skills. Through active encouragement and

positive reinforcement of team members who demonstrate leadership, coaching

can foster independence and a sense of individual self-efficacy.

10

Company Profile

INTRODUCTION OF TCS

Tata Consultancy Services (TCS)

Tata Consultancy Services Ltd.

11

(Founded in 1968, went public in August, 2004)

Vision: Top 10 by 2010

Mission: To help our customers achieve their business objectives by providing

innovative, best-in-class Consulting, IT solutions & services. We shall make it a joy

for all stakeholders to work with us.

Values: Integrity, Excellence, Respect for the individual, Continuous learning and

sharing, Leading change.

Tata Consultancy Services Limited (TCS) is an Indian multinational

information technology (IT) service, consulting and business solutions

company headquartered in Mumbai, Maharashtra. TCS operates in 46

countries. It is a subsidiary of the Tata Group and is listed on the Bombay

Stock Exchange and the National Stock Exchange of India. TCS is one of the

largest Indian companies by market capitalization ($80 billion) and is the

largest India-based IT services company by 2013 revenues. TCS is now placed

among the ‘Big 4’ most valuable IT services brands worldwide. In 2015, TCS

is ranked 64th overall in the Forbes World's Most Innovative Companies

ranking, making it both the highest-ranked IT services company and the first

Indian company. It is the world's 10th largest IT services provider, measured

by the revenues.

TCS helps some of the world’s largest companies adopt the right technology-

enabled solution that helps them:

12

 

o Optimize business performance

o Facilitate alignment of business with technology

o Connect their extended supply chains

o Reduce product development time

o Improve product differentiation

o Provide real-time business insight

o Lower operational costs

HISTORY OF TCS

On 25 August 2004, TCS became a publicly listed company.

In 2005, TCS became the first India-based IT services company to enter

the bioinformatics market

In 2006, TCS designed an ERP system for the Indian Railway Catering and

Tourism Corporation.

In 2008, TCS's e-business activities were generating over US$500 million in

annual revenues.

13

In 2008, TCS undertook an internal restructuring exercise which aimed to

increase the company's agility

TCS entered the small and medium enterprises market for the first time in

2011, with cloud-based offerings. On the last trading day of 2011, TCS

overtook RIL to achieve the highest market capitalization of any India-based

company.

In the 2011/12 fiscal year, TCS achieved annual revenues of over US$10

billion for the first time.

In May 2013, TCS was awarded a six-year contract worth over ₹ 1100

crores to provide services to the Indian Department of Posts

In 2013, TCS moved from the 13th position to 10th position in the League of

top 10 global IT services companies

In July 2014, TCS became the first Indian company to cross the Rs 5 lakh

crore mark in market capitalization.

In Jan 2015, TCS ends RIL's 23-year run as most profitable firm.

Service lines of TCSTCS' services are currently organized into the following service lines (percentage

of total TCS revenues in the 2012-13 fiscal year generated by each respective

service line is shown in parentheses):

Application development and maintenance (43.80%) value;

Asset leverage solutions (2.70%);

Assurance services (7.70%);

14

Business process outsourcing (12.50%);

Consulting (2.00%);

Engineering and Industrial services (4.60%);

Enterprise solutions (15.20%); and

IT infrastructure services (11.50%).

Locations

TCS has operations in the following locations:

India : Ahmedabad, Bangalore, Baroda, Bhubaneswar, Chennai,

Coimbatore, Patna, Delhi, Gandhinagar, Goa, Gurgaon, Guwahati,

Hyderabad, Bhopal , Indore, Jamshedpur, Kochi,Kolkata, Lucknow,

Mumbai, Nagpur, Noida, Pune and Trivandrum.

Africa : South Africa, Morocco(closed down)

Asia (excluding India): Bahrain, China, Israel, UAE, Hong kong,

Indonesia, Japan, Malaysia, Philippines, Saudi Arabia, Singapore, South

Korea, Taiwan, Thailand, Qatar

Australia : Australia

Europe: Belgium, Denmark, Finland, France, Germany, Hungary, Iceland,

Republic of Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal,

Spain, Sweden, Switzerland and United Kingdom.

North America: Canada, Mexico and United States.

South america : Argentina, Brazil, Chile, Colombia, Ecuador, Peru and

Uruguay

15

Business Process Services

TCS BPS (Business Process Services) is the third-largest India-based

IT outsourcing company (after capgemini). The BPS division had

revenues of US$1.44 billion in the FY 2012-13 which was 12.5% of the

total revenue of TCS.

Connection between company & Topic

Shared team leadership in TCS

16

Tata Consultancy Services (TCS) is a global leader in IT services, digital and

business solutions that partners with its clients to simplify, strengthen and

transform their businesses. We ensure the highest levels of certainty and

satisfaction through a deep-set commitment to our clients, comprehensive industry

expertise and a global network of innovation and delivery centers.

 

TCS has been recognized by Brand Finance as one of the Big 4 Global IT Services

Brands. Our continued industry-leading growth is a testament to the certainty our

clients experience every day.

Mr. Cyrus Mistry (chairman of TCS) is leader of TCS and included in BOD as

well. Mr. Misty is an autocratic (authoritarian) type of leader. Mr. Mistry is very

strict about the leadership of company and his followers. To keep main emphasis

on the distinction of the authoritarian leader and their followers, these types of

leaders make sure to only create a distinct professional relationship.

• Mainly in TCS authoritarian leadership has been followed because this

leadership technique is more effective than othrs.

Some times in TCS transactional leadership pattern may also be followed because

by this technique of leadership company’s employees and workers are motivated

by their own team leaders. It is helpful for TCS to motivate the employees and

workers to do work better.

17

In TCS, company sometimes gives cognitive reward for good efforts of an any

employee regarding to the beneficial activity of company.

Mr. Rajesh Gopinathan is leading their group as democratic leader. He is having

an ability to share the decision making with group members by promoting interest

of the group members. Mr.Gopinathan encompasses discussion, debates & sharing

of ideas and encouragement of people to feel good about their involvement.

Here are some tips that every team leader must having all these qualities into them

for a successful business leader…

In every company all the top level persons have to be connected with the lower

level workers and always motivate them to do more and more. Certain times top

management suddenly takes such decisions by which a employee or worker of that

particular organization have to face problems, which impact on his/her work.

Tips to be a great leader and sharing of responsibilities and tasks into group:-

Be authentic, not a patronizing employer.

Demonstrate your listening skills with open-ended questions. Thank the

person and follow up whereever feasible.

Communicate what the company is doing and how it’s performing.

Show to employees that your company’s wide objectives and how their work

contributes to your company’s performance.

Give workers a purpose with challenges.

18

Make employees a CEO of their work. Empower them to contribute ideas

and allow them as much autonomy as feasible to make decisions.

Board of Directors of TCS(LEADERS OF TCS)

Cyrus MistryChairman 

(Non-Independent Non-Executive)

19

Cyrus Mistry is a graduate in Civil Engineering from Imperial College, UK and has an

MSc in Management from London Business School. Mistry has been associated with the

Shapoorji Pallonji Group since 1994. Under his guidance, Shapoorji Pallonji’s

construction business has grown from a turnover of US $20 million to approximately US

$1.5 billion, with a presence in over 10 countries. He joined the Board of Tata Sons

Limited in 2006 and is presently the Executive Chairman.

Aarthi SubramanianGlobal Head of Delivery Excellence Group

(Executive Director)

20

Ms Aarthi is the Global Head of Delivery Excellence Group responsible for

governance of service delivery, compliance and risk management. She was

appointed as the Executive Director to the Board of TCS on March 12, 2015 for a

period of three years.

Other leaders of TCS are as follow:-

Aman Mehta, Independent, Non-Executive Venkatraman Thyagarajan, Independent, Non-Executive Prof. Clayton M Christensen, Independent, Non-Executive Dr. Ron Sommer, Independent, Non-Executive Dr. Vijay Kelkar, Independent, Non-Executive Ishaat Hussain, Non-Independent, Non-Executive Phiroz A Vandrevala, Non-Independent, Non-Executive O.P.Bhatt, Independent, Non-Executive

Leadership Team of TCS

21

Rajesh Gopinathan(Chief Financial Officer and Vice President)

Rajesh Gopinathan started his professional career with Tata Consultancy Services

in 2001. He was appointed as Chief Financial Officer of the company in February

2013.

Ajoyendra Mukherjee

He is EVP and Head of Global Human Resources at TCS

CONCLUSION

While preparing of this project report I learn the relationship between employee

and employer and BOD. How they share their work in each other in their respected

22

levels. Shared team leadership is a thing that must be applicable by all the privet

sectors as well as public sectors. It helps to the BOD, leaders and leadership teams

to take a such type of action and how get rid from such crucial condition regarding

the organization. Shared team leadership show us the power of team and how any

work done by the help of sharing the work between the group under their leaders.