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Case Study: Questions

Sanjay Katariya was elected chairman of Promising Life Insurance in 1990. Over the next 5 years, while its business grew, it did not grow as fast as competitors, dropping from third to sixth largest. The board concluded a lack of leadership in sales caused the slow progress and regional/district managers under the sales directors were not competent leaders. Katariya told the sales directors to ensure strong regional/district leadership or quit. One director asked the other how they would determine who is a leader and make people leaders, calling it a tough job.

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285 views1 page

Case Study: Questions

Sanjay Katariya was elected chairman of Promising Life Insurance in 1990. Over the next 5 years, while its business grew, it did not grow as fast as competitors, dropping from third to sixth largest. The board concluded a lack of leadership in sales caused the slow progress and regional/district managers under the sales directors were not competent leaders. Katariya told the sales directors to ensure strong regional/district leadership or quit. One director asked the other how they would determine who is a leader and make people leaders, calling it a tough job.

Uploaded by

sanjaymanocha
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Case Study

In 1990, Sanjay Katariya, a chartered Accountant, was elected as the Chairman of


Promising Life Insurance Company, which was, at that time the third largest Life
Insurance Company in the country. During the next 5 years, however, while its business
increased, it did not grow as fast as its major competitors, and Promising Company
dropped from third to sixth place.

This naturally perturbed Sanjay Katariya as it did the Board of Directors of the Company.
Finally, after deliberations, the Board of Directors concluded that the lack of leadership
in the sales of both ordinary life policies and group life insurance was the major cause of
company’s comparative slow progress. It was also generally concluded that the two
Directors in charge of sales in these two major areas of business were competent
executives and leaders but the regional and district managers working under them were
not very competent leaders.

Sanjay Katariya called these two Directors and asked them to ensure strong leadership at
the regional and district levels or else quit their jobs. As these Directors left the meeting
with the Chairman, one Director told the other, “Now, just how do we make people
leaders? How can we be sure whether or not a person is a leader? You know this is a
tough job.”

Carefully examine the above case and answer the following questions.

Questions

If you were one of the Directors, how would you have answered the questions that the
other Director has raised?

What would you do about developing strong leaders?

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