Leadership Final Hrd Cpy

7/31/2019 Leadership Final Hrd Cpy

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INTRODUCTION

In the Book of Proverbs it is said, "Where there is no vision, the people perish." This is as true

in business as it is in life. Organizations whose leaders have no vision are doomed to work underthe burden of mere tradition. They cannot prosper and grow because they are reduced to keeping

things the way they have always been; they are guided by the saying, " If it ain't broke, don't fix

it." True leaders see things differently. They are guided by another belief more in keeping with

the competitive world in which we live. They believe, "If it ain't broke, you're not looking

hard enough." Realizing that there is always room for improvement, they believe that no one

has ever done anything so well that it cannot be done better.

For leaders, a vision is not a dream; it is a reality that has yet to come into existence. Vision is

palpable to leaders; their confidence in and dedication to vision are so strong they can devote

long hours over many years to bring it into being. In this way, a vision acts as a force within,

compelling a leader to action. It gives a leader purpose, and the power of the vision and the

leader's devotion to it work to inspire others-- who, sensing purpose and commitment, respond.

Management is doing things right; leadership is doing the right things. The only real training for

leadership is leadership. In simple words, if you want to lead, you have to practice leading.

Classroom experience isnt nearly as valuable as actually leading people and learning from your

own mistakes.Nearly all men can stand adversity, but if you want to test a mans character, give

him power.

Leadership is understanding people and involving them to help you do a job. That takes all of the

good characteristics, like integrity, dedication of purpose, selflessness, knowledge, skill as well

as determination not to accept failure. The quality of a leader is reflected in the standards they set

for themselves. Leadership is the art of getting someone else to do something you want done

because he wants to do it. It is action and not position. One, who cannot obey, cannot command.


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TAKING A LEADERSHIP POSITION

Taking a leadership position means: Having a vision about what can be accomplished. Making a commitment to the mission and to the people you lead. Taking responsibility for the accomplishment of the mission and the welfare of those you

lead.

Assuming risk of loss and failure. Accepting recognition for success.

CHARACTERISTICS OF GREAT LEADERS

There is a saying that great leaders are made not born. This should give you hope that once you

understand the characteristics of a great leader you can become one yourself. Here are a few

things that every great leader does or possesses within themselves to inspire people around them.

1. Leaders are always improving. They understand that things are changing around them andfor them to be great leader they must be changing too!

2. Great leaders inspire people around them to become better. People want to do their bestbecause of their leadership.

3. Leaders know how to concentrate on people's strengths and not their weaknesses. Everyonehas things that they are good at and leaders know how to bring this out in a person.

4. Leaders are pro active and not reactive. They understand the importance of leading theirpeople and not waiting for somebody else to get started.

5. Leaders treat people with respect and importance. They know that to get a person to dosomething they need to want to do it. Treating people with respect and importance is atechnique that works for this.

6. Great leaders are self-motivated. They understand there will be ups and downs in their lifeand in their business, but they stay positive and do not let outside influences affect their

attitudes.

7. Leaders are well spoken. They know how to say the right thing at the right time.


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8. Leaders are always prepared. They don't leave things to chance but rather they control

situations through preparation.

9. Great leaders do not have big egos. They care about others as opposed to being a selfcentered individual.

10.Great leaders are great mentors. They know how to pass on the knowledge that theythemselves have personally already attained.

11.Leaders are people who write downgoals and strive to achieve them. They understand theimportance of goal setting and the example that they are teaching by doing this.

12.Great leaders are ambitious hard workers. They never expect more out of the peoplearound them then they are willing to give themselves. This type of attitude is contagious and

leads to everybody working harder.

MANAGERS VS. LEADERS

MANAGERS LEADERS

Focus on things Focus on people

Do things right Do the right things

Plan Inspire

Organize Influence

Direct Motivate

Control Build

Follow the rules Shape entities


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KARTA

Karta means head of the family. When family members takes the initiative and startsthe business, karta becomes the head or overall in-charge of business because business is an

extension of the family. So whatever values, ethics, morals the karta believes that will be the

base of business culture in the organisation. He is the ultimate authority in decision-making. The

other members, involved in that business are called as co-partners.

Karta is having unlimited liability. How to run the business, wherefrom finance will be

arranged, whether to sell the property or not, all will be decided by him and co-partners have to

follow his decision.

He is the leader who manages the business. He directs, guides the other members so that

they can give their best output to the organisation. He is a fatherly-figure who is always there to

provide help and support. He rewards and punishes according to situation and does not interact

much with followers. In his organisation decision-making is mostly centralized. As far as

leadership style is concerned he plays the role of a benevolent authoritative leader.


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LEADERSHIP CHALLENGES

There are five challenges most leaders will face during their tenure as leaders, whether working

for a corporation or for themselves.

1. Creating and Maintaining a Diversified Team

All leaders work with teams. These teams include diverse individuals with different

backgrounds, experiences and even ethnicitys. One of the greatest challenges of leadership

in modern society is finding ways to create a unified front among team members. This is

often difficult when members of a team may remain at remote areas.

Thanks to modern technology, not all members of a team will necessarily work in the samefacility. A leader can overcome the challenges associated with creating and preserving a

diversified team by encouraging horizontal communication and knowledge sharing. What

this means is information does not come from the top-down alone, but instead from person to

person.

The best way to create and uphold a diversified yet efficient team is to make sure each

member of the team receives routine communications. Andrew Jackson Universitys

Bachelor of Science program in business teaches leaders and future leaders how to work in

the modern workforce, and create diversified teams able to communicate clearly.

2. Inspiring Others to Share the Leaders/Organizational Vision

A mission and vision are essential to any successful business. It is not enough however, for a

leader to promote a vision or mission. Rather, it is the role of a leader to ensure that every

member of their team and the organization share a common mission and vision.

A leader can take on the challenge of inspiring others by clearly communicating how a

companys mission and vision will benefit not just the organization, but also the people

working for it. By explaining how each incumbent will benefit from the mission, a leaderwill inspire others to share the same corporate vision.

3. Facilitating Open and Clear Communication among Co-workers

Clear and concise communication is essential for success. A leader has a duty to

communicate well with others, but also teach others how to communicate clearly. AJU offers


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an online Certificate in Business Communication that teaches students how to communicate

better when working in groups or alone in the workplace.

4. Empowering Incumbents to Take Action

The days of micromanagement are over. Nowadays, employees want to feel inspired. The

best way to inspire employees is by empowering them to excel and achieve. A leaders role

includes providing employees the ability to make proactive choices. That means including

employees in the decision making process so they become part of the organizational team. A

leader can also empower employees by encouraging them to write down an action plan for

each problem that needs solving in the organization. This process should include setting up

goals and the exact steps necessary to take action to resolve problems.

5. Providing Inspiration to Others

Last, but certainly not least, a leader must provide inspiration to others. Some of the worlds

best leaders are defined by their charisma or ability to inspire and motivate others. A leader

must remain committed to the cause, but also recognize the potential in employees to achieve

great things. To learn more about how to become an inspiring leader, check out the Brian

Tracy College at Andrew Jackson Universitys leadership programs.

With the right skills and training, anyone can lead.


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INDIAN AUTHENTIC LEADERS

SHIVAJI MAHARAJ

Shivaji Bhosle (19 February 1630 3 April 1680), with the royal title Chhatrapati Shivaji Maharaj was

a Maratha king from the Bhosle dynasty who founded the Maratha empire. Shivaji led a resistance to free the

Marathas from Sultanate of Bijapur, and establish the rule of the Hindus ("Hindavi Swarajya"). He created an

independent Maratha kingdom with Raigad as its capital, and fought against the Mughals to defend his kingdom

successfully.[6]

He was crowned as Chhatrapati of the Maratha Kingdom in 1674.

He achieved the re-establishment of Maratha rule on their homeland after being ruled and dominated by various

Muslim dynasties for few hundred years. He established a competent and progressive civil rule with the help of well

regulated and disciplined military and well structured administrative organizations. The prevalent practices of

treating women as spoils of war, destruction of religious monuments, slavery and forceful religious conversions

were firmly opposed under his administration. Shivaji was a religious Hindu, and showed respect for all other

religions.

MAHATMA GANDHI

Gandhi can be considered the most modern political thinker India has ever had. He imbibed the best from the

East and the West and evolved a political philosophy that worked miracles. Today, in a polity steeped incorruption, perhaps there is a need to rediscover Gandhi. As he opined in his journal,Harijan: "There are eternal

principles which admit of no compromise, and one must be prepared to lay down one's life in the practice of

them." He adhered to these principles in all walks of his life and even extended them in his attempt to create a

resurgence of the nationalistic spirit among Indians.

BHAGAT SINGH

The aim of life is no more to control the mind, but to develop it harmoniously; not to achieve

salvation here after, but to make the best use of it here below; and not to realize truth, beauty and

good only in contemplation, but also in the actual experience of daily life; social progress

depends not upon the ennoblement of the few but on the enrichment of democracy; universal

brotherhood can be achieved only when there is an equality of opportunity - of opportunity in the

social, political and individual life."From Bhagat Singh's prison diary.
http://en.wikipedia.org/wiki/Marathahttp://en.wikipedia.org/wiki/Bhoslehttp://en.wikipedia.org/wiki/Maratha_empirehttp://en.wikipedia.org/wiki/Hindavi_Swarajyahttp://en.wikipedia.org/wiki/Hindavi_Swarajyahttp://en.wikipedia.org/wiki/Hindavi_Swarajyahttp://en.wikipedia.org/wiki/Raigad_forthttp://en.wikipedia.org/wiki/Mughal_Empirehttp://en.wikipedia.org/wiki/Shivaji#cite_note-jstor.org-5http://en.wikipedia.org/wiki/Shivaji#cite_note-jstor.org-5http://en.wikipedia.org/wiki/Shivaji#cite_note-jstor.org-5http://en.wikipedia.org/wiki/Shivaji#cite_note-jstor.org-5http://en.wikipedia.org/wiki/Mughal_Empirehttp://en.wikipedia.org/wiki/Raigad_forthttp://en.wikipedia.org/wiki/Hindavi_Swarajyahttp://en.wikipedia.org/wiki/Maratha_empirehttp://en.wikipedia.org/wiki/Bhoslehttp://en.wikipedia.org/wiki/Maratha


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At an early age, Bhagat Singh started dreaming of uprooting the British Empire. Never afraid of

fighting during his childhood, he thought of "growing guns in the fields," so that he could fight

against the British. The Ghadar Movement left a deep imprint on his mind. Kartar Sing Sarabha,

hanged at the age of 19, became his hero. The massacre at Jallianwala Baugh on April 13, 1919

drove him to go to Amritsar, where he kissed the earth sanctified by the martyrs' blood and

brought back home a little of the soaked soil. He studied in the D.A.V. School in Lahore. At the

age of 16, he used to wonder why so many Indians could not drive away this fistful of invaders.

This man's only mission in life was to see his country free from British rule. He did his best and

when he was being led to the gallows, he was satisfied that he had lived up to his principles,

irrespective of the consequences. The only thing that made him sad was that he couldn't do more

for his country.


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INDIAN STYLE OF LEADERSHIP

1. Autocratic leadership

Autocratic leadership is an extreme form of transactional leadership, where leaders have absolute

power over their workers or team. Staff and team members have little opportunity to make

suggestions, even if these would be in the team's or the organization's best interest.

Most people tend to resent being treated like this. Therefore, autocratic leadership often leads to

high levels of absenteeism and staff turnover. However, for some routine and unskilled jobs, the

style can remain effective because the advantages of control may outweigh the disadvantages.

2.Bureaucratic leadership

Bureaucratic leaders work "by the book." They follow rules rigorously, and ensure that their

staffs follow procedures precisely. This is a very appropriate style for work involving serious

safety risks (such as working with machinery, with toxic substances, or at dangerous heights) or

where large sums of money are involved (such as handling cash).

3. Charismatic leadershipA charismatic leadership style can seem similar to transformational leadership, because these

leaders inspire lots of enthusiasm in their teams and are very energetic in driving others forward.

However, charismatic leaders can tend to believe more in themselves than in their teams, and this

creates a risk that a project, or even an entire organization, might collapse if the leader leaves. In

the eyes of the followers, success is directly connected to the presence of the charismatic leader.

As such, charismatic leadership carries great responsibility, and it needs a long-term commitment

from the leader.


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4. Democratic leadership or participative leadership

Although democratic leaders make the final decisions, they invite other members of the team to

contribute to the decision-making process. This not only increases job satisfaction by involving

team members, but it also helps to develop people's skills. Team members feel in control of their

own destiny, so they're motivated to work hard by more than just a financial reward.

Because participation takes time, this approach can take longer, but often the end result is better.

The approach can be most suitable when working as a team is essential, and when quality is

more important than speed to market, or productivity.

5. Laissez-faire leadership

This French phrase means "leave it be," and it's used to describe leaders who leave their team

members to work on their own. It can be effective if the leader monitors what's being achieved

and communicates this back to the team regularly. Most often, laissez-faire leadership is

effective when individual team members are very experienced and skilled self-starters.

Unfortunately, this type of leadership can also occur when managers don't apply sufficient

control.

6. People-oriented leadership or relations-oriented leadership

This is the opposite of task-oriented leadership. With people-oriented leadership, leaders are

totally focused on organizing, supporting, and developing the people in their teams. It's a

participative style, and it tends to encourage good teamwork and creative collaboration.

In practice, most leaders use both task-oriented and people-oriented styles of leadership.

7. Servant leadership

This term, created by Robert Greenleaf in the 1970s, describes a leader who is often not formally

recognized as such. When someone, at any level within an organization, leads simply by meeting

the needs of the team, he or she is described as a "servant leader."


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In many ways, servant leadership is a form of democratic leadership, because the whole team

tends to be involved in decision making.

Supporters of the servant leadership model suggest that it's an important way to move ahead in a

world where values are increasingly important, and where servant leaders achieve power on the

basis of their values and ideals. Others believe that in competitive leadership situations, people

who practice servant leadership can find themselves left behind by leaders using other leadership

styles.

8. Task-Oriented leadership

Highly task-oriented leaders focus only on getting the job done, and they can be quite autocratic.

They actively define the work and the roles required, put structures in place, plan, organize, and

monitor. However, because task-oriented leaders don't tend to think much about the well-being

of their teams, this approach can suffer many of the flaws of autocratic leadership, with

difficulties in motivating and retaining staff.

9. Transactional leadership

This style of leadership starts with the idea that team members agree to obey their leader totally

when they accept a job. The "transaction" is usually the organization paying the team members

in return for their effort and compliance. The leader has a right to "punish" team members if their

work doesn't meet the pre-determined standard.

Team members can do little to improve their job satisfaction under transactional leadership. The

leader could give team members some control of their income/reward by using incentives that

encourage even higher standards or greater productivity. Alternatively, a transactional leader

could practice "management by exception" rather than rewarding better work, the leader could

take corrective action if the required standards are not met.

Transactional leadership is really a type of management, not a true leadership style, because the

focus is on short-term tasks. It has serious limitations for knowledge-based or creative work;

however it can be effective in other situations.


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10.Transformational leadership

As we discussed earlier, people with this leadership style are true leaders who inspire their teams

constantly with a shared vision of the future. While this leader's enthusiasm is often passed onto

the team, he or she can need to be supported by "detail people." That's why, in many

organizations, both transactional and transformational leadership are needed. The transactional

leaders (or managers) ensure that routine work is done reliably, while the transformational

leaders look after initiatives that add new value.


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LEADERSHIP LESSON FROM MAHABHARATA

Mahabharata is an epic of historic, cultural and religious importance. A careful study of this

great epic teaches us important lessons from the perspective of leadership too. Lord Krishna is anavatar (reincarnation) of Lord Vishnu and is a highly popular and respected deity synonymous

with great intelligence, communication skills and love and affection capable of resolving any

crisis faced by his devotees.

Speaking in modern jargon, Lord Krishna can be best described as The greatest crisis Manager

the world has ever seen. In the entire Mahabharata which has epical magnitude, there are many

diverse characters impressing us with their responses in the midst of great challenges. However,

Lord Krishna as a central character time and again comes across as a master strategist and tactful

leader adopting different leadership styles according to situation and people he had to deal with.

Let us look at some well known anecdotes to illustrate this point.

1. In the Kurukshetra war with Kauravas, Lord Krishna takes the reins as Arjunascharioteer. On seeing a reluctant Arjuna unwilling to fight and destroy his own relatives in

the war, Lord Krishna advices Arjuna in the nature of a discourse called Bhagavad-Gita

about the responsibilities of a soldier and the finer and broader aspects of human life. Arjuna

was a sensitive but extremely thoughtful, righteous person with a great sense of duty.

Here the tactful Krishna understanding Arjunas personality uses directive style of leadership

effectively persuading Arjuna to begin the Great War.

2. Lord Krishna being a great supporter of Pandavas does not spare even Bhishma and managesto find a way to tackle the veteran general of the Kauravas who had led the war for the first

nine days causing extensive damage to the army of the Pandavas. Great warrior, as strong as

steel in character, symbolic of truth and duty and extremely human. He was invincible and

blessed to choose the manner and time of his death. Lord Krishna takes Yudhisthira to

Bhishma seeking the secret of becoming victorious in the war. Bhishma, knowing that

Pandavas truly deserved to win the battle, tells Yudhisthira the secret of overcoming him as a


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prelude to winning the war. Bhishma thus confronted by Shikandi on the tenth day of the war

refuses to consider him as a man and throws down his bow and arrows choosing not to fight.

Lord Krishna thus uses an influencing style of leadership and tackles Bhishma by making

him the general of the enemy front as an ally by a tacit understanding using subtle

diplomacy.

3. Yudhisthira, the eldest of the Pandavas, was the very embodiment of Satya (truth) andDharma (righteousness). When Kauravas guru and general Drona was leading the battle,

tactful Lord Krishna uses Yudhisthira cleverly. Drona was unconquerable and was

devastating the army of the Pandavas. Lord Krishna realises that the only way to rid Drona

was by exploiting his weakness for his son-Ashwatthaama. In the midst of all the think-tank

of the Pandavas, Lord Krishna says that the only way to kill Drona is to convey to him that

his son Ashwatthaama is dead. Understanding that Drona can only believe this story, if

Yudhisthira says it, everyone look at Yudhisthira to take up the responsibility. Yudhisthira

accepts the responsibility finally and says Ashwatthaama hathaha (Ashwatthaama dead)

but his personality remains somewhat unblemished by clever manipulation of Lord Krishna

by getting an elephant called Ashwatthaama killed and the word elephant getting lost and

unheard in the din of the battle.

A disheartened Drona gives up the weapons and dies soon in the battle. Lord Krishna thus

achieves the objective of eliminating Drona by using a participative leadership style to

prepare Yudhisthira to accept the responsibility of telling a half truth.

4. At another decisive point in the same war, Karna is fighting against Arjuna and the chariot ofKarna sinks in the sludge of the battle field. When Karna reminds Arjuna that its not

Dharma to take advantage of the situation, Lord Krishna taunts Karna by asking where his

Dharma was when Draupadi was dragged into an open court and humiliated or when

Yudhisthira was deceived in a foul play of dices or when Pandavas werent handed over the


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kingdom even after the exile was duly completed. He thus influences the mind of Arjuna and

then literally orders Arjuna not to waste time, take out his arrow and kill the evil enemy.

In this scenario, Lord Krishna uses authoritative leadership style, literally ordering a

wavering and shaky Arjuna to act.

5. As a true leader, Lord Krishna similarly manages Duryodhana. Lord Krishna learns thatGandhaari planned to use the magical powers of her eyes blindfolded for long and energise

Duryodhanas body making him invincible from any attack. He meets a completely nude

Duryodhana on way to meet his mother and mocks at him to at least cover his groin. Lord

Krishna thus cleverly prompts Duryodhana to cover his groin and when Gandhaari opens her

eyes; his body is energised and made invincible everywhere except his thighs and groin. Lord

Krishna thus influences (Leadership by attraction) Duryodhana and makes him vulnerable.

Later in the fight, Lord Krishna reminds Bheema of his oath to split Duryodhanas thighs and

thus ordering (authoritative leadership) him to strike. Bheema hits Duryodhana with a mace

in the thighs and kills him eventually.

Lord Krishna changed his leadership style according to the situation recognising the people

and their potential. He clearly knew what appealed to whom and how to get work done. He

was the one who identified Ashwatthaama as Dronas weakness as well as the fact thatBhishma always wanted to be on the side of dharma and was caught between dharma and

duty.

Equally outstanding are the ways in which he handled men like Duryodhana and Karna at

very crucial points in Mahabharata. He effectively used different leadership styles such as

authoritative, directive, participative or even attractive styles of leadership, changing

sometimes as a chameleon but always safeguarding dharma and always working towards

what is right.

Most importantly, being the people oriented leader that he was, he guided and facilitated


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people to perform or achieve their goals. Imagine Mahabharata for a while without Lord

Krishna and then we realise the vacuum in the absence of leaders.

Lord Krishna was thus a great pragmatic and clever leader, using the resources of men and

material most efficiently and proactively. A leader in corporate world attempts to do exactly

the same, as increasingly, businesses are getting more people oriented. Therefore there is

great potential and opportunity to gain wisdom by drawing examples from our great epics

and use them as our guiding philosophy in the corporate world as well as in our day to day

life while facing short term and long term challenges, a leader is continuously working

towards influencing people, making powerful allies and neutralising competitors. A corporate

leader is a visionary working towards the well being of all stakeholders while being on a

righteous path (the dharma)

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