INSTITUTE OF PROFESSIONAL EDUCATION AND RESEARCH, BHOPAL

PGDM Trimester-V Batch 4th (2012-2014) Cross Cultural Management Assignment-II

NARAYANA MURTHY:

Nagavara Rao Rama Narayana Murthy is the full name of the Mr. Narayana Murthy. He was born on Aug 20, year 1946 at Karnataka. His father was an instructor. After getting educated in his local place, he took Technological innovation level in Electrical

Technology through the School of Mysore in year 1967, and completed Master of the Technological innovation in PC Technology from Indian Institute of Technology, Kanpur during year 1969. After this, he had taken up job in SESA, at London. He showed his skills with a team to design a real-time software for managing air freight for Charles de Gaulle terminal in London. He showed his ability there as a brilliant professional. He worked with brilliance in SESA for 3 years. Then he decided to return back to India. He did not take a direct flight from London to India. Instead, he decided to hitchhike his way to Mysore, with only 450 dollars in his pocket. He reminisces that this was one of the many journeys which helped him learn in life. After his return to Indian soil, he signed up with Patni Computer Systems in Pune. There he met Ms. Sudha, who worked as a professional in the company and who became his spouse later on. D.A. Prasanna, who was handling Home and CEO of Wipro G.E., was a good friend there. Mr. Narayana Murthy began his organization 'Infosys' with 6 others, almost 30 years ago. The organization did not stand up well in the beginning. Its yearly revenues stayed at Rs. 50 crores. His careful planning and able execution of techniques made the organization grow a lot. Earnings of organization began increasing and achieved 293.51 million. The organization's income, produced outside Indian lands increased from Rs. 50 to 90 crores. Today, net worth of Infosys is enormous. Apart from offering career to countless of technicians and others, Infosys generates quite a bit of useful forex trading. Indeed, it was this person who led Indian indigenous software company towards the globe's IT map. Infosys is supposed the largest Information Technology organization in India. Now Mr. Murthy is head of Board and official Primary Tutor of Infosys. Personality Traits:

Describing Mr. Narayana Murthys personality using Big Five Personality Model. [1] Extraversion - Murthy is very friendly and socialite person. He always raises his voice for social issues in India as election, poverty, unemployment etc. He is also a part of various education institutes of India as well as of foreign countries. [2] Agreeableness - Undoubtedly Murthy is a person who is good natured and cooperative because he manages to make Infosys a successful company through the proper understanding with other founders of Infosys [3] Conscientiousness - Narayana Murthy is a person who already set his targets, goals and worked with other in organized and accurate way to get his destination. He is honest because he handles to work in a group for a long time without any controversy. [4] Emotional Stability - He is emotionally very stable person and do not show his emotions to others. [5] Openness To Experience - Narayana Murthy is a person who is eager to increase his knowledge as we can understand that in 1970s computer field was new and not a secure one but he choose that because of his tendency to amplify the understanding.(Murthy, 2009).Attitude of a persons can be identified by evaluating his performance, job satisfaction and job involvement. Murthys attitude was like he had both job involvement and satisfaction. Wecan understand his job involvement that in 1990 five of the founders of Infosys decided to sell Infosys but Murthy refused and offered them that he will buy Infosys(, 2007). Working in same organization for more than 25 years implies your job satisfaction. A persons Values shape that persons behavior and attitude. We know that the attitude of Mr. Murthy was decent so his values should be also high. Narayana Murthy was a hard worker, honest, socially aware, visionary, loyalty to organization kind of person who believes in his growth in companys growth. Reasons behind Success: The best way to train oneself to become an effective leader is to follow an effective leader. One of the most successful entrepreneurs and a truly acclaimed leader has written such a heartfelt and instructive letter that it can be mined for highly valuable business leadership lessons.

Chairman Emeritus of Infosys, N. R. Narayana Murthy (NR) started this company in the 80s with Rs.10, 000. Assembling a bunch of enthusiastic, like-minded people, NR worked the company through tough competition, evolving technology and difficult business environment to make Infosys one of the top Indian software companies. [1] Crisp and actionable definition of strategy: Victor Cheng credits NR with providing the best definition of strategy. Without beating about the bush, NR straightaway links strategy to net income margins. If there is no improvement in net income margins, then you dont have a strategy. In non-organizational assignments or initiatives, we can equate net income to endresult. Strategy should be a marked improvement in end-result and that should be measurable. As a leader, you are responsible for the end-result. [2] Respect from stakeholders as primary objective of the company: Applying a very broad definition of the term stakeholder, NR includes employees and politicians also in this category. Clearly, to gain respect from such a varied group of people, NR and his organization would have had to do business very ethically, effectively and efficiently. Moreover, his good leadership ensured that the team kept the interests of a varied group in mind. [3] Ethics violation and resignation of a co-founder were very disturbing: NR accorded a high importance to these two activities: (a) ethics (read: company reputation) and (b) people focus, especially a co-founder with whom there were long and strong ties. The second aspect is that NR personally paid attention to these and made sure that he was closely involved in the ultimate resolution. An effective leader does not shirk responsibility away from such stressful but hugely important decisions. [4] Continuously monitor the composition of the team

The performance of a successful organization is heavily dependent on the team that the leader assembles. Differentiation comes from innovation and innovation comes from sharp and smart minds. NR puts a high value on employees who are his sharp and smart minds. His thoughts about a leader being responsible for providing growth opportunities for his people even if it outside the organization, are quite uncommon. Not many business leaders would agree with this, but NR takes the organizational boundary out of leadermentee relationship. [5] Leadership by example is what creates trust in people If there is one thing in common amongst all effective leaders, Id say it is leading by example. In an earlier post I have mentioned about Hanumant Singh, and NR looks to be cut from the same cloth. If a leader is all about do as I say and not do as I do, the effectiveness will be lost very soon. [6] Values NR emphasizes utmost regard for values. In fact, in the letter he describes a superior organization as one where employees at all levels are driven by values and no employee is high or important enough to put up with non-compliance. An effective leader stamps his or her culture on the organization and a leader with a good value system automatically passes on those values to the people around him or her. [7] Comfort with ambiguity NR calls the ability to take bold and firm decisions with incomplete information in an environment of uncertainty as a hallmark of effective leadership. He advises to use as much data and modeling as possible to clearly eliminate bad decisions. But then he cautions against analysis-paralysis and recommends bold and quick decisions where required. [8] Important decisions require a calm and composed mind (equanimity)

The part where NR took a decision for Infosys to walk away from a huge business from a single client is a classic example of equanimity. This has been highlighted earlier in our blog by Dr. Vikram Dravid. Staying calm under pressure is indeed an enviable quality that effective leaders possess. The likes of NR go one step further and can take crucial decisions with a calm mind! [9] A great tip on how to make decisions This valuable nugget is a template on how to make decisions. NR states that every leader must have a mental model of his or her business. This model should contain at least five to seven parameters that determine sensitivity to revenue and net income. Without the ability to perform such quick sensitivity computations, a leader will not be able to make bold and quick decisions. Revenue is important otherwise you will be cutting costs all the time. Net income is even more important because unless revenue is higher than costs, your actions will not be profitable. For non-business tasks, this means that leaders must identify the top 5 factors that affect their end-result. They should be ready at all times to perform a quick computation and get a gut-feel as to whether to go with a certain proposal or not. [10] Laser focus on exceeding expectations of the customer NR provides another crisp definition of a customer as one who puts food on our table. If you look at your customer thus, you will accord the highest respect for this entity. Respect then translates into importance. And all actions towards the customer such as openness, fairness, transparency, honesty, etc. become part of the company culture. [11] Global bench-marking NR believes that global bench-marking helps in competing with the best and serving the customer better. We have always maintained that only what can be measured can be controlled. And only what can be controlled can be improved. NRs stand on benchmarking totally advocates this approach. Leadership style of Mr. N.R Narayana Murthy:

Mr. Narayana Murthy was born in a middle class family in Siddalghat in Karnataka, His father inculcated importance of determination, discipline and good values. Since childhood he had a very good academic record. At present he is the Chairman of Infosys. Present market capitalization of Rs. 60,000 crores Infosys started with Rs.10, 000.Mr. Narayana Murthy is influenced by Mahatma Gandhi who walked his talk and demonstrated by, Example He says he wants to be a doer and respects people who do things, rather than just talk. Some of the traits that differentiates him from others are: His Underlying principle: Is that, you undertake to do something you are confident of and have the capability to do it. This helps to lay the foundation to build a healthy relationship. He also believes that it is better to have a small part of a large, growing pie; than a large part of small shrinking one. Simple living-high thinking: A man who believes in Simple living high thinking. Even though he has a personal wealth of Rs. 2,500 crores, his lifestyle remains modest. He lives in a simple 2-bed room flat in Santacruz-Mumbai. Under-promising & Over-delivering: He has tremendous respect for people and sound philosophy of under-promising & over delivering. This helps him build a healthy long-term relationship with his colleagues, employees, family, friends, business associates and network of shareholders. Pioneer in HRM: Mr. Murthy says that his is an HR-based industry. Software is a knowledge business hence the focus is shifted to Brainware. It was he who started ESOPs that is real distribution of wealth. Now it is very common in the industry to have ESOPs but it has done wonders in Infosys. Thus Narayana Murthy is honestly awe-inspiring role model for professionals.

 Performance Oriented: He is a man who always measures performance against value. According to Murthy peoples performance in the knowledge industry is as valuable as gold. Thus by introducing ESOPs he motivated his employees to work smart and hard. Strategy: (Customer is the King): Even though there is a lot of competition in the market he believes in one thing that is, being unique in the market place and making sure that you are the 1st mover. Tap the need of the customer and give them more than they expect. Believes in giving value to the customer, being fair to people and transparency in working. Mr. Murthy says that Growth comes from repeat business, rep eat business comes from relationships, and relationships with customers are built on trust and trust is built by delivering quality products. Social being: He believes in putting the public good ahead of private good in every decision he makes. This differentiates the developed world from the developing world. Infosys practices its Social responsibility very well. Rehabilitation drive, literacy programme, donations etc are few ways in which he works for the society. Visionary: Though Infosys had so many professionals it did not venture into dotcom because of the vision of Mr. Narayana Murthy. This saved them from going down. The downfall of dotcoms has not affected his business much. Before starting Infosys this visionary got together with 6 professionals and wanted to start have Indias first software company of the professionals, for the professionals, by the professionals, and because of his farsightedness Infosys has come this far and proved to be a winner Thus Narayana Murthy is honestly awe-inspiring role model for the professionals. Achievements of Narayana Murthy:

It is not easy to sum up achievements of Narayana Murthy in one go as he has proved himself a true leader and visionary for nations growth. Famously called N.R Narayana Murthy, Mr. Nagavara Ramarao Narayana Murthy is respected worldwide for his business acumen and visionary thought as co-founder of Indian IT giant, Infosys which has the global impact today. Since inception of Infosys in 1981, Narayana Murthy hasnt looked behind. He led the Group as CEO until 2002 while he became its Chairman. Other milestone came in his career in 2011 upon stepping down from Chairmans post and being bestowed with the Chairman Emeritus status. Keen observation of early life of Narayana Murthy explains much about his focused approach since childhood. He was born in Mysore in southern Karnataka state. He pursued electrical engineering course from University of Mysores National Institute of Engineering in 1967 and went to the Indian Institute of Technology Kanpur for further studies and completed masters in 1969. Achievements of Narayana Murthy could be well assessed since his professional career beginning from Indian Institute of Management Ahmedabad where his role as chief systems programmer was well appreciated. Entrepreneurship was always his first preference which depicted with launching first company named Softronics. Unfortunately, this company couldnt attain success and was forced to close in mere one years time. Murthy didnt look behind in anger. He joined Pune based Patni Computer Systems thereafter. Biggest hallmark in Murthys career came in 1981 with the foundation of Infosys by investing mere 10,000 rupees by wife Sudha Murthy. Infosys attained the success in leaps and bounds to become a leading company in the world in mere two decades. Companys co-founder Nandan Nilekani took charge of it in 2002 while Murthy stepped down from the CEO post. Other important positions which Murthy served are an independent director on the HSBC groups corporate board and in the director position in DBS Bank, Unilever, ICICI and NDTV et al. He also serves as advisory board council member of different Indian and international philanthropic and educational institutions. Murthy has been honored for his extensive achievements. Some notable awards are NDTV Indian of the Year's Icon of India, Padma Vibhushan and Padma Shri amongst

others. Model corporate structure designed and developed by Murthy is applied in many national and global corporate houses nowadays.

Learning from the Leader N.R. Narayana Murthy: We can learn a lot of lessons on leadership from Narayana Murthy. Some of them are mentioned below: [1] You might fail, but get started Learn from mistakes and move on. In 1976, Murthy founded Softronics, a company that lasted a year and a half. When he realized that his first venture wasnt taking off, he moved on. [2] Think Big. Dont Hesitate to Start Small In 1981, a determined Murthy started Infosys with Rs 10,000 he borrowed from his wife. In few years, Infosys went on to become one of the largest wealth creators in the country. [3] Sharing is Caring After the IPO, Infosys decided to share a portion of its equity with employees. This helped them retain talent and gave employees a sense of ownership. Murthy is proud of having given away stocks worth over Rs 50,000 crore to employees. [4] Make hay While the Sun Shines In late 90s, Indias tech companies made use of the Y2K opportunity to make them known in the global market. For Infosys, it was a great opportunity to enter into longterm relationships with their customers. [5] Founders Keepers, but Not Forever Murthys decision to not allow founders to continue with the company after the age of 65 set another standard for the company. This way, younger leaders at Infosys had a greater chance at the top positions. [6] Get Rich. Honestly Rich businesses were considered to be dirty in the days when the country had a socialist bent. Infosys was a company which got rid of this sentiment. Murthy, with his no compromise policy on greasing palms and doing ethical business, set the standards. [7] Do Good, Look Good

Murthy knew the importance of creating an image for Infosys. He invested in creating a sprawling, world class campuses early on, bigger than any other companys headquarters in the country that would make his global customers feel like they were in a global office.

Leadership-oriented advice from N.R. Narayana Murthy: On Adversities and Challenges Mr. Murthy espouses that one of the leader's core jobs is to raise the confidence of the followers. Tough time and challenges are essential parts of the life and they will come out better at the end of it. According to him, a leader has to sustain followers' hopes and their energy levels to handle the difficult days. Mr. Murthy often quotes the example of Winston Churchill to stress on this point. Churchill's gutsy leadership as prime minister for Great Britain successfully led the British people away from the brink of defeat during World War II. He raised his people's hopes with the words, 'These are not dark days; these are great days -- the greatest days our country has ever lived.' Mr. Murthy says that during a time of crisis a strong leadership is needed more than ever. On Being a Successful Entrepreneur [1] Mr. Murthy suggests these four essential qualities for entrepreneur to make it big: [2] Passion and will to persevere [3] Giving more priority to the long-term interests [4] High levels of optimism and high aspirations [5] Being a team player On Starting a New Venture According to Mr. Murthy, these four things can be instrumental in launching a venture: 1. The Idea: One should have a clear, well-defined idea of the product/service he wants to sell.

2. Market value of the idea: One must have a basic level of confidence in the fact that the market values your product and is willing to pay for it. 3. Team: One must have a team of complementary skillsets. A team may be composed of people with varied skillsets but they must complement a common cause. 4. High Aspirations: Aim high and work hard for that. On Building Trust Mr. Murthy is of the view that trust and confidence can only come when there is a premium on transparency. "The leader has to create an environment where each person feels secure enough to be able to disclose his or her mistakes, and resolves to improve," he emphasizes. He further adds that even investors respect the organizations which are transparent and have high degree of credibility. He says, At Infosys, our philosophy has always been, 'When in doubt, disclose.' On Values Mr. Murthy has always highlighted importance of a value system in an organization. And, compliance to a value system creates the environment for people to have high aspirations, self-esteem, and belief in fundamental values, confidence in the future and the enthusiasm necessary to take up apparently difficult tasks. What he's really stressing here is that having a value system is not all. Leaders have to follow it themselves and thus lead by example. As they say, they have to walk the talk. On Work Life Balance Mr. Murthy doesn't really identify with the concept of work life balance. He had once said, First let's make a life, then think about work-life balance. I don't understand the concept of a work-life balance. On Success Mr. Murthy's definition of a successful person is one who when he/she walks into a room, people's eyes light up. If he/she brings a smile to people's faces, then irrespective

of whether that person is educated, not educated, self-employed, employed, I would still consider that person to be successful. MARK ELLIOT ZUCKERBERG: He leads a company that we are all consumers of (every group member has a Facebook Profile). His company is going part of our daily lives and could one day be part of every human beings day. Mark Elliot Zuckerberg was born on May 14, 1984 in Dobbs Ferry, New York, into a comfortable, well-educated family. His father, Edward Zuckerberg, ran a dental practice attached to the family's home. His mother, Karen, worked as a psychiatrist before the birth of the couple's four childrenMark, Randi, Donna and Arielle. Zuckerberg developed an interest in computers at an early age; when he was about 12, he used Atari BASIC to create a messaging program he named "Zucknet." His father used the program in his dental office, so that the receptionist could inform him of a new patient without yelling across the room. The family also used Zucknet to communicate within the house. Together with his friends, he also created computer games just for fun. "I had a bunch of friends who were artists," he said. "They'd come over, draw stuff, and I'd build a game out of it." To keep up with Mark's burgeoning interest in computers, his parents hired private computer tutor David Newman to come to the house once a week and work with Mark. Newman later told reporters that it was hard to stay ahead of the prodigy, who began taking graduate courses at nearby Mercy College around this same time. Zuckerberg later studied at Phillips Exeter Academy, an exclusive preparatory school in New Hampshire. There he showed talent in fencing, becoming the captain of the school's team. He also excelled in literature, earning a diploma in classics. Yet Zuckerberg remained fascinated by computers, and continued to work on developing new programs. While still in high school, he created an early version of the music software Pandora, which he called Synapse. Several companiesincluding AOL and Microsoftexpressed an interest in buying the software, and hiring the teenager before graduation. He declined the offers.

After graduating from Exeter in 2002, Zuckerberg enrolled at Harvard University. By his sophomore year at the Ivy League institution, he had developed a reputation as the go-to software developer on campus. At Harvard, Zuckerberg designed a program called Course match. It allowed students to view which classes other students were taking. Then, Zuckerberg created a Facebook precursor Facemash which allowed viewers to vote on the looks of the students pictured on the website. Facemash led to some sanctions by the Harvard administrative board because of its offensive nature. Shortly after this incident, Mark was contacted by Divya Narendra and the Winklevoss twins (Tyler and Cameron). These young men wanted him to create a social networking site called Harvard Connection. Zuckerberg agreed to help them, but instead started work on his own site called the face book. On February 4th, 2004, Zuckerberg launched his new site thefacebook.com. Along with his roommates and co-founders Dustin Moskovitz and Chris Hughes. Soon many Harvard students were on Facebook and Zuckerberg began to work on expansion. Starting with Stanford University, Columbia University, and Yale University, Facebook started its huge expansion to roughly 750 million users. This amount of users leads to Facebook's estimated valuation at $66.5 billion dollars. Zuckerberg remains CEO and his shares alone are worth $13.3 billion and a net personal worth of $17.5 billion. Zuckerberg continues to expand Facebook. The Social Network gave us a glimpse into the story of Mark Zuckerberg. He dropped out of Harvard while developing Facebook and has become one of the most powerful and youngest CEOs in the world. But there is more to Facebook than what the movie showed. What makes Facebook what it is now is its management, structure, and its ability to successfully scale to meet demand. When Zuckerberg first started Facebook, he was not the best leader. He didnt communicate well, he kept things to himself, he had a bad attitude, and he didnt always get along with his employees. When his in-house recruiter, Robin Reed, confronted him and said, Youd better take CEO lessons, or this isnt going to work for you he began to evaluate the criticism he was receiving and acted on it

Individual personality traits of Mark Zuckerberg Mark Zuckerbergs personality is not the most normal personality you would expect to find in a CEO. Even though he is still in his late twenties, Zuckerberg has had to endure many maturing experiences. Many know his personality traits from the way he was portrayed in the movie The Social Network, but Zuckerberg along with others who know him very well have said that it did not portray him to the full extent. If one had to categorize Zuckerbergs personality based on the Big 5 Traits, he would be said to have conscientiousness and openness to experience. Because of his high level on intelligence, it makes him aware of everything around him and always knowing what is physically and mentally going on. At points it might seem like Zuckerberg has attention deficit disorder, but in actuality he is taking in all of his surroundings while multi-tasking. Zuckerberg would also fall under the openness to experience category because he is drawn to new ventures and experiences. A person with this trait is said to have high levels of creativity, and Mark Zuckerberg demonstrates this quality to the fullest extent. A perfect example of this is his creation of Facebook. If Mark Zuckerberg was to take the Myers-Briggs Type Indicator his type would more than likely turn out to be an INTJ. What this stands for is introversion, intuition, thinking, and judgment. Zuckerberg is a very introverted person because he does not like to share everything about his life with other people. He likes to keep many personal things to himself. His intuition is very keen and acute and this can be seen in his business strategies when dealing with Facebook. He knows when to make certain moves and how to make certain improvements when the time is needed for such things. His high IQ and levels of intelligence make the thinking type a no brainer. He was studying computer science at Harvard University and made an entirely new website while doing so. But what the thinking type deals with more is his ability to make decisions. He doesnt sit back and think over problems or many possible solutions, but rather he jumps in and goes with the easiest solution available. And finally, the judgment part of his type shows that he does not really have too much care for how the outside world perceives him. Zuckerberg is a very proud and carefree individual and this shows throughout his entire life and professional career.

Motivation Mark Zuckerbergs dominant approach to governing others leans more towards a task -oriented leadership style. His approach to leadership has proven to be successful as he, ultimately, did not invent social networking, but instead utilizes task-management in order to guide his employees to see a common value in perfecting it. The Social Network does a fantastic job of depicting this approach. During the movie Mark is persistent in motivating his friends to input their maximum effort when he first moved to Palo Alto, California in order to achieve product development goals he had set for Facebook. This is why Facebooks greatest advantage as a whole is innovation. Facebook famously bungled the introduction of its first news feedessentially, every post a member made on their wall was shared with their entire network. One member, Ben Parr, started a group called "Students against Facebook news feed," and its membership swelled to 750,000 users within a week. Instead of digging his heels in, Zuckerberg sent Parr an email asking for his advice on what Facebook could do better when introducing new products. Naturally, Zuckerberg primarily exercises inspirational motivation to create a need for achievement. His high degree of task-oriented leadership has also raised the expectancy of effort and performance in which he seeks from his employees. Values Instrumental the most obvious instrumental value thats Mark Zuckerberg possess is Intelligence. His brain operates on a very high level which is evident throughout his life from creating Synapse to attending Harvard to starting a multibillion dollar company. Along with intelligence, Mark has showed a great amount of competence in his ability to take Facebook from a dorm room to where it is today. The amount of courage and ambition possessed by Zuckerberg in order to drop out of school and take a big risk in order to pursue a dream is outstanding. The final notable instrumental value is Open-mindedness. Mark was open enough to stop school and try this idea. Most people would never be open to quitting school in order to pursue such a dream. Terminal Mark Zuckerberg is one of the most generous people in the world. His values include Equality, World Peace, and Happiness. Mr. Zuckerberg is part of an initiative, started by Bill Gates that also involves billionaire Warren Buffet, to donate half of his wealth to people who may need it

more than he does. For example, He donated $100 million dollars to the Newark Public School System. This notion shows how he wishes for there to be equality. Mark Zuckerberg wanted to satisfy people and make their lives easier. Satisfaction and an easier life sounds like a quick way to make people happier. Mark Zuckerberg has the unique position to have a profound impact on the world through his value system. Achievements of Mark Zuckerberg In high school years, Mark Zuckerberg was already excel in software programming and he created a communication system called ZuckNet to be used by his father, Edward Zuckerberg in his home and office. He also made Synapse Media Player which attracts big companies like Microsoft and AOL to buy from him but he did not sell it to them but upload it as freeware. In 2003, he created facemash which is sort of a hot or not game to him. Its growth was expanding out of hand and was closed in just a few days. Yet, it is a good inspiration to him that social network might be one bid thing. In 2004, he launched the Facebook from his bedroom in Harvard and was gaining popularity in rapid pace. In 2005, his operation expanded and the is dropped from the name and it is called facebook instead- a much simpler name to remember. In 2006, facebook is finally open to everyone around the world. Before this, facebook initially invited only Harvard and certain colleges to join. Mark Zuckerberg is ranked 36th in Forbes 400 and 35th in Forbes Billionaires while he is 16th in United States. He is also ranked number 9 as worlds powerful people. Indeed, facebook is really something and it change the way the whole world connects in the World Wide Web and hence, it gets to become the most popular social network in the world. In 2009, facebook was awarded the Crunchie for Best Overall Startup or Product Of 2009 by by GigaOm, VentureBeat, and TechCrunch. In 2010, Mark Zuckerberg was awarded as 2010 Person of the Year in TIME, an American news magazine. TIME is a famous weekly magazine with the largest circulation in the world and it was an honor for him to be featured as the cover person.

In 2011, Mark Zuckerberg was the top guy in Fortune's '40 under 40' list. 40 gentlemen are selected and he triumphed over his rival Larry Page, co-founder and CEO of Google, who is positioned at second place, and Jack Dorsey, co-founder of Twitter, who is positioned at 9th.

Reasons behind Mark Zuckerbergs Success Strong Personal Philosophy: Amid the astounding numbers of revenue and users, and the cast of characters that reads like an A-list index to the high-roller investors of the tech world, the S-1 document that Facebook filed yesterday also held the personal manifesto Zuckerberg plans to use as a guide for the company after the IPO. "We don't build services in order to make money; we make money in order to build better services. Facebook was not originally created to be a company. It was built to accomplish a social mission--to make the world open and more connected." Zucks trotted out this open and connected tenet at various times, most recently in an impassioned post on Facebook opposing SOPA and PIPA. We will continue to oppose any laws that will hurt the Internet, and with equal furor in a rebuttal to the FTC touting how much social media has contributed to the government, the advancement of democracy, and the growing cottage industry of social software. Make It Not Always About the Money: Naysayers were quick to wag tongues and fingers when Zuckerbergturned down Yahoos nearly $1 billion offer to buy Facebook in 2006. But the decision to keep Facebook independent was far from a lapse in judgment. In less than two years, Myspace accepted $580 million to join News Corp., and YouTube took $1.5 billion from Google. As valuations fluctuated between $10 billion and $1 trillion, Zuckerberg stuck to his simple resolution. Hed consider an IPO when it made sense rather than make himself and investors rich. "I'm here to build something for the long term. Anything else is a distraction." Even Cameron Winklevoss agreed. Culture of Innovation: Zuckerberg worked with only a handful of developers in the early days of Facebook but when the snakepit of angst-ridden, overworked staff got to be counterproductive, he

made some important additions. Chris Cox became the evangelical HR executive while newly installed COO Sheryl Sandberg ushered in an era of stability in 2008. Things still retain the playful air of a tech development hive, but with an edge. At its HQ, male Facebook employees vanquish distractions even when they go to the bathroom (which is frequently, thanks to all those free beverages). Recognized that You Dont Have To Be First To Market: Myspace and Friendster both predate Facebook, yet are now virtually extinct. Facebook trumped those earlier social networks because it provides more of a compelling pull, rather than a push. Likewise, when it entered the deals game last year alongside veterans Groupon and LivingSocial, it took their existing model and did it one better by adding polls and encouraging users to share. All of that fits with Facebooks core mission, Giving people the power to share and make the world more open and connected. Take Pride in Hacking: For Zuckerberg, hacking goes way beyond the allegations that he coded his way into the Harvard Crimson and ConnectU. Zuckerbergshacker culture is about using shared effort and knowledge to make something bigger, better, and faster than an individual can do alone. His "hackathons" at Facebook are legendary and help foster innovation in all manner of projects from building better data centers to crowdsourcing urban planning for its surrounding neighborhood. Play To Win, Without Competing: Zuckerberg's social-networking juggernaut is the smallest and youngest of Silicon Valleys Fab Four, but its killing it with stellar results in the ad business and attracting all kinds of talent. The Great Tech War of 2012 may be on, but Zucks not going to play. "People like to talk about war. There are real competitions in there, but I don't think this is going to be this type of situation where there's one company that wins all this stuff." Leadership style of Mark Zuckerberg Transactional Leadership To better understand the theoretical concept of any leadership style, it is imperative not to hold an intrinsic value to one notion because social sciences warrant the need for it. This means that there are no absolutes in leadership theory that best identifies a leader. Rather there is contrast

and spectrums of various theoretical models and integrations. However, TL theory is based on contingent rewards for subordinates by controlling behaviors via leaders expectations. In contrast, the leaders expectations are ultimately fulfilled by what is best for him or her as the overarching goal of the group. This means the underlining motive of both leaders and

subordinates are solely based on contingencies (e.g. money) and values individualism. Therefore, it can be argued that this does not serve as an ideal model for sustainability. This means, TL is limited by that lack of foresight and that Zuckerberg may benefit most from developing a Positive Focused Strategic Leadership contrast. Leadership qualities of Mark Zuckerberg Vision: His vision was that of a more open and connected world. And throughout the growth of Facebook, he has stuck to his vision of a product that offers value while connecting people and building a world with more empathy. Right from the beginning, the frugal-living Zuckerberg was never in it for the money. He had a larger vision and not only thought ahead of where he wanted to take Facebook, but pushed himself and his team to put all their creativity into their work. Go beyond comfort zone: To be a good leader, to go places, you must be willing to go further than others have and do things others wont. He worked his ass off, did things he was uncomfortable with (like travelling across continents to speak to audiences about his vision) and did what had to be done to build his company. Willing to make mistakes: From the privacy fiasco to the newsfeed, Zuckerberg was willing to take risks, and often had to backtrack on changes that did not work. But that did not dampen his appetite for innovation and part of Facebooks philosophy is to innovate, so we can safely assume that he will continue to do things that dont always go down well with some of its users. Face criticism: While many young people would have withered in the face of the very public criticism, including having a rather unflattering movie made about him (The Social Network), he took it like a champ, even taking the staff for a screening of the movie.

Adapts to situations quickly: When he faced growing criticism over privacy allegations, Zuckerberg caved in to public opinion, giving users more control over their privacy. He learned quickly how much user experience mattered and adapted his decisions to be more inclusive of them.

Build the right relationships: From someone who had few friends (as portrayed in The Social Network), to hobnobbing with the likes of Peter Thiel (Paypal) and Sean Parker (Napster), Zuckerberg has, from the start, built connections and relationships with the bigwigs of Silicon Valley. If you believe that you are the sum of the people you are closest to, then Mark Zuckerberg is certainly in very good company.

Lessons in Leadership from Mark Zuckerberg Its OK to Say No: As your business grows, you will attract interest from third parties, there will be requests for partnerships and buyouts. A valuable trait of a CEO is the ability to say no. Dont get sucked into trivial activities. Make sure you have enough time for the important things. Zuckerberg put an end to plenty of projects because the efforts werent getting interest. Grow and Take Risks: Dont be afraid to grow quickly and take risks along the way. According to Zuckerberg companies need to move fast and break things. Be Data-Driven: Stay in tune with your companys reality by tracking data and understanding trends. Do what you can to find ways to measure success and failure across the board. Many CEOs ignore information to the contrary and think that their business is doing well. He uses the dot-com era as an example. Showing surges in users was enough to raise large amounts of capital during the era, but then the venture capital market collapsed and many companies were wiped out. The companies that survived focused on sound business models. Conventional Wisdom is Often Wrong: Dont be afraid to ask your team why? if they say something cant be done. Steve Jobs did this and Zuckerberg does this when their team tells them something cant be done.

Its effective in reaching deeper truths which may point to great product ideas or innovative business models. Both the Leaders are expert in their domain and their leadership styles are different and gives us learnings which as a person we should inculcate in our life.