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Naveen Jindal: Leadership Power Plays

Journal of Organization and Human Behaviour

Volume 3 Issue 4

Published: 2014
Author(s) Name: Nistha Tripathi, Bal Krishna Upadhyay | Author(s) Affiliation: Indian Institute of Forest Management, Bhopal, Madhya Pradesh, India.
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Abstract

The case is prepared keeping management students, teachers and professionals in the mind and essentially deals with leadership issues bundled with other concepts like managerial roles, skills, functions, personality, business ethics, and interpersonal skills. Jindal Steel and Power Limited under Naveen Jindal earned continuous growth and also acquired aspired stature among other plants working in the steel and power sector. The present case deals with Mr. Naveen Jindals style of management who managed to get set one of the large but ailing steel plants amidst other roles as a parliamentarian at a very young age as Member of Parliament-cum-Managing Director of Jindal Steel and Power Limited. This case provides a glimpse of management concepts and theories that guide Jindals way of working focusing on leadership and power concepts. IQ acts for only about 20% of a persons success in life. The balance can be attributed to EI1 or EQ. – Goleman If one has to sketch an excelling Chief Executive Officer (CEO), what would be major ingredients? A work-life balance skewed in favour of work? All work and no play attitude? But what if, the person has to manage a balance between varied roles. Is it possible to excel in various fields altogether? The answer is affirmative in the case of Naveen Jindal. Naveen Jindal, Executive Chairman and Managing Director (MD) of the INR 13113 crore, Jindal Steel & Power Limited (JSPL) is success personified who manages all his roles, well, at least it seems so. Jindal is ranked as Indias best CEO 2 dignified parliamentarian in the constituency of Kurukshetra, Haryana & a well-known sportsperson as well.

Keywords: JSPL, Naveen Jindal, Leadership

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