G6

Case : Jean Claude Biver

Aaditya Acharya(21301)
Binayak Ghimire (21306)
Nikita Khatiwada (21310)
Ishan Kusumhya (21312)
Pariskrit Niroula(21317)
Sushan Pandey(21318)
Jesika Rajlawat(21324)
Table of contents
Introduction Leadership Theories
01 02

03
Criticism
04
Conclusion
Emergent Leader
More informed

Creative thinking (Initiating new ideas)

More confident ( self motivation)

Influencing ( also being dominant)

Being firm but not rigid

 Leadership and Power
Legitimate power( Leading blancpain and omega)

Position
Reward power ( Gifts, personal thank you, home
Power dinner)
Coercive power( Being tough on employees)

Information power ( Access to information)

Expert power( Excellent knowledge of watch

industry)
Personal
Power Referent power ( Less referent power in term of liking
but people respected his ideas )
Personal Leadership

5
 01 03

02

Technical Conceptual
Skill Skill
Human
Skill 6
7
 Human Skill Conceptual Skill

 Knowledge about and ability to work with  Ability to work with ideas and concepts.
people.
 Left AP to pursue his own ideas and
 “Mr. Biver is a paradox with two feet” concepts.

 Excellent communicator of ideas and knew  Repositioning Blancpain as exclusive

the way to your heart and mind. and rare commodity.

 Convincing watchmakers and other  Introduced the concept of brand

employees to work during the bleak period. ambassadors promoting the brand.

8
 01 02 04 05

03

Intelligence Self-confidence Integrity Sociability

Determination

9
 Path Goal Theory
- Displayed concern for
- Proper specification welfare of the employees.
of tasks. - Extremely generous.
- Host dinner, provide
gifts
- Creating coherent
vision. -High performance
- Explaining his expectations.
management philosophy -Employees who were
by drawing a bike wheel unable to move at the his
on the napkin during pace- 10
lunches. outbursts,temper,impatie
 Team Leadership
 Connecting employees of Blancpain with
the farmers.
 Remedial action for internal problems.
 Focused on internal leadership Kogler Hill team leadership model

actions(Task and relational oriented).

 Task- Goal focused, structuring for
results, maintaining standards for
excellence.
 Relational- building commitment and
esprit de corps.
11
McGrath’s critical leadership functions
Transformational Leader

1 Trait to transform a dying industry.

2
Visionary leadership

3
Building a community (Shared Vision)

4
Watching the competitors : Keith Klark
 Transformed Results
$43 million -1992 Sales: >$900 million -1999

Mechanical
Watch
Blancpain Industry

Omega

$16000 -1982 Sales: $350 million -1995

Follower: Peverelli
CEO-Tudor Watch
Charismatic Leadership

Creating a belief 90 %
Made followers believe in themselves
and the organization.

Skilled 95%
communicator Communicate with his followers
on a deep, emotional level.

Emotional Engagement 98%

Running in mountains, Diners in
important life events, Bonus
checks, Credits.
Jean Claude Biver
And His Incompetencies
Situational Leadership
● Criticized for his behavior
● Could not stand
incompetent employees
● Considered “Oxymoron”
● Avoided bad news
 A Maverick
● Team Leadership approach
● A loner
● Loyalty and personal relationships,
he failed.

“When the snows fall and the white winds blow, the lone wolf dies, but the pack survives”
 Leader Member Exchange

“Hayek was the boss, period. He was my master,” said Biver. “But if you are close
to the boss and the boss gives you the keys, then you can drive the car. I was
probably the only one that understood him 100%. I was the only one who shared his
vision.”
 Leadership and Management
Planning and Budgeting
- Formed plan about the
A positioning, marketing and
distributing of the product
- Establish agendas
Organizing and Staffing
B - Adopt the condition when there is no
hierarchy
- Encourage dissent among the team
members
Controlling and Problem Solving
C -
- Took corrective action on cartel
- Control the inventory to
maintain demand
Establishing Direction
- Travel globally to know
A
about the product
- Formed a vision to
reposition classic product
Aligning People
- Made a personal approach to B
align people
- Seek commitment from the
employee
Motivating and Inspiring
Energize the small group to C
reposition the product
- Reconnecting the employee
with early farmers 19
 The leadership Grid of Biver at the Initial Phase
Description of Bevier approach to 9 9,1 9,9
reaching purpose
- Extensive research on product 8 Country club Team Management
Management

Concern for people

and production
7
- Formed a team but lack a
handling factor 6 Middle of the Road
- Much focused on the product Management
detail 5 5,5

3 Improvised Authority-
Management Compliance
2 Management
Recognized Approach :
less concern for people and more 1 1,1 1,9
concern for results
(Blend of Middle of the Road and 1 2 3 4 5 6 7 8 9
the Authority Compliance
Management)
Concern for Results 20
 The leadership Grid of Bevier at the Transition Phase
Description of Bevier approach to
reaching purpose 9 9,1 9,9
- Communicate goals to the
upper level and lower level 8 Country club Team Management

Concern for people

associates Management
- Develop a mission and a set of 7
activities for product
positioning 6 Middle of the Road
- Get in a phase for Management
5 5,5
transformational leader but still
the substantial effort for
4
aligning people was lacking
3 Improvised Authority-
Management Compliance
2 Management

Recognized Approach :
1 1,1 1,9
Increasing concern for people and
absolute concern for results 1 2 3 4 5 6 7 8 9
(blend of Team Management and
Authority-Compliance
Management) Concern for Results 21
 Conclusion
Transformational : Watch Industry

Path goal: Shared vision for success

Team leadership: Developing Community

Lacked Situational Leadership

JUPITER

Leadership and Management

MARS