netrashetty
Netra Shetty
American Financial Group Incorporated (NYSE: AFG) is a holding company based in Cincinnati, Ohio whose primary business is insurance and investments. American Financial Group's purpose is to enable businesses and individuals to manage risk using insurance products and services tailored to meet their specific needs.
American Financial Group's major insurance division operates as the Great American Insurance Company, founded in 1872 and focuses on property and casualty insurance services. Other affiliates and subsidiaries include American Custom, Mid Continent, National Interstate, Republic Indemnity. Additional insurance specialties include (but are not limited to) equine, trucking, executive liability, fidelity and crime, and agri-business. Great American Financial Resources is a wholly owned subsidiary of American Financial Group and supplies a range of annuities, life insurance products and supplemental insurances to individuals and enterprises.
The parent company, AFG, is owned principally by financier Carl Lindner, Jr. and his family. Carl Lindner is Chairman of the Board of Directors of AFG. The senior Lindner's sons, Carl H. Lindner, III and S. Craig Lindner serve as Co-Chief Executive Officers
Co-President, co-CEO
Craig Lindner
2
Chairman of the Board
Carl Lindner
2
Director
Kenneth Ambrecht
Director
Gregory Joseph
2
Director
Terry Jacobs
Director
William Verity
5
Director
John Lehman
Director
Theodore Emmerich
2
Co-President, co-CEO
Carl Lindner
3
CFO
Keith Jensen
2
Legal
James Evans
Vice President
Sandra Heimann
CIO
Piyush Sing
Tax
Thomas Mischell
Vice President
Karen Horrell
Assistant Legal
Karl Grafe
Control
Robert Ruffing
Treasurer
David Witzgall
2
Tax
Kathleen Brown
7
Deputy Legal & Secretary
James Kennedy
Internal Audit
Robert Dobbs
2
Taxes
Kim Baird
In recognition to the politics of change, the transformational leader is always willing to take risks as he/she believes that risks defines the essential elements of future success (Smith et al. 2003). In facing risks, the transformational leader is willing to use innovative practices and systems. Currie and Lockett (2007) describe the transformational leader as someone who develops a vision for the whole team. For example, on the vision of increasing sales and marketing productivity amidst the rapid and difficult competition, the leader stimulates pride, respect and trust to personal and organisational levels towards exploring innovative means and implementing new strategies or systems to improve performance. He/she motivates staff by creating high expectations, modelling suitable behaviour, employing symbols to focus efforts and providing personal attention to followers by giving respect and responsibility (Currie and Lockett 2007). By looking on the tenets of TFL theory, a transformational leader is geared towards the challenge of facing impending challenges on both people and organisation. The importance of self-concept is important for a transformational leader because the views of one’s self and others affect the practice of leadership and management (Elkin and Sharma 2007). Goal-achievement is central to TFL and this is the rationale behind the leader’s motivation to followers to achieve beyond what they thought was possible or surpassing their set expectations (Khoo and Burch 2008). In sum, all transactional leaders are guided with individual and organisational commitment to create and share knowledge and practices that will improve every organisational aspect as well as stakeholder.
American Financial Group's major insurance division operates as the Great American Insurance Company, founded in 1872 and focuses on property and casualty insurance services. Other affiliates and subsidiaries include American Custom, Mid Continent, National Interstate, Republic Indemnity. Additional insurance specialties include (but are not limited to) equine, trucking, executive liability, fidelity and crime, and agri-business. Great American Financial Resources is a wholly owned subsidiary of American Financial Group and supplies a range of annuities, life insurance products and supplemental insurances to individuals and enterprises.
The parent company, AFG, is owned principally by financier Carl Lindner, Jr. and his family. Carl Lindner is Chairman of the Board of Directors of AFG. The senior Lindner's sons, Carl H. Lindner, III and S. Craig Lindner serve as Co-Chief Executive Officers
Co-President, co-CEO
Craig Lindner
2
Chairman of the Board
Carl Lindner
2
Director
Kenneth Ambrecht
Director
Gregory Joseph
2
Director
Terry Jacobs
Director
William Verity
5
Director
John Lehman
Director
Theodore Emmerich
2
Co-President, co-CEO
Carl Lindner
3
CFO
Keith Jensen
2
Legal
James Evans
Vice President
Sandra Heimann
CIO
Piyush Sing
Tax
Thomas Mischell
Vice President
Karen Horrell
Assistant Legal
Karl Grafe
Control
Robert Ruffing
Treasurer
David Witzgall
2
Tax
Kathleen Brown
7
Deputy Legal & Secretary
James Kennedy
Internal Audit
Robert Dobbs
2
Taxes
Kim Baird
In recognition to the politics of change, the transformational leader is always willing to take risks as he/she believes that risks defines the essential elements of future success (Smith et al. 2003). In facing risks, the transformational leader is willing to use innovative practices and systems. Currie and Lockett (2007) describe the transformational leader as someone who develops a vision for the whole team. For example, on the vision of increasing sales and marketing productivity amidst the rapid and difficult competition, the leader stimulates pride, respect and trust to personal and organisational levels towards exploring innovative means and implementing new strategies or systems to improve performance. He/she motivates staff by creating high expectations, modelling suitable behaviour, employing symbols to focus efforts and providing personal attention to followers by giving respect and responsibility (Currie and Lockett 2007). By looking on the tenets of TFL theory, a transformational leader is geared towards the challenge of facing impending challenges on both people and organisation. The importance of self-concept is important for a transformational leader because the views of one’s self and others affect the practice of leadership and management (Elkin and Sharma 2007). Goal-achievement is central to TFL and this is the rationale behind the leader’s motivation to followers to achieve beyond what they thought was possible or surpassing their set expectations (Khoo and Burch 2008). In sum, all transactional leaders are guided with individual and organisational commitment to create and share knowledge and practices that will improve every organisational aspect as well as stakeholder.
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