Leading in a Multicultural Environment Pepsico

Indra Nooyi: A Transcultural Leader Leadership factors As seen from the case study, Indra Nooyi's leadership is shaped by three consistently noticeable aspects that enabled her grow and become a success story. These factors include communication, relationship building, and moral compass (Case Study 10). Communication: Indra Nooyi shows that communication skills are among the five CS of leadership. She believes that a strong moral compass, confidence, courage and competence would go to waste without communication skills.

Besides listening as a key skill for leadership, Indra attends communication training to boost her abilities and flex those communication muscles that interact with the public. In fact, to Indra communication is so valuable that she maintains a blog at Pepsi that allows her to talk to her workers through posts on a weekly basis (Cunningham & Harney, 2012). On Relationship building, Indra does more than just writing blog posts week after week to maintain her relationship with workers.

She believes that she can easily comply with consumer needs for a healthier drink and snack options by maintaining a business relation with the public. This has resulted in the current transformation in Pepsi's product line. Although relationship building is not among Indra's five Cs of leadership, it remains one of her key strengths (Northouse, 2010). Moral compass - Indra is guided by a set of moral standards, and she believes that each business entity owes society care. As such, corporations must help the society attain goals and solve issues.

She understands that any decisions made at Pepsi will have a direct effect on the investors, pensioners, surrounding communities and employees (Cunningham & Harney, 2012). Q2. Factors that could make Indra Nooyi change decisions about corporate sustainability There are three things that could make Indra change decisions about CS. First, she thinks that there has to be an emphasis on the long-term results rather than focus on short-term income emphasized by stakeholders (Northouse, 2010).

Second, to work effectively in the world that has become increasingly complex, there would have to be an emphasis on powerful public-private partnership. According to Nooyi, governments are becoming intrusive and have started to challenge corporate governance because the trust in corporations has touched an all-time low level. Third, there has to be a strong ability to think locally while acting globally, particularly in the context of new markets in the developing economies (Case Study 10). Q3.

Life outside PepsiCo Nooyi admits her spouse assumes a big part of her family dynamic. Nooyi advocates seamless parenting. She gets help from her extended family and even individuals in the workplace. For instance, when Nooyi travels, her receptionist would field questions from her younger daughter and would ask her the required questions. Later the receptionist would grant her permission to play games according to Nooyi's rules. According to Nooyi, she has to develop mechanisms with extended office, her secretary and extended family members around her.

Despite her success at work and the impact she has on many lives, Nooyi expresses reservation about missing time with her kids and the effect it has on the kids (Case Study 10). Q4. Nooyi's leadership style at PepsiCo Nooyi is a charismatic leader. This is evidenced by the popular story between Nooyi and Michael D. White, the Vice Chairman of PepsiCo. When Nooyi was appointed as the CEO of the company,.