Anand Automotive Limited: leadership development process for creating strategic impact. Issue 3 (27th January 2016)

• Record Type: Journal Article
• Authors: Jha, Sumi; Sekhar Bhattacharyya, Som
• Is Part Of: Emerald emerging markets case studies. Volume 3:Issue 3(2013)
• Page Start: 1
• Page End: 25
• Publication Date: 2016-01-27
• Subjects: Leadership development -- Coaching -- Mentoring -- Strategic impact of leadership development process
• DOI: 10.1108/EEMCS-02-2013-0013
• Languages: English
• ISSNs: 2045-0621

Abstract

Abstract : Title: – Anand Automotive Limited: leadership development process for creating strategic impact. Subject area: – Leadership development for strategic impact in high growth export driven organization. Study level/applicability: – The case is suitable for second and final year students of a two year post graduate management programme (Master ' s level) on the following courses: leadership – on development of organization wide leadership processes; talent management – for identifying, nurturing and retaining talent in an organization and for developing leadership capabilities in managers; and strategic human resources (HR) – regarding building leadership development and talent management initiatives for creating a strategic level impact in the organization and its joint ventures. Case overview: – In about 45 years since its inception Anand Automotive Limited (AAL) has established itself as one of the premium firms in auto ancillary manufacturing and export. This case demonstrates how AAL built its leadership development programme. Further, the case elaborates on the coach/coachee mentorship programme at AAL. The case further explores the various initiatives under the broad umbrella of the Anand Leadership Development Programme (ALDP). The ALDP process has been woven into the fabric of HR practices of the organization. AAL sales turnover was USD1.2 billion in 2012 and it has a goal to achieve a turnover of USD2 billion by 2015. Mr K.C. Bhullar, the group head HR, had to plan an HR system which will embed leadership in the tapestry of AAL as an organization. The amalgamation of ALDP in AAL has to be disseminated across all levels at the 19 plants spread across different locations in India. The ALDP is expected to sprout a large number of leaders in AAL who can usher in an extremely quality focused and conscious organization. Such leaders would in their day-to-day demonstration of leadership at AAL help AAL to become an excellent manufacturing organization. This would help AAL to have a leadership position in the global automobile market. ALDP is also expected to create a band of leaders who would help the organization from very senior level strategic management positions and play leadership roles in its joint ventures. Expected learning outcomes: – This case can help students to understand how HR practices integrate leadership development programme for the strategic gains of an organization. Students would also understand the role of mentorship in coach/coachee processes. Supplementary materials: – Teaching notes are available for educators only. Please contact your library to gain login details or [e-mail] to request teaching notes.