Kiran Mazumdar Shaw

Kiran Mazumdar Shaw is the Chairman & Managing Director of Biocon Ltd, India's biggest biotechnology company. In 2004, she became India's richest woman. Kiran Mazumdar Shaw was born on March 23, 1953 in Bangalore.

Education:

She had done her schooling at Bishop Cotton Girls School and Mount Carmel College at Bangalore. After doing completing her B.Sc. in Zoology from Bangalore University in 1973, she went to Ballarat University in Melbourne, Australia and qualified as a master brewer. 

Career:

Kiran Mazumdar Shaw begin with her professional career as the trainee in brewer in Carlton & United Beverages in 1974. In  the year 1978, she joined as Trainee Manager with Biocon Biochemicals Limited in Ireland. In the same year, Kiran Mazumdar Shaw led the founded Biocon India in collaboration with Biocon Biochemicals Limited, with an initial capital of Rs.10, 000. She initially faced many problems regarding funds for her business. Banks were hesitant to give credit to her as biotechnology was a brand new field in India at that point of time and she was a woman entrepreneur, which was a rare phenomenon in the country.

Biocon’s initial operation was only to extract an enzyme from papaya. Under the guidance of Kiran Mazumdar Shaw’s stewardship Biocon transformed from an industrial enzymes company to an integrated biopharmaceutical company with strategic research initiatives. Today, Biocon is recognised as India’s pioneering biotech enterprise. In 2004, Biocon came up with an IPO and the issue was over-subscribed by over 30 times. Post-IPO, Kiran Mazumdar Shaw held close to 40% of the stock of the company and was regarded as India’s richest woman with an estimated worth of Rs. 2,100 crore.

Kiran Mazumdar Shaw is the recipient of several prestigious awards. These include ET Businesswoman of the Year, Best Woman Entrepreneur, Model Employer, Ernst & Young’s Entrepreneur of the Year Award for Life Sciences & Healthcare, Leading Exporter, Outstanding Citizen, Technology Pioneer, etc. Government of India also felicitated her with Padmashri (1989) and Padma Bhushan (2005).

Her business policy has created great value for the shareholders of the Biocon and under her leadership Biocon  emerged as  the  India’s best research and development company who is working on the vaccine research company has created several vaccine for the various disease like hepatitis-B,C, Antibiotics,antiallergic etc

Reward and recognition:

Kiran Mazumdar Shaw is the recipient of several prestigious awards. These include ET Businesswoman of the Year, Best Woman Entrepreneur, Model Employer, Ernst & Young's Entrepreneur of the Year Award for Life Sciences & Healthcare, Leading Exporter, Outstanding Citizen, Technology Pioneer, etc. Government of India also felicitated her with Padmashri (1989) and Padma Bhushan (2005).

Leadership style of the Kiran Mazumdas Shaw: 

Kiran Mazumdar Shaw inspires her team with a shared vision of the future. Transformed them into, and efficient workforce, she don’t necessarily lead from the front, as she loves t to delegate responsibility amongst their teams. While their enthusiasm is often infectious, they can need to be supported by “people”.

In Biocon, both transactional and transformational leadership has been seen. The transactional leaders (or managers) ensure that routine work is done reliably, while the transformational leaders look after initiatives that add value. High regulating and low nurturing has seen as the key factor of her behavior, she always defines the role of the group members telling them what task to do and how and when and where to do them. She is the master of her field so she has developed her trade like that. 

She always initiates the problem solving and decision making are solely by her even the solution and decision are announced by her and its implementations are closely supervised   by her. The above behavior keeps her under the authoritative and directive leadership trade. Kiran Mazumdar Shaw is known as her authority under her leadership Biocon has immerged as the most admired company in biotechnology for their research work and wealth creation. She is the great believer in herself and always led the research project under her umbrella.

Constraints on Leadership Behavior

Constraints on Leadership Behavior

In thinking about leadership as mutual influence process we are taking in to account the fact that the behavior of subordinates has a casual influence upon the behavior of the leader. In other words, leaders do not decide how they are going to behave in total isolation from their subordinates. Leader must select and adjust their leadership style in light of how their subordinates are performing and responding. But acknowledging that the behavior of subordinates can influence how leaders behave raises the question of what other factors may be influencing and constraining what leaders do. In fact, it turns out that leaders are far from totally free and unencumbered in choosing their leadership style.

Subordinate Behavior

As was pointed out in our discussion of leadership as a mutual influence process, the evidence is quite clear that the performance of subordinates has a critical casual impact upon that a leader does and how he or she behaves toward followers.

Characteristics of Subordinates

In addition to what subordinates do and how they perform, other identifiable traits, or characteristics, of subordinates may influence the leader’s behavior as well as the behavior of the subordinates themselves.

For example, a leader may behave differently toward males and females, older and younger people, and those with similar as opposed to different personal backgrounds from his or her own.

Characteristics of the Leader

The leader’s abilities and personal characteristics obviously influence and constrain what the leader does and how he or she behaves toward subordinates. On the ability side, task relevant knowledge and skill, as well as supervisory skills and sensitivities, will have an important impact. In terms of trait, personality characteristics such as assertiveness, dominance, and self-confidence all have an influence on leadership behavior.

Leaders Superiors

How leaders treat their subordinates is strongly influenced by how the leaders themselves are treated by their own immediate superiors. Superiors serve both as role models for the leadership behaviour of individuals toward their own subordinates and as sources of rewards and punishments. Leaders with immediate superiors who preach, practice, and reward a participative management style, for example, are unlikely to treat their subordinates in a directive and authoritarian fashion.

Leaders Peers

As in almost all thing, peers have an important influence upon how leaders behave. Peer pressure has a potent homogenizing impact upon leadership behavior in an organization. Other managers in an organization ar likely to exert both direct and indirect pressure on individual leaders to behave toward their subordinates in a fashion that is consistent with that practiced by other managers at that level in the organization.

Organizational Policies, Norms and Climate

Some organizations are characterized by a very open, democratic, and participative management style. Such an organizational climate and policy ill obviously influence a leader to behave as a participative manager. Very different leadership behaviors would be expected in an organization characterized by a very closed and authoritarian policy of management.

Nature of Subordinates – Tasks

The nature of the tasks that subordinates are performing also influences the behavior of leaders

toward subordinates. A very vague and ambiguous task such as developing the design of a new product from scratch is bound to elicit different types of leadership behavior than is a highly structured and routine task such as producing a particular number of units on an assembly line.