Vijay Mallya Slams ‘False Narrative’ with Bold Stand on Leadership Style

In a rare and candid conversation, embattled businessman Vijay Mallya has broken his silence on long-standing allegations regarding his corporate decisions, particularly in the wake of the Kingfisher Airlines collapse. Taking to a public platform after nearly a decade, Mallya firmly denied accusations of cronyism, insisting that his hiring practices were rooted in professional merit and internal promotions.

Speaking on the “Figuring Out” podcast hosted by Raj Shamani, Mallya offered detailed insights into the Vijay Mallya leadership style, which he claims was grossly misrepresented by the Indian media.

Internal Growth Over Personal Ties

Mallya refuted claims that he filled key positions with friends after taking over the United Breweries Group following his father’s demise. “I never hired any of my friends,” he stated. “Most of them were too young and inexperienced. Instead, I encouraged professionals from within the organization to rise through the ranks.”

This approach helped Mallya bring down the average age of UB Group’s leadership from 60 to 40 within five years, marking a clear transition in corporate culture. The Vijay Mallya leadership style emphasized youth empowerment, meritocracy, and decentralization.

Decentralized Accountability: A Signature Strategy

Central to Vijay Mallya’s leadership style was the establishment of what he called “Monthly Operating Review Meetings,” where each business unit was accountable for its performance. Unlike his father’s hands-on, micromanaging style, Mallya believed in empowering managers to make independent decisions while remaining accountable.

“This system gave me time to focus on international expansion while ensuring domestic operations ran efficiently,” Mallya explained. His decentralized model allowed him to acquire international businesses like Berger Paints UK, setting new benchmarks for Indian business globalization.

Changing Corporate Culture at UB Group

Mallya’s leadership was not just administrative but also visionary. He emphasized branding and consumer experience at a time when India was still emerging in global markets. “A brand needs a personality,” he said, speaking about how Kingfisher beer became synonymous with music, sports, and fashion—interests that connected deeply with the youth.

This brand-building vision was also a core reflection of the Vijay Mallya leadership style, blending modern marketing with product identity, often misunderstood as flamboyance by traditional observers.

Media’s Role in Twisting Perceptions

Mallya did not shy away from criticizing what he described as a “vicious media trial” that shaped public opinion unfairly. “Public opinion in India is very quickly formed and influenced by media sensationalism,” he noted.

He emphasized that his personal lifestyle, often portrayed as excessive, never interfered with his business decisions. “Flamboyance means loving life—not mismanaging a company,” he clarified, distancing his public image from professional misjudgments.

A Professional, Not a Crony

In his own words, Vijay Mallya’s leadership style was “professional, structured, and globally inspired.” He cited that even the Finance Ministry officially acknowledged over ₹14,100 crore recovered from him, far exceeding the original dues attributed to Kingfisher Airlines.

Asserting his willingness to face a fair trial, Mallya made a strong case for revisiting how India views corporate failures and leadership accountability.

Final Thoughts

Whether one agrees with his broader actions or not, Mallya’s revelations shed new light on the Vijay Mallya leadership style, one built on decentralized governance, internal talent development, and global business thinking. His rebuttal challenges the oversimplified labels of cronyism and forces a re-evaluation of leadership narratives shaped by media alone.