PROJECT REPORT ON

LEADERSHIP MANAGEMENT

SUBMITTED BY

SUMIT CHOWDHURY

ROLL NO: S-310

BACHELOR OF MANAGEMENT STUDIES SEMESTER-V

ACADEMIC YEAR 2012-13

PROJECT GUIDE

Prof. DIVYA KANCHAN

KHAR EDUCATION SOCIETY’S COLLEGE OF COMMERCE AND

ECONOMICS

KHAR WEST

MUMBAI-400052

P a g e | 2

DECLARATION

I, SUMIT CHOWDHURY of KHAR EDUCATION SOCIETY’S COLLEGE OF

COMMERCE AND ECONOMICS of TYBMS [Semester V] hereby declare that I

have completed my project, titled ‘Leadership management’ in the Academic Year

2012-2013.

The information submitted herein is true and original to the best of my knowledge.

_____________________

Signature of Student

[SUMIT CHOWDHURY]

P a g e | 3

ACKNOWLEDGEMENT

To list who all helped me is difficult because they are so numerous and the depth is so enormous.

I would like to acknowledge the following as being idealistic channel and fresh dimension in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to do this project..I take this opportunity to thank our coordinator Mrs. Shivangi bhatt, for her moral support and guidance.

I would also like to express my sincere gratitude towards my project guide MS. Divya kanchan whose guidance and care made the project successful.

I would like to thank my college library, for having provided various reference books and magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped me in the completion of the project, especially my parents and my peers who supported me throughout my project.

P a g e | 4

INDEX

Sr no. TOPIC Page

no.

1. INTRODUCTION OF LEADERSHIP 7-39

I Managers or leaders 10

II Leadership theories and approach 11

III Leadership styles 13

IV Blake Mounton managerial grid 29

V Leadership qualities 35

2. Leading by example 36

GREAT LEADERS 40-52

I Adolf Hitler 40

II Ratan Tata 43

III Dhirajlal Hirachand Ambani 47

IV Steve Jobs 50

3. LEADERSHIP STARTS WITH YOU,NOT THEM 53-64

I Emotional Intelligence 53

II 10 Common Leadership And Management Mistakes 59

III Situational Factors 63

4. LEADERSHIP AND EMPOWERMENT 65-71

I Training 65

II Mentoring 66

III Coaching 69

5. MOTIVATION AT WORK, MOTIVATION AND

LEADERSHIP 72

6. TYPES OF LEADERSHIP 75-85

P a g e | 5

I Strategic Leadership 75

II Ethical Leadership 81

8. CONCLUSION 86

9. BIBLOGRAPHY 87

EXECUTIVE SUMMARY

P a g e | 6

Leadership is a part of all us at home, in business, and our community. What

was extremely beneficial to me was that reading through the various theories, and

case studies, I was able to identify with many of these examples and situations. It

had enriched me with an insight about myself.

It is that very awareness of both my personal and other people's behaviors that

makes leadership possible. I am the first to admit that learning about leadership

management does not automatically make one a good leader, but they give a

tremendous insight and the possibility to become a better one.

My own view is that “Leadership is a process to change or create something from

what otherwise would be chaos”. It must be highly flexible and demands

awareness, skills, and sensitivity. It is highly dependent on situations. Leadership is

being human. They are all equally eye opening for everyone in the organization.

LEADERSHIP MANAGEMENT

P a g e | 7

What is leadership?

"Leaders are people who do the right thing; managers are people who do things

right."

– Professor Warren G. Bennis

"Leadership is the art of getting someone else to do something you want done

because he wants to do it."

– Dwight D. Eisenhower

The word "leadership" can bring to mind a variety of images. For example:

An army officer, charging forward to meet the enemy.

An explorer, cutting a path through the jungle for the rest of his party to

follow.

An executive, developing her company's strategy to remain ahead of the

competition.

Leaders help themselves and others to do the right things. They set direction, build

an inspiring vision, and create something new. Leadership is about mapping out

P a g e | 8

where you need to go to "win" as a team or an organization. Leadership is

dynamic, vibrant, and inspiring. Yet, while leaders set the direction, they must also

use management skills to guide their team to the right destination in a smooth and

efficient way.

In this article, we'll focus on the process of leadership. In particular, we'll discuss

the "transformational leadership" model, first proposed by James Macgregor

Burns. This model highlights visionary thinking and bringing about change,

instead of management processes that are only designed to maintain current

performance.

It’s the ability to influence a group toward the achievement of goals Leadership

Management is a function of knowing yourself, having a vision that is well

communicated, building trust among colleagues and taking effective action to

realize your own leadership potential, Leadership Management is about building

teams and communicating so that everyone works together. The importance of

leadership is a key ingredient to successful businesses and championship teams.

Teams that have this synergy tend to be the ones on top.

A leader is someone you trust and is knowledgeable, but not all knowing; speaks

with purpose, but listens well; sets the example and lives the corporate values

everyone is expected to follow.

Why Is Leadership Management Important?

P a g e | 9

Leadership is about building teams and communicating so that everyone

works together. The importance of leadership is a key ingredient to

successful businesses and championship teams.

Teams that have this synergy tend to be the ones on top.

Effective leadership helps our nation through times of peril

It makes a business organization successful.

It enables a not-for-profit organization to fulfill its mission. Without

leadership, organizations move too slowly, stagnate and lose their way

“Leadership is the ability to achieve great personal and organizational results through

others using positive interpersonal relationships.”

MANAGER OR LEADER???

P a g e | 10

We hereby kill the word “manager.” Burn it, rip it up, stab it, it is done. It is heavily stigmatized as “second-class citizen” compared to the idealized “leader. “Frankly, we simply do not need it. “Leader” will do. It is a big lie that “managers” and “leaders” are different things. Managers deal with the present. Leaders deal with the future. I am sure you have heard things like this beforeI actually found the list below saying that:

A manager takes care of where you are; a leader takes you to a new place.

A manager deals with complexity; a leader deals with uncertainty.

A manager is concerned with finding the facts; a leader makes decisions.

A manager is concerned with doing things right; a leader is concerned with doing the right things.

A manager’s critical concern is efficiency; a leader focuses on effectiveness.

A manager creates policies; a leader establishes principles.

A manager finds answers and solutions; a leader formulates the questions and identifies the problems.

Hopefully, you see the humor and absurdity in these statements. In reality, managers and leaders are the same thing. However, there are many bad leaders!

P a g e | 11

Stop thinking about “manager” versus “leader,” and start thinking about what it means to be a “great leader.”

LEADERSHIP THEORIES APPROACHES

Theoretical based: Theories always provided basis for the understanding of

different concepts. Let’s discuss first the basic approaches/theories which will help

us to understand the other approaches and theories directly related to leaderships.

Theory X and Theory Y

Understanding team member motivation:

What motivates employees to go to work each morning? Many people get great

satisfaction from their work and take great pride in it; others may view it as a

burden, and simply work to survive.

This question of motivation has been studied by management theorists and social

psychologists for decades, in attempts to identify successful approaches to

management.

Understanding the Theories:

Your management style is strongly influenced by your beliefs and assumptions

about what motivates members of your team: If you believe that team members

dislike work, you will tend towards an authoritarian style of management; On the

other hand, if you assume that employees take pride in doing a good job, you will

tend to adopt a more participative style.

P a g e | 12

Theory X

Theory X assumes that employees are naturally unmotivated and dislike working,

and this encourages an authoritarian style of management. According to this view,

management must actively intervene to get things done. This style of management

assumes that workers:

Dislike working.

Avoid responsibility and need to be directed.

Have to be controlled, forced, and threatened to deliver what's needed.

Need to be supervised at every step, with controls put in place.

Need to be enticed to produce results; otherwise they have no ambition or

incentive to work.

X-Type organizations tend to be top heavy, with managers and supervisors

required at every step to control workers. There is little delegation of authority and

control remains firmly centralized.

McGregor recognized that X-Type workers are in fact usually the minority, and yet

in mass organizations, such as large scale production environment, X Theory

management may be required and can be unavoidable.

Theory Y

Theory Y expounds a participative style of management that is de-centralized. It

assumes that employees are happy to work, are self-motivated and creative, and

enjoy working with greater responsibility. It assumes that workers:

Take responsibility and are motivated to fulfill the goals they are given.

Seek and accept responsibility and do not need much direction.

Consider work as a natural part of life and solve work problems

imaginatively.

P a g e | 13

This more participative management style tends to be more widely applicable. In

Y-Type organizations, people at lower levels of the organization are involved in

decision making and have more responsibility.

Leadership Styles and Theories

Using the Right One for the Situation

From Mahatma Gandhi to Winston Churchill to Martin Luther King, there are as

many leadership styles as there are leaders. Fortunately, businesspeople and

psychologists have developed useful and simple ways to describe the main styles

of leadership, and these can help aspiring leaders understand which styles they

should use.

So, whether you manage a team at work, captain a sports team, or lead a major

corporation, which approach is best?

With this in mind, there are many different frameworks that have shaped our

current understanding of leadership, and many of these have their place, just as

long as they're used appropriately.

Leadership Theories

Researchers have developed a number of leadership theories over the years. These

fall into four main groups:

1. Behavioral theories – What does a good leader do?

P a g e | 14

Behavioral theories focus on how leaders behave. Do they dictate what needs to be

done and expect cooperation? Or do they involve the team in decisions to

encourage acceptance and support?

In the 1930s, Kurt Lewin developed a leadership framework based on a leader's

decision-making behavior. Lewin argued that there are three types of leaders:

1. Autocratic leaders  Make decisions without consulting their teams. This is

considered appropriate when decisions genuinely need to be taken quickly,

when there's no need for input, and when team agreement isn't necessary for

a successful outcome.

2. Democratic leaders  allow the team to provide input before making a

decision, although the degree of input can vary from leader to leader. This

type of style is important when team agreement matters, but it can be quite

difficult to manage when there are lots of different perspectives and ideas.

3. Laissez-faire leaders  don’t interfere; they allow people within the team to

make many of the decisions. This works well when the team is highly

capable and motivated, and when it doesn't need close monitoring or

supervision. However, this style can arise because the leader is lazy or

distracted, and, here, this approach can fail.

Similar to Lewin's model, the Blake-Mouton Managerial Grid helps you decide

how best to lead, depending on your concern for people versus your concern for

production. The model describes five different leadership styles: impoverished,

country club, team leader, produces or perishes, or middle of the road. The

descriptions of these will help you understand your own leadership habits and

adapt them to meet your team's needs.

P a g e | 15

Clearly, then, how leaders behave impacts on their effectiveness. Researchers have

realized, though, that many of these leadership behaviors are appropriate at

different times. So, the best leaders are those who can use many different

behavioral styles and use the right style for each situation.

2. Contingency theories – How does the situation influence good leadership?

The realization that there isn't one correct type of leader led to theories that the best

leadership style is contingent on, or depends on, the situation. These theories try to

predict which leadership style is best in which circumstance. When a decision is

needed fast, which style is preferred? When the leader needs the full support of the

team, is there a better way to lead? Should a leader be more people oriented or task

oriented? These are all examples of questions that contingency leadership theories

try to address. A popular contingency-based framework is the Hersey-Blanchard

Situational Leadership Theory, which links leadership style with the maturity of

individual members of the leader's team. It’s also contains the following theories:

The Fiedler Model: This is the first comprehensive contingency model for

leadership. Effective group performance depends on the proper match between the

leader’s style of interaction and the degree to which the situation gives control and

influence to the leader. Fiedler developed an instrument, the Least-Preferred Co-

worker (LPC) questionnaire that measures the leader’s behavioral orientation

either task oriented or relationship oriented. He isolated three situational criteria:

leader-member relations, task structure, and position power that can be

manipulated to create the proper match with the behavioral orientation of the

leader.

P a g e | 16

This contingency leadership model is an outgrowth of trait theory. Fiedler,

however, attempted to isolate situations, relating his personality measure to his

situational classification, and then predicting leadership effectiveness. Fiedler

believed that an individual’s basic leadership style is a key factor. The LPC

questionnaire contains 16 contrasting adjectives, asks the respondent to think of all

the co-workers he or she has ever had, and rates that person on a scale of 1 to 8 for

each set of contrasting adjectives. What you say about others tells more about you.

If the least-preferred co-worker was described in positive terms (a high LPC

score), then the respondent was primarily interested in good personal relations with

co-workers. If the least-preferred co-worker is seen in relatively unfavorable terms,

the respondent is primarily interested in productivity and thus would be labeled

task oriented. Fiedler argued that leadership style is innate to a person—you can’t

change your style. It is necessary to match the leader with the situation based on

three criteria.

Leader-member relations-the degree of confidence, trust, and respect

subordinates have in their leader.

Task-structure- The degree to which the job assignments of subordinates are

structured or unstructured.

Position power- The degree of influence a leader has over power variables such as

hiring firing, discipline, promotions, and salary increases.

The next step is to evaluate the situation in terms of these three contingency

variables. The better the leader-member relations, the more highly structured the

job, and the stronger the position power, the more control or influence the leader

has. Fiedler concluded that task-oriented leaders perform best in situations that are

P a g e | 17

very favorable or very unfavorable to them.

A moderately favorable situation, however, is best handled through relationship-

oriented leadership.

Situational Leadership Theory:

Paul Hersey and Kenneth Blanchard developed the leadership model. Which is

Called situational leadership; it shows how a leader should adjust leadership style

to reflect what followers need. Successful leadership is contingent on the

follower’s level of readiness.

Why focus on the followers? And what do they mean by the term readiness?

This emphasis reflects the reality that it is the followers who accept or reject the

leader. Regardless of what the leader does, effectiveness depends on the actions of

his or her followers.

The term “readiness” refers to the extent that people have the ability and the

willingness to accomplish a specific task.

• Hersey and Blanchard identify four specific behaviors.

- Follower: unable and unwilling

– Leader: needs to give clear and specific directions (Selling).

-Follower: unable but willing

–Leader: needs to display high task orientation and high relationship orientation.

(Telling)

- Follower: able but unwilling

Leader: needs to use a supportive and participative style. (Participating)

P a g e | 18

-Follower: both able and willing

Leader: a lenient approach will work. (Delegating)

The most effective behavior depends on a follower’s ability and motivations.

• If a follower is unable and unwilling, the leader needs to display high task

orientation.

• At the other end of the readiness spectrum, if followers are able and willing, the

leader doesn’t need to do much.

• Situational leadership has an intuitive appeal it acknowledges the importance of

followers and builds on the idea that leaders can compensate for the lack of ability

and motivation of their followers.

• Research efforts to test and support the theory have generally been mixed.

Path-Goal Theory:

1. One of the most respected approaches to leadership is path-goal theory.

2. Developed by Robert House, a contingency model of leadership that extracts

key elements from the Ohio State leadership research and the expectancy theory of

motivation.

3. The essence of the theory: the leader’s job is to assist followers in attaining their

goals and to ensure that their goals are compatible with the overall objectives of

the group or organization.

4. A leader’s behavior is acceptable to employees to the degree that they view it as

an immediate source of satisfaction or as a means of future satisfaction.

5. A leader’s behavior is motivational to the degree that it

a) makes employee need-satisfaction contingent on effective performance.

b) Provides the coaching, guidance, support, and reward necessary for effective

P a g e | 19

performance.

6. House identified four leadership behaviors;

a) The directive leader tells employees what is expected of them, schedules work,

and gives specific guidance as to how to accomplish tasks. It parallels initiating

structure.

b) The supportive leader is friendly and shows concern for the needs of

employees. It is essentially synonymous with the dimension of consideration.

c) The participative leader consults with employees and uses their suggestions

before making a decision.

d) The achievement-oriented leader sets challenging goals and expects

employees to perform at their highest levels.

7. In contrast to Fiedler, House assumes that leaders are flexible.

a) Path-goal theory implies that the same leader can display any or all leadership

styles, depending on the situation.

8. Path-goal theory proposes two classes of contingency variables:;

a) Those in the environment that are outside the control of the employee (task

structure, the formal authority system, and the work group).

1) Environmental factors determine leader behavior required if employee outcomes

are to be maximized.

b) Those that are part of the personal characteristics of the employee (locus of

control, experience, and perceived ability).

Personal characteristics determine how the environment and leader behavior are

interpreted.

c) The theory proposes that leader behavior will be ineffective when it is redundant

to sources of environmental structure or incongruent with subordinate

characteristics.

P a g e | 20

9. Research to validate path-goal predictions is encouraging, although not all is

found positive.

The majority of the evidence supports the logic underlying the theory.

Path-Goal Leadership Model

Employee

Contingencies

Environmental

Contingencies

Leader Behaviors

• Directive

• Supportive

• Participative

• Achievement oriented

Leader Effectiveness

• Motivated employees

• Satisfied employees

• Leader acceptance

3. Trait theories – What type of person makes a good leader?

Trait theories argue that leaders share a number of common personality traits and

characteristics, and that leadership emerges from these traits. Early trait theories

promoted the idea that leadership is an innate, instinctive quality that you either

have or don't have. Thankfully, we've moved on from this approach, and we're

P a g e | 21

learning more about what we can do as individuals to develop leadership qualities

within ourselves and others.

What's more, traits are external behaviors that emerge from things going on within

the leader's mind – and it's these internal beliefs and processes that are important

for effective leadership.

Trait theory does, however, help us identify some qualities that are helpful when

leading others and, together, these emerge as a generalized leadership style.

Examples include empathy, assertiveness, good decision-making, and likability

4. Power and influence theories – What is the source of the leader's power?

Power and influence theories of leadership take an entirely different approach.

They're based on the different ways in which leaders use power and influence to

get things done, and the leadership styles that emerge as a result. Perhaps the most

well-known of these theories is French and Raven's Five Forms of Power. This

model distinguishes between using your position to exert power, and using your

personal attributes to be powerful.

An Up-to-Date Understanding of Leadership

Within all of these theories, frameworks, and approaches to leadership, there's an

underlying message that leaders need to have a variety of factors working in their

favor. Effective leadership is not simply based on a set of attributes, behaviors, or

influences. You must have a wide range of abilities and approaches that you can

draw upon.

P a g e | 22

Having said this, however, there's one leadership style that is appropriate in very

many corporate situations – that of Transformational Leadership. A leader using

this style:

Has integrity.

Sets clear goals.

Clearly communicates a vision.

Sets a good example.

Expects the best from the team.

Encourages.

Supports.

Recognizes good work and people.

Provides stimulating work.

Helps people see beyond their self-interests and focus more on team

interests and needs.

Inspires.

In short, transformational leaders are exceptionally motivating, and they're trusted.

When your team trusts you, and is really "fired up" by the way you lead, you can

achieve great things!

Having said that Transformational Leadership suits very many circumstances in

business, we need to remember that there may be situations where it's not the best

style. This is why it's worth knowing about the other styles shown below so that

you have a greater chance of finding the right combination for the situation you

find yourself in.

P a g e | 23

Popular Leadership Styles

The leadership theories and styles discussed so far fit within formal theoretical

frameworks. However, many more terms are used to describe leadership styles,

even if these don't fit within a particular system

1. Autocratic leadership:

The classical approach .Manager retains as much power and decision making

authority as possible. Does not consult staff, nor allowed to give any input,

Staff expected to obey orders without receiving any explanations. Structured set

of rewards and punishments, greatly criticized during the past 30 years .Gen X

staff highly resistant

Autocratic leaders:

Rely on threats and punishment to influence staff.

Do not trust staff.

Do not allow for employee input.

Sometimes the most effective style to use

When:

• New, untrained staff do not know which tasks to perform or which

procedures to follow.

• Effective supervision provided only through detailed orders and instructions.

• Staffs do not respond to any other leadership style.

• Limited time in which to make a decision.

• A manager’s power challenged by staff.

• Work needs to be coordinated with another department or organization.

P a g e | 24

When it should not be used:

• Staff become tense, fearful, or resentful

• Staff expect their opinions heard

• Staff depend on their manager to make all their decisions

• Low staff morale, high turnover and absenteeism and work stoppage

2. Bureaucratic leadership:

It manages “by the book” everything done according to procedure or policy. If

not covered by the book referred to the next level above. A police officer not a

leader enforces the rules.

When it is most effective:

• Staff performing routine tasks over and over

• Staff needs to understand certain standards or procedures.

• Safety or security training conducted

• Staff performing tasks that require handling cash

When it is ineffective:

• Work habits form that is hard to break, especially if they are no longer

useful.

• Staffs lose their interest in their jobs and in their co-workers.

• Staff do only what is expected of them and no more.

3. Charismatic leadership

A 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,

P a g e | 25

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.

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. Also known as

participative style it encourages staff to be a part of the decision making. Keeps

staff informed about everything that affects their work and shares decision making

and problem solving responsibilities

A coach who has the final decision, but gathers information from staff before

making a decision. Produce high quality and high quantity work for long periods of

time. Staff likes the trust they receive and respond with cooperation, team spirit,

and high morale

It also develops plans to help staff evaluate their own performance. It allows staff

to establish goals. Encourages staff to grow on the job and be promoted.

Recognizes and encourages achievement

When most effective:

It wants to keep staff informed about matters that affect them.

Wants staff to share in decision-making and problem-solving duties.

Wants to provide opportunities for staff to develop a high sense of personal

growth and job satisfaction.

P a g e | 26

A large or complex problem that requires lots of input to solve.

Changes must be made or problems solved that affect staff.

Want to encourage team building and participation.

Democratic leadership should not be used when …

Not enough time to get everyone’s input.

Easier and more cost-effective for the manager to make the decision.

Can’t afford mistakes.

Manager feels threatened by this type of leadership.

Staff safety is a critical concern.

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. Also known as the “hands-off¨

style .The manager provides little or no direction and gives staff as much freedom

as possible. All authority or power given to the staff and they determine goals,

make decisions, and resolve problems on their own

An effective style to use …

Staff highly skilled, experienced, and educated staff has pride in their work and the

drive to do it successfully on their own Outside experts, such as staff specialists or

consultants used Staff’s trustworthy and experience.

Should not be used:

Staff feels insecure at the unavailability of a manager.

The manager cannot provide regular feedback to staff on how well they are doing.

Managers are unable to thank staff for their good work.

P a g e | 27

The manager doesn’t understand his or her responsibilities and hoping the staff

covers for him or her.

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."

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

P a g e | 28

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.

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

P a g e | 29

"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.

Blake Mouton Managerial Grid

Balancing Task- and People-Oriented Leadership

When a boss puts you in charge of organizing the company Christmas party, what

do you do first? Do you develop a time line and start assigning tasks or do you

think about who would prefer to do what and try to schedule around their needs?

When the planning starts to fall behind schedule, what is your first reaction? Do

you chase everyone to get back on track, or do you ease off a bit recognizing that

everyone is busy just doing his/her job, let alone the extra tasks you’ve assigned?

The answers to these types of questions can reveal a great deal about personal

leadership style. Some leaders are very task-oriented; they simply want to get

things done. Others are very people-oriented; they want people to be happy. And

others are a combination of the two. If you prefer to lead by setting and enforcing

tight schedules, you tend to be more production-oriented (or task-oriented). If you

make people your priority and try to accommodate employee needs, then you’re

more people-oriented.

Neither preference is right or wrong, just as no one type of leadership style is best

for all situations. However, it's useful to understand what your natural leadership

tendencies are, so that you can then begin working on developing skills that you

may be missing.

P a g e | 30

A popular framework for thinking about a leader’s ‘task versus person’ orientation

was developed by Robert Blake and Jane Mouton in the early 1960s. Called the

Managerial Grid, or Leadership Grid, it plots the degree of task-centeredness

versus person-centeredness and identifies five combinations as distinct leadership

styles. Understanding the Model

The Managerial Grid is based on two behavioral dimensions:

Concern for People – This is the degree to which a leader considers the

needs of team members, their interests, and areas of personal development

when deciding how best to accomplish a task.

Concern for Production – This is the degree to which a leader emphasizes

concrete objectives, organizational efficiency and high productivity when

deciding how best to accomplish a task.

Using the axis to plot leadership ‘concerns for production’ versus ‘concerns for

people’, Blake and Mouton defined the following five leadership styles:

 

P a g e | 31

 

Country Club Leadership – High People/Low Production

This style of leader is most concerned about the needs and feelings of members of

his/her team. These people operate under the assumption that as long as team

members are happy and secure then they will work hard. What tends to result is a

work environment that is very relaxed and fun but where production suffers due to

lack of direction and control.

Produce or Perish Leadership – High Production/Low People

Also known as Authoritarian or Compliance Leaders, people in this category

believe that employees are simply a means to an end. Employee needs are always

secondary to the need for efficient and productive workplaces. This type of leader

is very autocratic, has strict work rules, policies, and procedures, and views

punishment as the most effective means to motivate employees.

P a g e | 32

Impoverished Leadership – Low Production/Low People

This leader is mostly ineffective. He/she has neither a high regard for creating

systems for getting the job done, nor for creating a work environment that is

satisfying and motivating. The result is a place of disorganization, dissatisfaction

and disharmony.

Middle-of-the-Road Leadership – Medium Production/Medium People

This style seems to be a balance of the two competing concerns. It may at first

appear to be an ideal compromise. Therein lays the problem, though: When you

compromise, you necessarily give away a bit of each concern so that neither

production nor people needs are fully met. Leaders who use this style settle for

average performance and often believe that this is the most anyone can expect.

Team Leadership – High Production/High People

According to the Blake Mouton model, this is the pinnacle of managerial style.

These leaders stress production needs and the needs of the people equally highly.

The premise here is that employees are involved in understanding organizational

purpose and determining production needs. When employees are committed to,

and have a stake in the organization’s success, their needs and production needs

coincide. This creates a team environment based on trust and respect, which leads

to high satisfaction and motivation and, as a result, high production.

Applying the Blake Mouton Managerial Grid:

Being aware of the various approaches is the first step in understanding and

improving how well you perform as a manager. It is important to understand how

you currently operate, so that you can then identify ways of becoming competent

in both realms.

P a g e | 33

Step One: Identify your leadership style

Think of some recent situations where you were the leader. 

For each of these situations, place yourself in the grid according to where

you believe you fit.

Step Two: Identify areas of improvement and develop your leadership skills

Look at your current leadership method and critically analyze its

effectiveness.

Look at ways you can improve. Are you settling for ‘middle of the road’

because it is easier than reaching for more?

Identify ways to get the skills you need to reach the Team Leadership

position. These may include involving others in problem solving or

improving how you communicate with them, if you feel you are too task-

oriented. Or it may mean becoming clearer about scheduling or monitoring

project progress if you tend to focus too much on people.

Continually monitor your performance and watch for situations when you

slip back into bad old habits.

Step Three: Put the Grid in Context

It is important to recognize that the Team Leadership style isn’t always the

most effective approach in every situation. While the benefits of democratic and

participative management are universally accepted, there are times that call for

more attention in one area than another.

If your company is in the midst of a merger or some other significant change, it

is often acceptable to place a higher emphasis on people than on production.

Likewise, when faced with an economic hardship or physical risk, people concerns

P a g e | 34

may be placed on the back burner, for the short-term at least, to achieve high

productivity and efficiency.

Theories of leadership have moved on a certain amount since the Blake Mouton

Grid was originally proposed.

And in many situations, the "Team Leader" as an ideal has moved to the ideal of

the "Transformational Leader": Someone who, according to leadership researcher

Bernard Bass:

Is a model of integrity and fairness?

Sets clear goals.

Have high expectations.

Encourages.

Provides support and recognition.

Stirs people's emotions.

Gets people to look beyond their self-interest.

Inspires people to reach for the improbable.

So use Blake Mouton as a helpful model, but don't treat it as an "eternal truth".

P a g e | 35

LEADERSHIP QUALITIES:

1. Humility: It is often found in the most effective leaders, including Pope John

Paul II and Abraham Lincoln.

2. Integrity: Leaders in different industries and cultures can and do spar over the

rules, but integrity is the bedrock characteristic of straight dealing. If you lose your

integrity, you lose everything.

3. Decisiveness: A leader's ability to step up and make decisions, even if it's

deciding only when consensus has been reached and it's time to act.

4. Take risk: Leaders have the courage to act in situations where results aren’t

assured. They’re willing to risk failure.

5. Emotional resonance: This is the ability to grasp what motivates others and use

it to inspire them into action.

6. Build Teams: Leaders create productive teams that draw the best from people.

They effectively coach teams in collaboration, consensus building, and conflict

resolution.

7. Conviction: All leaders everywhere believe in what they're doing.

8. Dedication: Dedication means spending whatever time and energy on a task is

required to get the job done, rather than giving it whatever time you have available.

P a g e | 36

9. Magnanimity: A magnanimous person gives credit where it is due. It also

means being gracious in defeat and allowing others who are defeated to retain their

dignity.

10. Openness: Openness means being able to listen to ideas that are outside one's

current mental models, being able to suspend judgment until after one has heard

someone else's ideas.

Leading by Example

Making sure you "walk the talk

There's the boss who tells everyone to stay late, and then leaves promptly at

5:00pm to go golfing. There's the supervisor who criticizes everyone for spending

time on the Internet, but is discovered buying groceries online in the middle of the

afternoon.

Do you know any of these people?

There's hardly anything worse for company morale than leaders who practice the

"Do as I say, not as I do" philosophy. When this happens, you can almost see the

loss of enthusiasm and goodwill among the staff. It's like watching the air go out of

a balloon and cynicism and disappointment usually take its place.

No matter what the situation is, double standards witnessing people say one thing

and then doing another always feel like betrayals. They can be very destructive. If

this ever happened to you, you can probably remember that sense of

disappointment and letdown.

If you're in a leadership position, then you know that you have a responsibility to

your team. They look to you for guidance and strength; that's part of what being a

leader is. And a big part of your responsibility is to lead them with your own

P a g e | 37

actions. So why it is so important to lead by example; and what happens when you

don't?

Why It Matters

There's an old saying about the difference between a manager and a leader:

"Managers do things right. Leaders do the right things." (It's best to be both a

manager and a leader they're just different processes.)

As a leader, part of your job is to inspire the people around you to push them and,

in turn, the company to greatness. To do this, you must show them the way by

doing it yourself.

Stop and think about the inspiring people who have changed the world with their

examples. Consider what Mahatma Gandhi accomplished through his actions: He

spent most of his adult life living what he preached to others. He was committed to

nonviolent resistance to protest injustice, and people followed in his footsteps. He

led them, and India, to independence – because his life proved, by example, that it

could be done.

Although Gandhi's situation is very different from yours, the principle is the same.

When you lead by example, you create a picture of what's possible. People can

look at you and say, "Well, if he can do it, I can do it." When you lead by example,

you make it easy for others to follow you.

When You Don't Lead by Example

We've seen just how powerful it can be to lead by example. But what happens

when you don't follow this rule? How does your team feel when you tell them to

do one thing, and then you do the exact opposite? As we said earlier, if this ever

happened to you, then it shouldn't be hard to remember how angry and

disappointed we are.

P a g e | 38

When leaders don't "practice what they preach," it can be almost impossible for a

team to work together successfully. How can anyone trust a leader who talks about

one thing, but does another? Consider what might have happened if Gandhi had,

even one time, been in a physical fight with his opposition. His important message

of nonviolent protest would probably have been much harder to believe after that.

His followers would have looked at him with suspicion and distrust. The chances

of them getting into physical arguments or committing acts of violence probably

would have increased dramatically.

Do you think that Alexander the great's soldiers would have fought so hard for him

if he had sat on top of a hill, safe from the battle? He would have been just another

average general in our history books, instead of the example of a successful leader

that we know today.

And so it is with your team. If you say one thing and do another, they likely won't

follow you enthusiastically. Why should they? Everything you tell them after that

may meet with suspicion and doubt. They may not trust that you're doing the right

thing, or that you know what you're talking about. They may no longer believe in

you.

Good leaders push their people forward with excitement, inspiration, trust, and

vision. If you lead a team that doesn't trust you, productivity will drop. Enthusiasm

may disappear. The vision you're trying so hard to make happen may lose its

appeal, all because your team doesn't trust you anymore.

Good leadership takes strength of character and a firm commitment to do the right

thing, at the right time, for the right reason. This means doing what you say, when

you say it. If your team can't trust you, you'll probably never lead them to

greatness.

P a g e | 39

Leading and living by example isn't as hard as it might sound. It's really the easiest

path. If your team knows that you'll also do whatever you expect from them, they'll

likely work hard to help you achieve your goal. Mahatma Gandhi and Alexander

the Great helped change the world because they lived by example – and, as a

result, they accomplished great things.

Apply This to Your Life

If you ask a co-worker to do something, make sure you'd be willing to do it

yourself.

If you implement new rules for the office, then follow those rules just as

closely as you expect everyone else to follow them. For example, if the new

rule is "no personal calls at work," then don't talk to your spouse at work.

You'll be seen as dishonest, and your staff may become angry and start

disobeying you.

Look closely at your own behavior. If you criticize people for interrupting,

but you constantly do it yourself, you need to fix this. Yes, you want people

to pay attention to one another and listen to all viewpoints, so demonstrate

this yourself.

P a g e | 40

GREAT LEADERS

ADOLF HITLER

The Great Leader –Adolf Hitler

A review of the life of the great leader Adolf Hitler will be reviewed in the paper.

The review will also include Hitler’s rise to power and in the end the paper will

review the fall of Adolf Hitler. The readings of the history will show that Hitler

was man with great God gifted qualities and he used these qualities during his

lifetime. The name of Hitler has become a notable name in the history because he

had made many contributions for his country during his power. He was a man with

a broad vision and always believed in his decisions. Adolf Hitler had a very strict

background during the days of his childhood; his father looked him after because

his mother died of cancer. His father was a man of discipline and he taught these

strict rules to Hitler as well.

His personality was a summation of various daring qualities and he used all his

qualities in his leadership activities. He was an excellent orator, daring soldier and

a great leader. The name and contributions of Hitler will be remembered whenever

the history will be reviewed.

P a g e | 41

A Man With Daring Qualities

The biography of the leader Adolf Hitler shows that he was a man of daring

qualities. Hitler always believed in himself and his plans. The life and experiences

of Hitler proved that Hitler was a man of daring qualities. Hitler did what he

wanted to do. The life of Hitler depicts that he believed in the concept that one

should fight until the last breath.

These daring qualities of Hitler made him famous amongst the other leaders in

those times. He knew the methodology to derive the best solution in a problem.

Hitler proved his abilities by commanding many other soldiers under him. He

possessed a great insight; it was this insight that made him observe the upcoming

dangers. Hitler used to analyze the situations and then he made plans in order to

remain safe and sound.

Hitler knew what could be done to solve a problem. He used to decide the

appropriateness and the reliability of his decision. After satisfying himself he

implemented his decisions, which eventually proved successful and advantageous.

Hitler’s daring qualities made him strong whenever he was faced with an enemy.

He was always ready to fight the enemies for the sake of his country.

 

P a g e | 42

An Organized Man

The second most important aspect of the personality of Adolf Hitler was that he

was a very organized man .He did what he wanted to do but in a very organized

and planned manner. He made rules and disciplines for himself as well as for the

others who were under his command. These rules were implemented in an

organized manner. Certainly, this organized form of working made his plans

succeed. After reading the experiences of Hitler in his biography it will be

observed that he made his orders whenever they were needed. These orders were

made by him according to the situations. He trained his soldiers as such that they

were always ready and alert for the orders of Hitler. As soon as they were ordered

they implemented the plans. This shows that he was an n organized man. Hitler’s

organized way of working polished his plans and when these plans were really

implemented than they proved successful. Hitler developed these qualities by

observing his father, as he was also a very strict man .He used to observe his father

and this observation made him act like his father.

P a g e | 43

RATAN TATA

Ratan Naval Tata (Born on Dec. 28, 1937 in Mumbai) is the present chairman of

the TATA group, India’s largest conglomerate founded by Jamshedji Tata and

consolidated and expanded by later generations of his family.

EARLY LIFE AND EDUCATION

Ratan Tata born to Naval Tata and Soonoo Commisariat in the Tata family,

a prominent family belonging to the Parsi community. Ratan is the great-

grandson of Tata group founder Jamshedji Tata.

After his parents separated in 1944, he was brought up by his grandmother

Lady Navajbai and did his schooling in Mumbai from Campion School.

Later, he enrolled in Cornell University, where he earned a B.S

in architecture with structural engineering in 1962, and has also completed

the Advanced Management Program at Harvard Business School.

P a g e | 44

CAREER

=>In 1971, Ratan Tata was appointed the director in-charge of the nation radio

and electronics company Ltd. (Nelco), a company that was in dire financial

difficulty.

=>Ratan Tata suggested that company should invest in developing high

technology products, rather than in consumer electronics. J.R.D. was reluctant

due to the historical financial performance of Nelco which had never even paid

regular dividends.

Further Nelco had 2% market share in consumer electronics market and a

loss margin of 40% of sales when Ratan Tata took over. Nonetheless

J.R.D. followed Ratan’s suggestions.

In 1981 Ratan Tata was named director of Tata industries; the group’s

other holding company, where he became responsible for transforming it

into the group’s strategy think-tank and a promoter of new ventures in

high technology businesses.

In 1991 he took over as group chairman from J.R.D. Tata, pushing out the

old guard and ushering in younger managers. Since then, he has been

instrumental in reshaping the fortunes of the Tata groups, which today has

the largest market capitalization of any business house on the Indian stock

market.

Under Ratan Tata’s guidance, Tata Consultancy services (TCS) went

public and Tata motors were listed on the New York stock exchange. Tata

motors introduced his brain child, the Tata Indica.

On January 31, 2007, under chairmanship of Ratan Tata, Tata sons

successfully acquired Corus groups, an anglo-dutch steel and aluminum

producer. With the acquisition, Ratan Tata became a celebrated

P a g e | 45

personality in Indian business culture. The merger created the fifth largest

steel producing entity in the world.

On March 26, 2008, Tata motors under Ratan Tata, bought Jaguar and

land Rover from Ford motor company for $2.3 billion.

TATA NANO CAR 2008

Ratan Tata’s dream was to manufacture a car costing Rupees 1 lakhs (US

$2000). He realized his dream by launching Nano in New Delhi auto expo on

January 10, 2008. Three models of the Tata Nano were announced and Ratan

Tata delivered on his commitment to developing a car costing only Rupees. 1

Lakh, adding that a “promise is a promise “referring to his earlier promise to

deliver this car at the said cost.

“The true objective of setting these criteria was never meant to be merely to

use them as an assessment for an award, but more importantly, to utilize

them for an institutionalized approach to derive performance and attain

higher levels of efficiency in everything that a corporate entity does”.

- Mr. Ratan Tata

LEADERSHIP

Leadership is the ability to influence a group toward the achievement of

goals.

Leadership is fundamentally the ability to form and mold the attitudes and

behavior of other individuals, whether in formal or informal situation.

Leadership is a process of influencing other individuals to mobilize and

direct their efforts towards certain goals, and to accomplish these goals

through them.

Ratan Tata faced the challenge with a quiet determination, in his style.

P a g e | 46

His modern mind grasp of detail and breadth of vision were the key

drivers in revitalizing the group and taking it into the 21st century.

In just a few years, Ratan Tata modernized a century-old diversified

business house and transformed a sprawling domestic empire into a

cohesive global entity.

A true leader is one who creates more leaders, and Ratan Tata has

empowered a whole new generation of bright engineers, managers and

executives. He knows it is they who will turn challenging ideas into new

success stories for his group

The quality and depth of management in Tata’s today gives the group

stability and resilience.

DHIRAJLAL HIRACHAND AMBANI

P a g e | 47

INTRODUCTION:

=>Born on December 28, 1932 in Chorwad, Gujarat.

=>Dhirubhai started off as a small time worker with Arab merchants in the

1950s

=>Moved to Mumbai in 1958 to start his own business in spices.

=>He moved into textiles and opened his mill near Ahmedabad.

9 great management lessons from Dhirubhai Ambani

Dhirubhaism No 1: Roll up your sleeves and help.

Sense of ‘do it yourself’

He does not wait for infrastructure to be created to support his operations. He

goes out and builds it himself; be it a power plant for his petrochemical

enterprise or a canal to bring water from large distances for his cooling plant.

Dhirubhaism No 2: Be a safety net for your team.

P a g e | 48

There used to be a time when our agency Mudra was the target of some

extremely vicious propaganda by our peers, he gently asked “M” if They needed

any help in combating it knowledge that he knew and cared for what his team

was going through, and that he was there for them if needed they needed him,

worked wonders for confidence “He gave courage which we never knew we

had”

Dhirubhaism No 3: The silent benefactor.

When he helped someone, he never ever breathed a word about it to anyone else

"Expect the unexpected" just might have been coined for him

Dhirubhaism No 4: Dream big, but dream with your eyes opens.

It's difficult but not impossible!" Whenever a task seemed too big to be

accomplished, he would reply: “No is no answer!" Not only did he dream big,

he taught all of us to do so too. His favorite phrase "dream with your eyes open

Dhirubhaism No 5: Leave the professional alone!

Management techniques of him is different the simplest strategies are often the

hardest to adopt. “Let professionals do the work” This technique enforced

responsibility among his team “Produce your best."

Dhirubhaism No 6: Change your orbit, constantly!

This is no miracle. When you change orbits, you will create friction. The good

news is that your enemies from your previous orbit will never be able to reach

you in your new one. By the time resentment builds up in your new orbit, you

P a g e | 49

should move to the next level. And so on “Changing orbits is the key to our

progress as a nation”

Dhirubhaism No 7: The arm-around-the-shoulder leader

It was Dhirubhai's very own signature style Arm around the shoulder -With that

one simple gesture; he managed to achieve many things. This tendency that he

had, to draw people towards him, manifested itself in countless ways. “That did

much more than words in letting me know that I belonged, that I had his

trust, and that I had him on my side”

Dhirubhaism No 8: The Dhirubhai’s theory of Supply creating Demand

He was neither an MBA nor an economist. But yet he took traditional market

theory and stood it on its head. And succeeded when everyone in India would

build capacities only after a careful study of market, he went full steam ahead

and created giants of manufacturing plants with unbelievable capacities.

Dhirubhaism No 9: Money is not a product by itself, it is a by-product, so

don't chase it

He did not breathe a word about profits, nor about becoming the richest it is not a

product something that you don't set out to produce. It is the spin off when you

create something larger.

STEVE JOBS

P a g e | 50

Steve Jobs is the Chairman and CEO of Apple Computers Inc. and arguably one of the world’s most successful businessmen today.

He founded Apple in the 1970s, got chased out by his own board of directors, but returned eventually as Apple’s CEO. Since then, he has revolutionized the IT industry with his creations like the MacBook, the iPod and the iPhone.

Since his return, he has brought Apple Computers Inc. from a fledgling company to a global force to be reckoned with.

A Quick History

Steve Jobs was born in San Francisco in February 24, 1955. He was an adopted son of the Jobs couple from California.

Jobs attended Homestead High School in California and often went to the after school lectures by Hewlett-Packard Company. It was there that he met his eventual partner, Steve Wozniak.

Jobs would have his early beginnings working at Atari as a technician building circuit boards. In 1976, he would start the company Apple Inc. with Steve with funding from a millionaire investor.

In 1984, he developed the Macintosh, which was the first small computer with a graphic interface in its time. It had promise to revolutionize the whole PC industry.

However, bad business decision and internal strife with his CEO would eventually cause Jobs to leave his own company.

P a g e | 51

He went on to start two other companies; NeXT and Pixar. Pixar would be acquired by the Disney Company and neXT would be acquired by his own Apple Computers Inc.

With the acquisition, he returned to Apple Computers Inc. in 1996 as interim CEO. From that time on, the rise of Apple Computers began again as the iMac would be developed.

The famous iPod and iPhone would later be developed and it would revolutionize the whole hand phone and MP3 player industry. Under his leadership, Apple Computers Inc. became a force to be reckoned with.

In 2009, Jobs would have a personal net worth of $5.1 billion. However due to the need for a liver transplant, Jobs took a break from his work since January 2009.

Awards and Honors

1. Most Powerful Person in Business by Fortune Magazine in 2007 2. National Medal of Technology in 1985 3.Samuel S. Beard Award in 1987

Steve Jobs Leadership Qualities:A rebel: Jobs was never satisfied with the status quo. He wasn’t afraid to disagree with people nor did he shy away from conflict

An optimist: Never willing to succumb to defeat, Jobs always saw the future and reached for it. Even when fired from Apple in 1985, he was able to forge new pathways and envision fresh possibilities.

A dreamer: Not many CEOs can be credited with such a creative and imaginative spirit. Steve Jobs was never inclined to do things the same as everyone else. An enabler: Apple employees have often noted that Jobs was not only creative, but he allowed them to be creative. Jobs enabled, empowered and equipped his people to dream and think for themselves

An adapter: One of Jobs’ most remarkable qualities was his ability to shift quickly with and adapt to the changing world around him. Cultural shifts were not something to be feared, they were opportunities to move in new directions.

P a g e | 52

A philanthropist: When Jobs was accused of being stingy with his money earlier this year, the rock star Bono shot back in the New York Times.

EMOTIONAL INTELLIGENCE

Emotional Intelligence (often referred to as EQ) refers to your ability to successfully assess and

P a g e | 53

manage your Emotions and others’ emotions. This set of skills is considered equal in importance

to IQ by most experts.

In a leadership role, where interpersonal issues are so vital, EQ is a highly valuable skill

commodity! Emotions have a very strong influence over the outcomes of every situation. Both

positive and negative emotions spread rapidly through groups at work, just like a virus.

“The people with the strongest ability to make an emotional impact are those in positions

of leadership!”

Strong EQ allows you to take advantage of this reality in order to boost morale and productivity.

Someone with high EQ perceives emotions accurately in others, feels empathy, tends to be more

open and agreeable, and is less likely to engage in problem behaviors.

Emotional intelligence (EI) is the ability to understand and manage both your own emotions,

and those of the people around you. People with a high degree of emotional intelligence usually

know what they're feeling, what this means, and how their emotions can affect other people.

For leaders, having emotional intelligence is essential for success. After all, who is more likely

to succeed – a leader who shouts at his team when he's under stress, or a leader who stay in

control, and calmly assesses the situation?

According to Daniel Goleman, an American psychologist who helped make the idea of EI

popular, there are five main elements of emotional intelligence:

P a g e | 54

1. Self-awareness.

2. Self-regulation.

3. Motivation.

4. Empathy.

5. Social skills.

The more that you, as a leader, manage each of these areas, the higher your emotional

intelligence. So, let's look at each element in more detail and examine how you can grow as a

leader.

Emotional Intelligence in Leadership

1. Self-awareness

If you're self-aware, you always know how you feel. And you know how your emotions, and

your actions, can affect the people around you. Being self-aware when you're in a leadership

position also means having a clear picture of your strengths and weaknesses. And it means

having humility.

So, what can you do to improve your self-awareness?

Keep a journal – Journals help improve your self-awareness. If you spend just a few

minutes each day writing down your thoughts, this can move you to a higher degree of

self-awareness.

Slow down – When you experience anger or other strong emotions slow down to

examine why. Remember, no matter what the situation, you can always choose how you

react to it.

2. Self-regulation

P a g e | 55

Leaders who regulate themselves effectively rarely verbally attack others, make rushed or

emotional decisions, stereotype people, or compromise their values. Self-regulation is all about

staying in control. This element of emotional intelligence, according to Goleman, also covers a

leader's flexibility and commitment to personal accountability.

So, how can you improve your ability to self-regulate?

Know your values – Do you have a clear idea of where you absolutely will not

compromise? Do you know what values are most important to you? Spend some time

examining your "code of ethics." If you know what's most important to you, then you

probably won't have to think twice when you face a moral or ethical decision – you'll

make the right choice.

Hold yourself accountable – If you tend to blame others when something goes wrong,

stop. Make a commitment to admit to your mistakes and face the consequences, whatever

they are. You'll probably sleep better at night, and you'll quickly earn the respect of those

around you.

Practice being calm – The next time you're in a challenging situation, be very aware of

how you act. Do you relieve your stress by shouting at someone else? Practice deep-

breathing exercises to calm yourself. Also, try to write down all of the negative things

you want to say, and then rip it up and throw it away. Expressing these emotions on paper

(and not showing them to anyone!) is better than speaking them aloud to your team.

What's more, this helps you challenge your reactions to make sure that they are fair!

P a g e | 56

3. Motivation

Self-motivated leaders consistently work toward their goals. And they have extremely high

standards for the quality of their work.

How can you improve your motivation?

Re-examine why you're doing this – It's easy to forget what you really love about your

career. So, take some time to remember why you wanted this job. If you're unhappy in

your role and you're struggling to remember why you wanted it, try the Five

Whys technique to find the root of the problem. Starting at the root often helps you look

at your situation in a new way. And make sure that your goal statements are fresh and

energizing.

Know where you stand – Determine how motivated you are to lead. Leadership

Motivation Assessment can help you see clearly how motivated you are in your

leadership role. If you need to increase your motivation to lead, and it then directs you to

resources that can help.

Be hopeful and find something good – Motivated leaders are usually optimistic, no

matter what they face. Adopting this mindset might take practice, but it's well worth the

effort. Every time you face a challenge, or even a failure, try to find at least one good

thing about the situation. It might be something small, like a new contact, or something

with long-term effects, like an important lesson learned. But there's almost always

something positive – you just have to look for it.

4. Empathy

For leaders, having empathy is critical to managing a successful team or organization. Leaders

with empathy have the ability to put themselves in someone else's situation. They help develop

the people on their team, challenge others who are acting unfairly, give constructive feedback,

and listen to those who need it.

P a g e | 57

If you want to earn the respect and loyalty of your team, then show them you care by being

empathic. How can you improve your empathy?

Put yourself in someone else's position – It's easy to support your own point of view.

After all, it's yours! But take the time to look at situations from other people's

perspectives.

Pay attention to body language – Perhaps when you listen to someone, you cross your

arms, move your feet back and forth, or bite your lip. This body language tells others how

you really feel about a situation, and the message you're giving isn't positive! Learning to

read body language can be a real asset when you're in a leadership role because you'll be

better able to determine how someone truly feels. And this gives you the opportunity to

respond appropriately.

Respond to feelings – You ask your assistant to work late – again. And although he

agrees, you can hear the disappointment in his voice. So, respond by addressing his

feelings. Tell him you appreciate how willing he is to work extra hours, and that you're

just as frustrated about working late. If possible, figure out a way for future late nights to

be less of an issue (for example, give him Monday mornings off).

5. Social skills

Leaders who do well in this element of emotional intelligence are great communicators. They're

just as open to hearing bad news as good news, and they're experts at getting their team to

support them and be excited about a new mission or project.

Leaders who have good social skills are also good at managing change and resolving conflicts

diplomatically. They're rarely satisfied with leaving things as they are, but they're also not

willing to make everyone else do the work. They set the example with their own behavior.

So, how can you improve your leadership by building social skills?

P a g e | 58

Learn conflict resolution – Leaders must know how to resolve conflicts between their

team members, customers, or vendors. Learning conflict resolution skills is vital if you

want to succeed.

Improve your communication skills – How well do you communicate?

Learn how to praise others – As a leader; you can inspire the loyalty of your team

simply by giving praise when it's earned. Learning how to effectively praise others is a

fine art, but well worth the effort.

Thanks to the many challenges and opportunities that arise when working with others, leaders

must have a solid understanding of how their emotions and actions affect the people around

them. The better a leader relates to and works with others, the more successful he or she will be.

Take the time to work on self-awareness, self-regulation, motivation, empathy, and social skills.

Working on this will help you excel in the future!

10 Common Leadership and Management Mistakes

P a g e | 59

Experience is the name every one gives to their mistakes

-Oscar Wilde

It's often said that mistakes provide great learning opportunities. However, it's much better not

to make mistakes in the first place! If you can learn about these here, rather than through

experience, you'll save yourself a lot of trouble!

1. Lack of Feedback

Sarah is a talented sales representative, but she has a habit of answering the phone in an

unprofessional manner. Her boss is aware of this, but he's waiting for her performance review to

tell her where she's going wrong. Unfortunately, until she's been alerted to the problem, she'll

continue putting off potential customers.

According to 1,400 executives polled by The Ken Blanchard Companies, failing to provide

feedback is the most common mistake that leaders make. When you don't provide prompt

feedback to your people, you're depriving them of the opportunity to improve their performance.

To avoid this mistake, learn how to provide regular feedback to your team.

2. Not Making Time for Your Team

When you're a manager or leader, it's easy to get so wrapped up in your own workload that you

don't make yourself available to your team. Yes, you have projects that you need to deliver. But

your people must come first – without you being available when they need you, your people

won't know what to do, and they won't have the support and guidance that they need to meet

their objectives. Avoid this mistake by blocking out time in your schedule specifically for your

people, and by learning how to listen actively to your team. Develop your emotional

intelligence so that you can be more aware of your team and their needs, and have a regular time

when "your door is always open", so that your people know when they can get your help. Once

you're in a leadership or management role, your team should always come first - this is, at heart,

P a g e | 60

what good leadership is all about!

3. Being Too "Hands-Off"

One of your team has just completed an important project. The problem is that he misunderstood

the project's specification, and you didn't stay in touch with him as he was working on it. Now,

he's completed the project in the wrong way, and you're faced with explaining this to an angry

client. Many leaders want to avoid micromanagement. But going to the opposite extreme (with a

hand-offs management style) isn't a good idea either you need to get the balance right.

4. Being Too Friendly

Most of us want to be seen as friendly and approachable to people in our team. After all, people

are happier working for a manager that they get on with. However, you'll sometimes have to

make tough decisions regarding people in your team, and some people will be tempted to take

advantage of your relationship if you're too friendly with them. This doesn't mean that you can't

socialize with your people. But, you do need to get the balance right between being a friend and

being the boss.

5. Failing to Define Goals

When your people don't have clear goals, they muddle through their day. They can't be

productive if they have no idea what they're working for, or what their work means. They also

can't prioritize their workload effectively, meaning that projects and tasks get completed in the

wrong order. Avoid this mistake by learning how to set SMART goals for your team. Use

a Team Charter to specify where your team is going, and detail the resources it can draw upon.

Also, use principles from Management by Objectives to align your team's goals of the mission

of the organization.

P a g e | 61

6. Misunderstanding Motivation

Do you know what truly motivates your team? Here's a hint: chances are, it's not just money!

Many leaders make the mistake of assuming that their team is only working for monetary

reward. However, it's unlikely that this will be the only thing that motivates them.

For example, people seeking a greater work/life balance might be motivated by telecommuting

days or flexible working. Others will be motivated by factors such as achievement, extra

responsibility, praise, or a sense of camaraderie.

7. Hurrying Recruitment

When your team has a large workload, it's important to have a full team. But filling a vacant role

too quickly can be a disastrous mistake. Hurrying recruitment can lead to recruiting the wrong

people for your team: people who are uncooperative, ineffective or unproductive. They might

also require additional training, and slow down others on your team. With the wrong person,

you'll have wasted valuable time and resources if things don't work out and they leave. What's

worse, other team members will be stressed and frustrated by having to "carry" the under-

performer? You can avoid this mistake by learning how to recruit effectively, and by being

particularly picky about the people you bring into your team.

8. Not "Walking the Walk"

If you make personal telephone calls during work time, or speak negatively about your CEO,

can you expect people on your team not to do this too? Probably not!

As a leader, you need to be a role model for your team. This means that if they need to stay late,

you should also stay late to help them. Or, if your organization has a rule that no one eats at their

desk, then set the example and head to the break room every day for lunch. The same goes for

your attitude if you're negative some of the time, you can't expect your people not to be

P a g e | 62

negative. So remember, your team is watching you all the time. If you want to shape their

behavior, start with your own. They'll follow suit.

9. Not Delegating

Some managers don't delegate, because they feel that no-one apart from themselves can do key

jobs properly. This can cause huge problems as work bottlenecks around them, and as they

become stressed and burned out. Delegation does take a lot of effort up-front, and it can be hard

to trust your team to do the work correctly. But unless you delegate tasks, you're never going to

have time to focus on the "broader-view" that most leaders and managers are responsible for.

What's more, you'll fail to develop your people so that they can take the pressure off you.

10. Misunderstanding Your Role

Once you become a leader or manager, your responsibilities are very different from those you

had before. However, it's easy to forget that your job has changed, and that you now have to use

a different set of skills to be effective. This leads to you not doing what you've been hired to do

leading and managing. Make sure that you learn these skills – you'll fail if you try to rely on

technical skills alone, however good they are! We all make mistakes, and there are some

mistakes that leaders and managers make in particular. These include, not giving good feedback,

being too "hands-off," not delegating effectively, and misunderstanding your role.

It's true that making a mistake can be a learning opportunity. But, taking the time to learn how to

recognize and avoid common mistakes can help you become productive and successful, and

highly respected by your team.

SITUATIONAL FACTORS:

P a g e | 63

We understand that leadership is a process and not a position. Three components playing

important role in this process are leader, followers and situation. Situation is the environment

or circumstances in which an individual performs. Following are the factors that can influence

the situation;

Task Type: the nature of the work or assignment can also effect the employees

Structure of organization: The organization structure always depend on the size of the

organization. If the structure will be more rigid, more complexities faced by the employees

Stress: Stress in the environment and intensity under which team, organization, or leaders are

working also play important role in leadership process and also situation itself.

Environment: The environment itself effect on the situation prevails in the organization. The

micro (internal factors) and the macro (external factors) always keep on changing, so that this is

big challenge for the leaders to keep the close eyes on changing environment and make

decisions accordingly.

Situational factors influence the leadership process:

P a g e | 64

Size of the organization:

Size of the organization varies organization to organization and its operations and activities in

which organization involve. An organization’s size demands certain types of leadership skills

which help to provide right direction. Following two type of leadership, we can see in the

organization.

Leaders of small organizations: can be in the form of salespeople, marketing manager and

production managers. These leaders organize the system, assign the task, coach the team and

evaluate the system. The small organizations have a flexible system and flatter structure. The

approach of the small organization is more entrepreneurs.

Leaders of large organizations: In the large organization, the main focus will be on to create

public image and future investment plans. The system of the large organization will be more

procedural and structure of the large organization will also be more rigid and more complex

because of its operations.

LEADERSHIP AND EMPOWERMENT

P a g e | 65

What is Empowerment?

Empowerments is the process of enabling or authorizing an individual to think, behave, take

action, and

control work and decision making in autonomous ways. It is the state of feeling self-

empowered to take

control of one's own destiny. OR Some empowerment does exist and, when accompanied by

accountability and appropriate guidance, it can lead to increased employee and customer

satisfaction.

TRAINING,COACHING AND MENTORING .

TRAINING and SEMINARS

Training was addressed earlier in response to an ability related performance problem.

“You must give the right people the right training, at the right time, from the right

resource,

And then ensure transfer of learning back to the workplace” Training is also a common

and useful tool for building new skills. For either soft-side or hard-side training, one of the

first issues you face is whether to use internal talent or external talent.

Using internal talent to deliver training offers:

Familiarity with the business: If they are in the business, they have deep knowledge about

how concepts addressed in training apply to the work learners actually do every day.

Content control: Topically, what you want is delivered. Internal resources make it easier to

align training with the organization’s mission, vision, and objectives

Cost control: High-quality internal resources typically cost less compared to high-quality

external resources. Using external talent to deliver training offers:

P a g e | 66

Fresh perspectives: External resources do not say, “It can’t be done,” or “That will not work

because” They are wonderfully naïve about your inner workings and thus see and stimulate

new perspectives.

No fear of sacred cows: As opposed to internal resources who may censor, the external

resource is blissfully unaware of any sacred cows. Further, if identified, they are more willing

to talk about them, which is rare with internal trainers.

Skills not possessed by internal candidates: You can go to the market and find anything

you do not have internally. External experts provide instant bench strength.

Access to best practices: Though there are other sources (e.g., books, conferences), using

outside talent is often a great vehicle for learning best practices for both the hard-side and

soft-side issues.

MENTORING

A mentoring relationship is a strategic skill-building relationship focused on long-term career

development within the organization and/or vocation. Mentoring is about providing advice,

insight, and potential access to new network contacts. Your mentor can be a member of your

organization or not, with similar implications as discussed with regard to internal versus

external trainers.

Mentoring programs at work often pair a junior person with a senior person so the less

experienced employee might learn about career paths, career strategies, organizational

history, and other institutional knowledge. Another key goal is to enlarge the junior

employee’s professional network.

To maximize their effectiveness, mentoring programs should:

P a g e | 67

Be organic and voluntary. Contrived relationships are not terribly useful. The best

mentoring relationships are established naturally, not assigned by mandate.

Be supported. Some nominal amount of time and money should be allocated to allow the

mentor and mentee to meet. Further, though mandates are not ideal, leadership must espouse

the value of establishing mentor relationships – and make themselves available as mentors.

Involve people not directly linked. Though it is possible your boss could be your mentor, it is

not ideal. The required confidentiality and freedom to speak about career-related issues

suggests that the mentee should not directly report to the mentor.

Be time bound. Some agree with this, some do not. The idea is that finite time provides an

incentive to act constructively and proactively. It also allows a socially acceptable end to the

relationship if needed. Having said that if you are lucky enough to find a really good mentor,

hang on to them!

Here are a few things to keep in mind about mentors.

They should:

• Avoid self-biased assumptions. Recall that this is when you think they think like you think

about an issue – or that they really should think like you think. Just because you love golf

does not mean your mentee must love golf.

• Listen. If you want to actually help them, listen more than you talk. As a result, you will

learn more about them and be better positioned to offer useful advice and counsel.

• Tell it like it is. Assuming confidentiality is in place; call it like you see it. Try not to

sugarcoat the feedback you provide. Be positive – but honest.

• Be vetted. For formal mentoring programs, there needs to be some honest consideration

given to who serves as a mentor. Just because someone wishes to be a mentor does not mean

P a g e | 68

they should be a mentor. In an advisory capacity, some people can do more harm than good.

Similarly, there are a few things to keep in mind about mentees.

They should:

• Be respectful of the mentor’s time. Remember, if they are worth being your mentor, they

are extremely busy people. Be on time!

• Show honest gratitude. No need to, “kiss butt,” but do make a genuine statement about

how much you appreciate their support and assistance.

• Look for ways to help in return. They might need your assistance on a project, access to a

member of your network, etc. Look for the possibilities.

• Stay in touch. A good mentor will want to know how you grow and develop. Keep them in

the loop as your career progresses. In addition, you will remain someone they may think of as

professional opportunities arise.

P a g e | 69

COACHING

A coaching relationship is a tactical skill-building relationship focused on short-term

performance improvement.

Like mentors, coaches can be a part of your organization or not. Aside from the short-term

versus long-term difference, coaching differs from mentoring in that a mentor is typically

significantly removed in the hierarchy from the mentee whereas a coach is often directly

connected to the person being coached. It could be one’s direct supervisor or a close peer.

Whereas a mentor might discuss long-term career moves, a coach is focused on short-term

accomplishments.

The targets can be hard or soft skills, but the focus is on creating goals over one or two

performance periods (not years) targeted at a very specific set of skills. In addition, coaches

must:

Communicate often. The closer hierarchical relationship of a coach (versus a mentor) and

the shorter-term nature of the goals to be achieved necessitate frequent communication.

Ask great questions. Coaches often have the desire to quickly offer advice. While that can

be useful, when time allows, it is best to begin with great questions.

Ideally, a coach guides the person being coached towards finding answers on their own.

Make the relationship mutual. One excellent way to help the recipient engage the coaching

process is for the coach to not only offer help and guidance, but to solicit professional

feedback for themselves as well when appropriate.

Make goals very focused. Goals should be very finite, specified, concrete, and measureable.

You are essentially trying to help the person form new habits. Goals have the greatest effect

when they focus on specific behaviors. All coaching relationships are unique. Depending on

the nature of the two people involved and the nature of the particular performance context,

the specific goals pursued will vary.

P a g e | 70

As you try to judge yourself as a coach and the role of coaching within the performance

culture where you work, keep in mind:

• Not everyone wants to be coached. Some people resent coaching. The reasons vary. Do

not begin the coaching dialogue seeking to understand how to coach a particular person.

Begin by seeking to understand whether they truly wish to be coached.

• Not everyone is coachable. Some people do not have a personality conducive to a

coaching (or mentoring) relationship. They simply learn better and more comfortably via

alternative mechanisms.

Of course, anyone who does not value performance improvement is not a good candidate for

coaching.

Characteristics of Good Coach:

Positive: Your job is not correcting mistakes, finding fault, and assessing blame instead, your

function is achieving productivity goals by coaching your CSR to peak performance

Supportive: Your job as coach is to get workers what they need to do their job well

including tools, time instruction, and answers to questions and protection from outside

interference.

Goal oriented: Base your assignments on clear definable goals .Tie specific task to those

goals communicate those goals to the people who actually have to do the work

Focused: Effective communication is specific and focused .You are far more likely to get

action if that CSR levels your risk focused on resolving issue at hand.

Observant: Being observant means more than just keeping your eyes and ears open,

You need to be aware of what isn’t said as well as what is. If you are paying attention, you

won’t have to wait for somebody to tell you about a problem

P a g e | 71

Communication Skills for Effective Coaching:

1.Soften the ‘You’d or change the into “I” to avoid sounding pushy

Instead of ‘You’ll have to’, say ‘Could you ‘Or ‘Would you be able to’

2. Focus on the solution, not the problem. Instead of ‘The customer insists on speaking to

the supervisor’, say ‘We will see what you could do in that situation’

3Turn cants into cans Instead of ‘We can’t do that until next week’, say…

‘We’ll be able to do that next week’.

4. Take responsibility don’t lay blame .Instead if ‘It’s not my fault’, say ‘Here’s what I can

do to fix that’.

5. Say what do you want, not what you don’t want. Instead of ‘Don’t drive too fast’, say

‘Drive carefully’

6. Focus on the future, not the past. Instead of “I’ve told you before not to, say ‘From now

on”

7. Share information rather than argue or accuse. Instead of ‘No, you’re wrong’, say ‘I see it

like this’

P a g e | 72

MOTIVATION AT WORK MOTIVATION AND LEADERSHIP

Work motivation explains why employees behave as they do. Four prominent theories about

work motivation need theory, expectancy theory, equity theory, and organizational

justice theory provide complementary approaches to understanding and managing

motivation in organizations.

Similarly Abraham Maslow’s hierarchy of needs also help us to understand the employees

work behavior. Each theory answers different questions about the motivational process.

Work motivation can be defined as the psychological forces within a person that determine

the direction of a person’s behavior in an organization, a person’s level of effort, and a

person’s level of persistence in the face of obstacles.

Three Approaches to Motivation:

Individual Differences Approach: Treats motivation as a characteristic of the individual.

Job & Organization Approach: Emphasizes the design of jobs and the general

organizational environment.

Managerial Approach: Focuses on behaviors of managers, in particular, their use of goals

and rewards.

Needs Theories of Motivation:

P a g e | 73

Basic idea: Individuals have needs that, when unsatisfied, will result in motivation. Different

theories already discussed in chapter number 21 can also explain this phenomenon.

Maslow’s Hierarchy of Needs: Abraham Maslow’s hierarchy of needs is the most well-

known theory of motivation. He hypothesized that within every human being there exists a

hierarchy of five needs

Motivation-Hygiene theory: Proposed by psychologist Frederick Herzberg when he

investigated the question, “What do people want from their jobs?” He asked people to

describe, in detail, situations in which they felt exceptionally good or bad about their jobs.

Alderfer’s ERG theory: Clayton Alderfer’s existence-relatedness-growth (ERG) theory

builds on some of Maslow’s thinking but reduces the number of universal needs from five to

three and is more flexible on movement between levels.

McClelland’s Theory of Needs: The theory focuses on three needs: achievement, power,

and affiliation. Need for achievement: The drive to excel, to achieve in relation to a set of

standards, to strive to succeed

What Factors Diminish Motivation in the Workplace?

Meaningless tasks , Red tape ,Lack of clear goals ,Failure to set priorities ,Distractions ,Over

commitment Information overload ,No positive feedback ,Lack of autonomy , Lack of

recognition, Absence of humor, Micromanagement ,Failure to delegate ,Bureaucratic

hurdles ,Interpersonal conflict ,Lack of accountability.

What are Some of the Results of Poor Motivation in the Workplace?

Laziness ,Failure ,Poor quality Resistance, Avoidance, Tardiness, Burnout Demoralization,

P a g e | 74

Frustration, Conflict, Lack of meaning, Absence of pride ,Resentment, Turnover,

Detachment, Discouragement, Negative organizational culture .

Causes of Motivational Problems:

_ Belief that effort will not result in performance.

_ Belief that performance will not result in rewards.

_ Encourage risk taking

_ Foster ownership

_ Goal-directed efforts

TYPES OF LEADERSHIP

STRATEGIC LEADERSHIP

P a g e | 75

Strategic Leadership is the ability to anticipate and envision the future, maintain flexibility,

think strategically, and initiate changes that will create a competitive advantage for the

organization in the future.

“Without a strategy the organization is like a ship without a rudder, going around in circles.”

Joel Ross and Michael Kami. Strategy is the essential of all business games. Even in real life

without strategy and plan one cannot be successful. Leader, manager, business man and even

individual need to do strategic planning and develop strategies in the changing environment.

The Three Big Strategic Questions everybody needs

to ask before thinking/planning a strategy are:

=>Where are we now?

=>Where do we want to go?

=>How do we get there?

What is Strategy?

A Team’s strategy consists of the set of competitive moves they are employing to manage the

P a g e | 76

team/objectives of the team/organization.

Strategy is Team’s “game plan” to

• Conduct operations

• Compete successfully

• Achieve Team objectives

Strategic Management:

The set of decisions and actions used to formulate and implement specific strategies that will

achieve a competitively superior fit between the organization and its environment so as to

achieve organization goals.

Business Strategy Levels:

Corporate-level strategy asks, “What business are we in?”

Business-level strategy asks, “How do we compete?”

Functional-level strategy asks, “How do we support the business-level strategy?”

Strategic Planning:

A Basic Planning Model consists of following steps.

=>Missions and Goals

=>External Analysis - Opportunities and Threats

=>Internal Analysis - Strengths and Weaknesses

=>Selection of Appropriate Strategies

=>Implementation of Strategies

About Mission Statement we have already discussed during previous chapters.

Next two stages/steps are SWOT analysis. After Analysis, one needs to select appropriate

strategy and finally implement it.

P a g e | 77

Examples of SWOT Elements:

Strengths: Favorable location, talented workers, state-of-the-art equipment

Weaknesses: Unfavorable location, outdated equipment, limited capital

Opportunities: Culturally diverse customer base, changes in technology, deregulation

Threats: Ecommerce, declining market, new competitors

Sample Strategies

Depending on the nature of business, analysis and priorities, organization may choose any

strategy. Few examples are given below.

=>Cost leadership.

=>Focus.

=>High quality.

=>Strategic alliances.

=>Growth through acquisition.

=>High speed and first-mover strategy.

=>Product and global diversification.

=>Sticking to core competencies.

=>Brand leadership.

=>Creating demand by solving problems.

=>Conducting business on the Internet.

Strategic Leadership:

Strategic Leadership involves: The ability to anticipate, envision, maintain flexibility and

P a g e | 78

empower others to create strategic change. This includes vision and mission.

Vision:

An attractive, ideal future that is credible yet not readily available. Links the present to the

future. Energizes people and garners commitment ,gives meaning to work Establishes a standard

of excellence and integrity

Common Themes of Vision:

Vision has broad appeal

Vision deals with change

Vision encourages faith and hope

Vision reflects high ideals

Vision defines the destination and the journey

Mission:

The organization’s core broad purpose and reason for existence

Strategy

Strategy is Team’s “game plan” to

• Conduct operations

• Compete successfully

• Achieve Team objectives

Strategy Formulation and Implementation

Strategy Formulation :

P a g e | 79

The integrating knowledge of the environment, vision, and mission with the core

competence in such a way as to achieve synergy and create customer value.

Strategy Implementation:

Putting strategy into action by adjusting various parts of the organization and directing

resources to accomplish strategic goals.

Strategic Leadership: Requires the Managerial Ability to:

Anticipate and envision

Maintain flexibility

Empower others to create strategic change as necessary

Strategic Leadership is Multi-functional work that involves working through others

Effective strategic leaders:

=>Manage the Team’s operations effectively.

=>Sustain high performance over time.

=>Make better decisions than their competitors.

=>Make straight, courageous, practical decisions.

=>Understand how their decisions affect the internal systems in use by the team/organization.

=>Solicit feedback from peers, superiors and team members about their decisions and visions.

=>Determining Strategic Direction.

=>Determining strategic direction involves developing a long-term vision of the Team’s

strategic intent.

P a g e | 80

•Five to ten years into the future philosophy with goals the image and character the Team seeks

ideal long-term

Vision has two parts:

Core ideology

• Envisioned future

=>A charismatic leader can help achieve strategic intent.

It is important not to lose sight of the strengths of the organization/team when making changes

required by a new strategic direction.

=>Leaders must structure the team effectively to help achieve the vision.

P a g e | 81

ETHICAL LEADERSHIP

“Doing right things”

We've seen some high profile ethical failures in the press in recent years. The devastation caused

by accounting fraud at MCI WorldCom and Enron will not soon is forgotten. And CEOs of

several other well-known companies have been charged with bribery and corruption.

This highlights the extent to which it can be difficult for leaders to determine what's right and

wrong. Some make the wrong choices – and end up in the courts, or in the news.

What we rarely see, however, are stories about the numerous companies that are managed by

ethical leaders. While standards seem to keep falling in some corporations, other leaders "raise

the bar" and inspire their teams to do the same. These leaders do the right thing, at the right

time, for the right reasons. They put their ethics before the bottom line – and as a result, they

have dedicated teams that would do almost anything for them.

So how do they do it? And how can you do it as well? We'll show you how to define your own

ethical standards – and start putting those standards into practice.

Define Your Organization's Values

To lead your team with character and integrity, you must set an example. You're the leader,

remember? Your team looks to you. To begin, you must know your own values as well as your

organization's values.

For example, the global technology giant 3M is well known for its company values. Why?

Because the entire team – from top executives all the way down to the mailroom – live and

breathe the principles of honesty and integrity every day. 3M communicates clearly that it wants

its staff to do things like keep promises, have personal accountability, and respect others in the

workforce. Every leader in the company knows this, so they work by these rules. And as a

result, everyone else follows.

P a g e | 82

Hopefully, your company has clear rules about how it wants team members to act. As a leader,

it's up to you to know these rules and codes of conduct – and to make sure you enforce them.

Your personal values are also important. If the company's written rules don't say that you must

be fair to everyone, but this value is important to you – then, of course, you're going to do it.

Good leaders follow their personal values as well as organizational values.

Ask yourself these questions:

What standards of behavior are really important to my company?

What specific values do I admire in certain leaders? Do I identify with those values?

Would I still live by those values, even if they put me at a competitive disadvantage?

Set the Tone

Now that you know your company's core values, you can begin to set the tone and create the

right environment for your team and your organization. Again, leading by example is the best

way to do this.

It's what you do, not what you say, that demonstrates to your team what you care about. So, if

your company values honesty above all else, then make sure you demonstrate that by being

honest with everyone around you. If your company values free speech, then make sure you

allow your team to communicate their ideas openly.

Next, establish consequences for team members who don't follow corporate values. If you allow

someone to come in late continuously without making up the hours, that won't set a good

example for the rest of the team. You need good consequences as well. Set up some kind of

reward system for team members who consistently act according to the company values.

P a g e | 83

Storytelling is a great way to reinforce and communicate these values. If you know of team

members or even clients who acted ethically in difficult situations, then tell their stories. This

shows your staff that they can do it as well. To learn more, see the Mind Tools article on the art

of business storytelling.

By getting your team interested in ethical conduct, you communicate how important these

values are to both you and your organization.

Recognize Ethical Dilemmas

Here's the scenario: You're in a meeting with other top executives, and you realize that one of

your colleagues has changed the numbers in his report.

As you listen, you realize that he's exaggerating how well his team is doing on a major project.

Instead of saying that his team will finish in eight weeks, which he previously told you, he's

promising to be done in only five weeks.

And instead of saying that the project will help increase company earnings by 4%, which he also

told you earlier, he's promising a 12% increase. What do you do? He's a close colleague and a

personal friend. On the other hand, he's overstating how well his team is doing. Do you support

him, or do you tell the truth to the other executives?

We're often faced with tough choices like this in the workplace. Most of the time, however,

ethical dilemmas aren't this obvious, and they can be hidden in ways that are hard to uncover.

So, how do you recognize these dilemmas?

Identify "trigger" situations – Certain situations seem to attract ethical dilemmas. Some of

P a g e | 84

these are areas like purchasing, hiring, firing, promoting, and calculating bonuses.

=>There can also be other unexpected situations. You could make a mistake will you admit it

to your boss, or try to cover it up? Or you could discover that a colleague is acting unethically

do you protect the person or tell someone?

=>By recognizing when these situations might occur, you can make the right decisions when

and if something actually happens.

Prepare in advance – Imagine yourself in the situations we just mentioned. What would you

do if you knew one of your colleagues was about to be fired, but you weren't legally allowed

to tell her? Putting yourself in these imaginary situations can help you work through your

feelings and decide what you would do if the situation became real. In real life, you may have

only seconds to reach a decision. Of course, you won't be able to imagine every possible

ethical dilemma you might face, but this exercise WILL help you get to know your values,

and it can prepare you for the decisions you may have to make.

Listen to your "inner voice" – Your conscience often tells you that something isn't

right, even if this is just a feeling of uneasiness with something. If you face a situation

that makes you uncomfortable, or goes against one of your core values or beliefs, then

make sure that you stop and think things rationally.

Reevaluate your decision before you act – If you're in a difficult situation and you

aren't sure what to do, make a decision. But before you act on that decision, ask yourself

how you would feel if your actions were in the company newsletter or on the evening

news for everyone to see. Would you be proud of what you did? If not, then reconsider

your decision.

P a g e | 85

When in Doubt...!!

At times, you'll make a decision but still wonder if you did the right thing. You may be

uncomfortable, but these situations can teach you to trust yourself and your instincts. If you

calm your anxiety and look logically at the situation, your instincts will often guide you in the

right direction.

Ethical living and leading takes courage and conviction. It means doing the right thing, even

when the right thing isn't popular or easy. But when you make decisions based on your core

values, then you tell the world that you can't be bought and you lead your team by example.

Once you identify your company's core values as well as your own, you can start to set the tone

with your team and your organization. Actions always speak louder than words, so make sure

you do as you would wish others to do.

P a g e | 86

Conclusion

• Leadership is about skills not birthright. While some traits help, the truth is most

of your leadership success will be explained by hard work and your mastery of the

skills described in this book.

• The cumulative effect. Stop looking for home runs and remember that leadership

success is best defined as the cumulative effect of many small things done

correctly over time.

• Marathon not a sprint. Do not attempt to master all of this overnight. Get it right a

piece at a time and assume a good pace, but one that you can maintain. You want

to finish the marathon.

• Keep the conversation alive. You personally have the power to not only continue

your professional development, but that of others as well. Keep these topics alive

and actively considered by your leadership team.

P a g e | 87

BIBLOGRAPHY

Website: http://www.mindtools.com/pages/main/newMN_TCS.htm

http://www.leadership-with-you.com/steve-jobs-leadership.html

http://blogs.hbr.org/krishnamurthy/2008/06/bill-gates-entrepreneur-manage.html

http://www.zainbooks.com/books/management/leadership-and-team- management_1_introduction-organization-the-stage-for-leadership.html

http://www.drdewett.com/

Books:

Reforms 2020-The Indian express magazine

The Little Black Book-Todd Dewett, Ph.D.