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Abstract

The case details the origins and background of Indra K Nooyi and her career trajectory in different levels of various organizations and PepsiCo. It describes Nooyi’s rapid rise from a middle class background in India, her exposure to the US, and the difficulties faced by her. It shows how she took on challenging assignments early in her career and had the good fortune to be mentored before taking on the top job at PepsiCo. She pushed the organization in the direction of her vision of ‘Performance with a Purpose’ in which changes were made in the working style and culture of PepsiCo. The case brings out the various leadership styles of Nooyi that make her a hybrid leader - servant leadership, ethical leadership, socialized charismatic leadership, and authentic leadership. However, Nooyi faces increased pressure from shareholders to improve firm performance at a time when the world economy is experiencing a slowdown and customers are turning increasingly cautious in their spending. The objective of this teaching case is to present and discuss the qualities of leaders that are emerging from the developing world and how they are making a difference to the working of the companies they lead. The case can be used at the postgraduate level in the discipline of people management and leadership. It can also be used in a general management and strategy curriculum.
Location:
Size:
Large
Other setting(s):
2006-2011

About

Abstract

The case details the origins and background of Indra K Nooyi and her career trajectory in different levels of various organizations and PepsiCo. It describes Nooyi’s rapid rise from a middle class background in India, her exposure to the US, and the difficulties faced by her. It shows how she took on challenging assignments early in her career and had the good fortune to be mentored before taking on the top job at PepsiCo. She pushed the organization in the direction of her vision of ‘Performance with a Purpose’ in which changes were made in the working style and culture of PepsiCo. The case brings out the various leadership styles of Nooyi that make her a hybrid leader - servant leadership, ethical leadership, socialized charismatic leadership, and authentic leadership. However, Nooyi faces increased pressure from shareholders to improve firm performance at a time when the world economy is experiencing a slowdown and customers are turning increasingly cautious in their spending. The objective of this teaching case is to present and discuss the qualities of leaders that are emerging from the developing world and how they are making a difference to the working of the companies they lead. The case can be used at the postgraduate level in the discipline of people management and leadership. It can also be used in a general management and strategy curriculum.

Settings

Location:
Size:
Large
Other setting(s):
2006-2011

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