Leadership Competency: Lesson Learned from Indian-origin CEOs

Abstract

The study aims to explain the context related to the ascent to the CEO position of Indian-origin executives in the global technological companies and to provide an understanding of leadership competencies of Indian-origin executives in the global technological companies. It adopts the concept of competency and leadership as a conceptual framework. The study used a qualitative research methodology, employing thematic analysis and cross-case analysis from documents, books, articles, and published interviews of the selected executives. The study found that the contexts related to the ascent to the CEO position of Indian-origin executives in the global technological companies included social factors such as demographic and social inequality in India. These factors led the Indians seeking more opportunities to live and work in the more developed countries. The political and policy factors were also important such as the emphasis of Indian education policy on science and technology education and the US visa policy that grants visas to individuals with special skills in science and technology. Organizational factors, such as the organizational needs to expand their markets, and human resource management policies that prioritize diversity among the workforce, were also found to be significant. In terms of leadership qualities, it was found that the selected Indian-origin executives shared common characteristics, including having knowledge and experience in both technology and management, the ability to think and plan with a visionary leadership approach, creativity, and problem-solving abilities for organizations, the ability to adapt and cope with change and the ability to communicate and manage relationships with people.