''The Evolution of Leadership Styles Suring Internationalization: A case study of LTIMindtree''
Translated title
''The Evolution of Leadership Styles During Internationalization: A case study of LTIMindtree''
Author
Rohilla, Prerna
Term
4. Semester
Publication year
2023
Submitted on
2023-06-01
Pages
61
Abstract
Denne afhandling undersøger, hvordan ledelsesstile udvikler sig under internationalisering, med LTIMindtrees ekspansion til Danmark som casestudie. Afhandlingen adresserer et forskningsgab, hvor ledelseslitteraturen ofte lægger vægt på personlighedstræk og erfaringer fra avancerede økonomier, mens perspektiver fra fremvoksende økonomier som Indien er underbelyst. Det overordnede forskningsspørgsmål er, hvordan indiske multinationale virksomheder forstår og tilpasser ledelse, når de går ind på nye markeder, og hvilke faktorer der former denne udvikling. Metodisk er studiet inspireret af grounded theory (Strauss og Corbin) med en let litteraturgennemgang og kvalitative interviews, efterfulgt af trinvis kodning (fri, aksial og høj-niveau) for at lade indsigter fremkomme af data. Analysen organiserer resultaterne omkring institutionelle, operationelle og udforskende forhold (bl.a. legitimitet, initiativ, positiv og udforskende tilgang, klar retning, identifikation af de rette personer, nærvær, sammenhængende organisation samt lærings- og nærende arbejdsrum). Studiet finder, at indiske MNE’er har en udtalt orientering mod drift, hvor ledelse i høj grad forstås gennem funktioner og roller, i kontrast til en litteratur, der betoner udvikling af menneskelig kapacitet. Afhandlingen anbefaler derfor, at virksomheder som LTIMindtree i højere grad balancerer driftsfokus med kapacitetsopbygning for bedre at kunne tilpasse ledelsen til lokale kontekster og understøtte bæredygtig international vækst.
This thesis examines how leadership styles evolve during internationalization, using LTIMindtree’s expansion into Denmark as a case study. It addresses a gap in the literature, which often emphasizes personality traits and evidence from advanced economies, by bringing in an emerging economy perspective from India. The core research question asks how Indian multinationals understand and adapt leadership as they enter new markets, and which factors shape that evolution. Methodologically, the study is inspired by grounded theory (Strauss and Corbin), combining a light literature review with qualitative interviews and iterative coding (free, axial, and high-level) to let insights emerge from data. The analysis structures findings around institutional, operational, and exploration factors (including legitimacy, initiative, positive and exploratory attitudes, clear direction, identifying the right people, presence, cohesive organization, and learning and nurturing workspaces). The study finds that Indian MNEs display a pronounced operational orientation, viewing leadership primarily through functions and roles, which contrasts with a literature that stresses human capacity development. It therefore recommends that firms like LTIMindtree rebalance by complementing their operational focus with capacity building to better adapt leadership to local contexts and support sustainable international growth.
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