Leadership Training Programs in Corporates

8/13/2019 Leadership Training Programs in Corporates

1/45

1A STUDY ON INTERNATIONAL LEADERSHIP TRAINING PROGRAMS CONDUCTED IN CORPORATES IN PUNE

INDEX

Chapter No TOPIC Page No.

Chapter 1 Introduction

Chapter 2 Literarture review

Chapter 3 Research Methodology

Chapter 4 Data Collection

Chapter 5 Data Analysis and Interpretation

Chapter 6 Observation findings & sugsestions

Chapter 7 Conclusion

Bibliography

Annexure


2/45


Chapter-1

INTRODUCTION TO STUDY

OBJECTIVES OF THE STUDY


3/45


PRIMARY OBJECTIVE

The primary objective of my study at MarkTwo Consulting is to lay down the foundation of

Leadership Trainingprograms for various organizations within Pune.

SECONDARY OBJECTIVE

The objective of my study is to understand the changes in the workplace caused byimplementing International leadership and developmentprograms in an organization.

To develop leadership skills to enhance the efficiency and effectiveness of a team in achieving

strategic objectives and goals.

My another objective is to apply my learning in the area of Human Resources so that Igainsignificant practical and understand the nature and importance of training leadership and

development and identify the various inputs that should go into any programme.

Understanding the nature of human decision-making and developing the skills for effective

team decisions

Delineate the differentstages in International leadership training and development programme

and describe each step.

Understand the need for and the ways of leadership and development for international

assignments.

SCOPE OF THE STUDY


4/45


This research provides me with an opportunity to explore in the field of International Business.

This research also provides the feedback from various people involved in the leadership training

and development within an organization.

The importance of coaching as a leadership tool in motivating performance and achieving results

apart from that it would provide me a great deal of exposure to interact with the high profile

managers of the company.


5/45


Chapter-2

Literature review

LEADERSHIP:


6/45


Leadership has been described as "a process ofsocial influence in which one person can enlist

the aid andsupport of others in the accomplishment of a commontask", although there are

alternative definitions of leadership. For example, some understand a leader simply as somebody

whom people follow, or as somebody who guides or directs others, while others define

leadership as "organizing a group of people to achieve a common goal.

Studies of leadership have produced theories involving traits, situational interaction, function,

behavior,power,vision andvalues,charisma,and intelligence, among others.

Good leaders are made not born. I f you have the desire and wi l lpower, you can become an effective

leader. Good leaders develop through a never ending process of self-study, education, tr aining, and

experience .

To inspire your workers into higher levels of teamwork, there are certain things you must be,

know,and, do.These do not come naturally, but are acquired through continual work and study.

Good leaders are continually working and studying to improve their leadership skills; they are

NOT resting on their laurels.

Leadership is a process by which a person influences others to accomplish an objective and

directs the organization in a way that makes it more cohesive and coherent.

Another popular definition of Leadership is a process whereby an individual influences a group

of individuals to achieve a common goal .

The U.S. military has studied leadership in depth. One of their definitions is a process by which a

soldier influences others to accomplish a mission (U.S. Army, 1983).

Note that all three definitions have one process in commona person influences others to get

something accomplished

Leaders carry out this process by applying their leadership knowledge and skills. This is called

Process Leadership (Jago, 1982). However, we know that we have traits that can influence our
http://en.wikipedia.org/wiki/Social_influencehttp://en.wikipedia.org/wiki/Peer_supporthttp://en.wikipedia.org/wiki/Task_(project_management)http://en.wikipedia.org/wiki/Leadership_studieshttp://en.wikipedia.org/wiki/Power_(social_and_political)http://en.wikipedia.org/wiki/Goalhttp://en.wikipedia.org/wiki/Value_(personal_and_cultural)http://en.wikipedia.org/wiki/Charismahttp://en.wikipedia.org/wiki/Charismahttp://en.wikipedia.org/wiki/Value_(personal_and_cultural)http://en.wikipedia.org/wiki/Goalhttp://en.wikipedia.org/wiki/Power_(social_and_political)http://en.wikipedia.org/wiki/Leadership_studieshttp://en.wikipedia.org/wiki/Task_(project_management)http://en.wikipedia.org/wiki/Peer_supporthttp://en.wikipedia.org/wiki/Social_influence


7/45


actions. This is called Trait Leadership (Jago, 1982), in that it was once common to believe that

leaders were born rather than made. These two leadership types are shown in the chart below :

While leadership is learned, the skills and knowledge processed by the leader can be influenced

by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and

skills contribute directly to the process of leadership, while the other attributes give the leader

certain characteristics that make him or her unique.

Skills, knowledge, and attributes make the Leader, which is one of the Factors of Leadership.


8/45


There are four primary factors of leadership :

Leader

You must have an honest understanding of who you are, what you know, and what you can do.

Also, note that it is the followers, not the leader or someone else who determines if the leader is

successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To

be successful you have to convince your followers, not yourself or your superiors, that you are

worthy of being followed.


9/45


Followers

Different people require different styles of leadership. For example, a new hire requires more

supervision than an experienced employee does. A person who lacks motivation requires a

different approach than one with a high degree of motivation. You must know your people! The

fundamental starting point is having a good understanding of human nature, such as needs,

emotions, and motivation. You must come to know your employees' be, know, and do attributes.

Communication

You lead through two-way communication. Much of it is nonverbal. For instance, when you set

the example, that communicates to your people that you would not ask them to perform

anything that you would not be willing to do. What and how you communicate either builds or

harms the relationship between you and your employees.

Situation

All situations are different. What you do in one situation will not always work in another. You

must use your judgment to decide the best course of action and the leadership style needed for

each situation. For example, you may need to confront an employee for inappropriate behavior,

but if the confrontation is too late or too early, too harsh or too weak, then the results may prove

ineffective.

Also note that the situation normally has a greater effect on a leader's action than his or her traits.

This is because while traits may have an impressive stability over a period of time, they have

little consistency across situations (Mischel, 1968). This is why a number of leadership scholarsthink the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership.


10/45


Various forces will affect these four factors. Examples of forces are:

your relationship with your seniors

the skill of your followers

the informal leaders within your organization

how your organization is organized

Management verses Leadership

While management and leadership have a great deal in common, such as working with people

and accomplishing the goals of the organization, they do differ in their primary functions (Kotter,

1990):

Management's main function is to produce order and consistency through processes, such as

planning, budgeting, organizing, staffing, and problem solving.

While leadership's main function is to produce movement and constructive or adaptive change

through processes, such as establishing direction through visioning, aligning people, motivating,

and inspiring.


11/45


Total Leadership

What makes a person want to follow a leader? People want to be guided by leaders they respect

and who have a clear sense of direction. To gain respect, they must be ethical. A sense of

direction is achieved by conveying a strong vision of the future.

When people are deciding if they respect you as a leader, they do not think about your attributes,

rather, they observe what you do so that they can know who you really are. They use this

observation to tell if you are an honorable and trusted leader or a self-serving person who

misuses authority to look good and get promoted.

On the other hand, self-serving leaders are not as effective because their employees only obey

them, not follow them. They succeed in many areas because they present a good image to their

seniors at the expense of their workers.

Good leadership is honorable character and selfless service to your organization. In your

employees' eyes, your leadership is everything you do that effects the organization's objectives

and their well-being.

The Two Most Important Keys to Effective Leadership:

Trust and confidence in top leadership was the single most reliable predictor of employee

satisfaction in an organization.

Effective communication by leadership in three critical areas was the key to winning

organizational trust and confidence:


12/45


1.Helping employees understand the company's overall business strategy.

2.Helping employees understand how they contribute to achieving key business objectives.

3.Sharing information with employees on both how the company is doing and how an

employee's own division is doing.

So in a nutshellyou must be trustworthy and you have to be able to communicate a vision of

where the organization needs to go. The next section, Principles of Leadership, ties in closely

with this key concept.

Principles of Leadership

To help you be, know, and do, follow these eleven principles of leadership (U.S. Army, 1983).

The rest of the chapters in this Leadership guide expand on these principles and provide tools for

implementing them:

1.Know yourself and seek self-improvement- In order to know yourself, you have to

understand your be, know, and do, attributes. Seeking self-improvement means continually

strengthening your attributes. This can be accomplished through self-study, formal classes,

reflection, and interacting with others.

2.Be technically proficient- As a leader, you must know your job and have a solid familiarity

with your employees' tasks.

3.Seek responsibility and take responsibility for your actions- Search for ways to guide your

organization to new heights. And when things go wrong, as they often tend to do sooner or later

do not blame others. Analyze the situation, take corrective action, and move on to the next

challenge.

4.Make sound and timely decisions- Use good problem solving, decision making, and

planning tools.

5.Set the example- Be a good role model for your employees. They must not only hear what

they are expected to do, but also see. We must become the change we want to see - Mahatma

Gandhi


13/45


6.Know your people and look out for their well-being- Know human nature and the

importance of sincerely caring for your workers.

7.Keep your workers informed- Know how to communicate with not only them, but also

seniors and other key people.

8.Develop a sense of responsibility in your workers - Help to develop good character traits that

will help them carry out their professional responsibilities.

9.Ensure that tasks are understood, supervised, and accomplished- Communication is the

key to this responsibility.

10.Train as a team- Although many so called leaders call their organization, department,

section, etc. a team; they are not really teams... they are just a group of people doing their jobs.

11.Use the full capabilities of your organization- By developing a team spirit, you will be able

to employ your organization, department, section, etc. to its fullest capabilities.

Attributes of Leadership: BE, KNOW, and DO

Respected leaders concentrate on Be, Know, and Do :

what they are [be] (such as beliefs and character)

what they know (such as job, tasks, and human nature)

what they do (such as implementing, motivating, and providing direction).

BE a professional. Examples: Be loyal to the organization, perform selfless service, takepersonal responsibility.

BE a professionalwho possess good character traits. Examples: honesty, competence, candor,

commitment, integrity, courage, straightforwardness, imagination.


14/45


KNOWthe four factors of leadershipfollower, leader, communication, situation.

KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.

KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.

KNOW your job. Examples: be proficient and be able to train others in their tasks.

KNOW your organization. Examples: where to go for help, its climate and culture, who the

unofficial leaders are.

DO provide direction. Examples: goal setting, problem solving, decision making, planning.

DO implement. Examples: communicating, coordinating, supervising, evaluating.

DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach,

counsel.


15/45


Environment

Every organization has a particular work environment, which dictates to a considerable degree

how its leaders respond to problems and opportunities. This is brought about by its heritage of

past leaders and its present leaders.

Goals, Values, and Concepts

Leaders exert influence on the environment via three types of actions:

1.The goals and performance standards they establish.

2.The values they establish for the organization.

3.The business and people concepts they establish.

Successful organizations have leaders who set high standards and goals across the entire

spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity,quality, and reliability.

Values reflect the concern the organization has for its employees, customers, investors, vendors,

and surrounding community. These values define the manner in how business will be conducted.

Concepts define what products or services the organization will offer and the methods and

processes for conducting business.

These goals, values, and concepts make up the organization's personality or how the organizationis observed by both outsiders and insiders. This personality defines the roles, relationships,

rewards, and rites that take place.


16/45


Roles and Relationships

Roles are the positions that are defined by a set of expectations about behavior of any job

incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out.

Roles have a powerful effect on behavior for several reasons, to include money being paid for

the performance of the role, there is prestige attached to a role, and a sense of accomplishment or

challenge.

Relationships are determined by a role's tasks. While some tasks are performed alone, most are

carried out in relationship with others. The tasks will determine who the role-holder is required

to interact with, how often, and towards what end. Normally the greater the interaction, the

greater the liking. This in turn leads to more frequent interactions. In human behavior, its hard to

like someone whom we have no contact with, and we tend to seek out those we like. People tend

to do what they are rewarded for, and friendship is a powerful reward. Many tasks and behaviors

that are associated with a role are brought about by these relationships. That is, new task and

behaviors are expected of the present role-holder because a strong relationship was developed in

the past, either by that role-holder or a prior role-holder.

Culture and Climate

There are two distinct forces that dictate how to act within an organization: culture and climate.

Each organization has its own distinctive culture. It is a combination of the founders, past

leadership, current leadership, crises, events, history, and size (Newstrom, Davis, 1993). This

results in rites: the routines, rituals, and the way we do things. These rites impact individual

behavior on what it takes to be in good standing (the norm) and directs the appropriate behavior

for each circumstance.


17/45


The climate is the feel of the organization, the individual and shared perceptions and attitudes of

the organization's members (Ivancevich, Konopaske, Matteson, 2007). While the culture is the

deeply rooted nature of the organization that is a result of long-held formal and informal systems,

rules, traditions, and customs; climate is a short-term phenomenon created by the current

leadership. Climate represents the beliefs about the feel of the organization by its members.

This individual perception of the feel of the organization comes from what the people believe

about the activities that occur in the organization. These activities influence both individual and

team motivation and satisfaction, such as:

How well does the leader clarify the priorities and goals of the organization? What is expected

of us?

What is the system of recognition, rewards, and punishments in the organization?

How competent are the leaders?

Are leaders free to make decisions?

What will happen if I make a mistake?

Organizational climate is directly related to the leadership and management style of the leader,

based on the values, attributes, skills, and actions, as well as the priorities of the leader. Compare

this to ethical climate the feel of the organization about the activities that have ethical

content or those aspects of the work environment that constitute ethical behavior. The ethical

climate is the feel about whether we do things right; or the feel of whether we behave the way we

ought to behave. The behavior (character) of the leader is the most important factor that

influences the climate.

On the other hand, culture is a long-term, complex phenomenon. Culture represents the shared

expectations and self-image of the organization. The mature values that create tradition or the

way we do things here. Things are done differently in every organization. The collective vision

and common folklore that define the institution are a reflection of culture. Individual leaders

cannot easily create or change culture because culture is a part of the organization. Culture


18/45


influences the characteristics of the climate by its effect on the actions and thought processes of

the leader. But, everything you do as a leader will affect the climate of the organization.

The Process of Great Leadership

The road to great leadership (Kouzes & Posner, 1987) that is common to successful l leaders:

Challenge the process - First, find a process that you believe needs to be improved the most.

Inspire a shared vision - Next, share your vision in words that can be understood by your

followers.

Enable others to act - Give them the tools and methods to solve the problem.

Model the way - When the process gets tough, get your hands dirty. A boss tells others what to

do; a leader shows that it can be done.

Encourage theheart - Share the glory with your followers' hearts, while keeping the pains

within your own.

LEADERSHIP DEVELOPMENT

The need for effective business leaders in India is as intense as it is in most countries. But the

path that Indian firms take to develop effective leaders is considerably different than the path

followed by American or Canadian firms. After reading this article, organizations hoping to

deliver leadership development programs to Indian managers will understand the differences and

the approach that they need to take to win business from Indian firms.

In todays world, executive education basically means leadership training, as leadership is


19/45


broadly integrated into all forms of executive education. But does leadership training ensure

success at the top management team level, and therefore, successful organizations?

No one is willing to argue that leadership does not matter; that would be short-sighted indeed.

However, leadership has become a catch-all term whose pervasiveness has robbed it of its true

meaning; this is especially true in todays fast-moving emerging markets. In conversations with

CEOs and heads of HR at over 50 of Indias largest and most innovative firms, it is quite

apparent that the Indian CXO1community defines leadership in ways that push the bounds of

traditional definitions offered by researchers and professionals in organizational behaviour or

applied behavioural sciences. Indian senior executives cannot afford to invest in programs that

take such a one-sided, individual-focused view on leadership; they are under pressure to make

money today, tomorrow, the next day and next year! When the GDP is growing at a rate of

almost 10 percent year over year, and firms stop to train their top managers, this training has to

be multifaceted and practical enough to improve the managers ability to lead the firm in its

quest to capture value in an increasingly competitive environment.

Top managers in leading Indian firms dont speak about their leadership development needs in

the way most universities, consulting firms or training organizations do. The leadership


20/45


development needs for top managers are much more specific and linked to the firms bottom

line. If Indias top firms are going to depend on executive development organizations to help

shape their future leaders, these outfits will have to be at the forefront of research and teaching in

six key areas of strategic leadership:

(1) Managing growth

(2) Developing a global mindset

(3) Developing and retaining talent

(4) Developing strong fiscal management

(5) Institutionalizing creativity

(6) Leading across an enterprise.

(1) LEADING TO MANAGE GROWTH

In the last five years, Indias GDP has been growing at a rate of 10 percent annually. As well,

exports from Indian firms have doubled over the last five years. The forecasts are equally

positive, with GDP, private consumption, investment growth and domestic demand all expected

to grow a by slightly less than10 percent per year for the next 5 years. This explosive growth

scenario generates two different views of leadership at the firm level. Some Indian executives

actively take on a short horizon view: Why do we have to worry about leadership when any

mistakes or weaknesses are easily remedied by the growth in demand; if we take our critical

leadership cadre away from the business of the daythe opportunity costs are unfathomable.


21/45


The longer horizon view is: What if the economists are wrong and the growth scenario doesnt

pan out? What if the number of foreign entrants into the Indian market space creates a level of

competitiveness that begins to counterbalance the benefits of growth?

CEOs at Indias biggest firms take the second view. What happens when the economic boom

begins to wind down? Will companies have leadership teams in place that know how to create

growth opportunities in a leaner environment? Will Indian managers be able to effectively and

efficiently compete against competitors to capture more of the markets in which they do

business? In todays high-growth environments, creating and capturing growth is a key

leadership skill that many Indian leaders simply have not had the opportunity to develop.

Leaders with this set of skills will be crucial to Indian corporations long-term success.


22/45


(2) DEVELOPING A GLOBAL MINDSET IS CRUCIAL TO BEING A

SUCCESSFUL

LEADER

For a little less than a decade, FDI inflows to India have been on a positive upswing. The biggest

sources of FDI into India include Mauritius, Singapore, the U.S., the UK and the Netherlands.

Indian managers are constantly being confronted by the challenge of working with partners who

are much more globally experienced. Expatriates working in multinationals and Indian firms

have almost always lived in multiple countries, have been able to speak more than a few

languages, and have education bases that span the globe. These global managers often hold

pivotal positions in their firms, and Indian CEOs realize that they depend on their advanced

global mindset to drive growth not only in India but also outside India. In fact, in countries as far

away as the U.S. and Canada, it is now becoming impossible to reach the senior management

level without having lived and worked abroad for at least 3 years. The bar for leadership is going

upleaders must be global. To ensure that Indian companies have Indian managers with a

global mindset, the companies will need to provide top managers with the training that enables

them to think across country boundaries and cultures, to work in multi-cultural environments, to

learn how to coexist with business realities that are often very different from the ones at home,


23/45


and to understand organizational structures such as joint ventures and acquisitions, both very

common in the global business scenario.

(3) DEVELOPING AND RETAINING TALENT

The dark side of growth and globalization for Indian companies is retaining high-quality people

at reasonable salary levels. Indian managers often blame GDP, foreign firms willing to pay

higher salaries, booming sectors such as education and real estate, growing costs of MBA

programs, and the repatriation of droves of NRIs (non-resident Indians) making India home once

again. Rarely do managers turn the mirror around and blame themselvesmanagers are

unwilling to admit that most managers are not very good at creating a work environment or

designing systems that effectively develop and retain people. In the Indian scenario, attrition

rates can range from 15 percent to 50 percent per year, depending on the sector and the

management level. Employees usually state better compensation or opportunities for career

growth as the main reasons for leaving one job for another. However, more recently, Indian

employees are becoming concerned about developing a reputation for being a serial employee

one that jumps from one employer to the other. Between these two realities is an opportunity


24/45


for top managers to lead in a way that develops and retains talent. This means that managers will

have to hone their skills in fostering employee engagement, become strong communicators with

exceptional interpersonal skills, inspire commitment, and participate in coaching and mentoring

employees for growth.

(4) DEVELOPING STRONG FISCAL MANAGEMENT

In India, a successful leader must understand the financial markets. In the last few years, the

number of companies accessing debt has increased, as have the number of IPOs, the funds raised

by these IPOs and the relative success rate of the IPOs. Understanding the intersection between

financial management and leadership is crucial to success, especially in light of the forecasted

business growth in India. In order to lead, top managers must understand key questions such as:

How does the relationship between debt and equity in my firm affect my ability to grow? How

does cash management influence decision making and the companys ability to take advantage of

opportunities inside and outside the firm? How do the numbers influence the value I can create

and offer to customers? Managers at multiple levels and across different functions of the

organization have to have this level of understanding. In high-growth environments it is not

enough to look to the CFO to provide the answers. Without understanding the fundamental


25/45


financial implications of every decision, leaders will simply not be prepared to lead their

companies to success in the new Indian economy.

(5) INSTITUTIONALIZING CREATIVITY

Indian business is a hotbed of innovation. The number of patents filed each year for the last 5

years has been increasing by almost 11 percent annually. In 2004, the number of patents granted

was slightly more than 10 percent of the number filed; today that number has increased to almost

50 percent. Indians are becoming more astute innovators; however they are being outpaced on

every front by the Chinese. In order to lead successfully, the top manger will have to understand

how to foster innovative ideas and thinking at the individual level, how to create an

organizational culture that supports innovation, and how to ensure that the right structures are in

place that enable innovations to rise up in the organization. Managers will have to understand

and be able to leverage the innovation value chain in their own companies.

(6) CROSS-ENTERPRISE STRATEGY FORMULATION AND

IMPLEMENTATION

To make good on the pressures to lead such as managing growth, keeping the best people in the

job, developing and acting with a more global perspective, or thinking in a way that is more


26/45


bottom-line oriented, leaders have to change the way they think. Most leaders prefer to stay

within their own functional areas of expertise; this is usually also the function or department of

the organization they understand best and the one in which they dont have to share too much

power in decision making. However, this kind of territorial leadership behaviour will hurt

todays Indian organization. Tomorrows leaders will have to focus on developing the leadership

skills that enable them to look beyond the walls and silos in the organizational chart and

approach issues from a perspective that spans the entire organization. They will need to have an

advanced understanding of the ramifications of their decisions and actions across the

organization, allowing them to capitalize on the opportunities and synergies that result from

seeing the big picture. They will need to develop advanced competencies such as being able to

(1)quickly and effectively understand the business, i.e. how it configures it resources tocreate

(2)value for customers, (2) manage complexity and ambiguity by being good at developing aset of strategic options that allow the firm to create and capture value, (3) design micro

and macro structures within the organization to enable execution of complex strategies,

and (4) inspire commitment and excitement from the people who execute the firms

strategy.

What do the six dimensions of leadership development described above say to the traditional

leadership development approaches that tend to focus on 360s, personality dimensions and how


27/45


they enable and disable leadership, or even newer approaches that focus on more fashionable

dimensions of personality such as emotional intelligence and its link to leadership effectiveness?

Being an effective leader at the individual and interpersonal levels is still crucial. However, in

todays business environment, leaders without the strategic skill sets outlined above are simply

out-dated and unprepared to drive bottom line results. Leaders without a honed ability to drive

organizational excellence are like parents without the ability to discipline or guide their children.

Both enable disastrous consequences.

LEADERSHIP TRAINING:

Leadership training should be a top priority for companies and corporations, even in tough

economic times according to an article published on Business Week recently. When leadership

training is neglected as organizations tighten their belts, it will affect the bottom line.

In the U.S., a study conducted by Expertus in 2008 indicated that 48% of those companies

surveyed were cutting their leadership training budgets because of economic conditions. As the

economy continued on a downward spiral, cuts in leadership training continued. According to

Business Week, leadership training is essential in any economic climate in order to experience

continued growth in the business arena.


28/45


The lack of leadership training meant that employees began to lack motivation and focus,

resulting in "choked" or stifled growth in many companies and organizations. It is necessary for

effective leadership training to be in place consistently, even in tough economic times.

During the last several years of economic crisis, employees have been insecure about their jobs,

which lead to decreased morale; a lack of leadership training left employees without the essential

guidance they need from managers. To sum it all up, the scarcity of available jobs coupled with

job security issues and a decrease in leadership training meant that productivity in employees

decreased tremendously. By implementing effective leadership training now, the garden can

begin to thrive and grow again - meaning more efficient and motivated personnel, and ultimately

continued business growth.

Business Week goes on to say that leadership training, contrary to popular belief, does not

produce only long-term results. In fact, the article claims that results can actually be seen the

same afternoon. Simple strategies such as a one-day workshop can often stimulate the team,

motivating staff and improving skills for effective team leadership. In only hours, the level of

motivation and productivity can be increased substantially - with the help of a good leader.

Several topics that should be covered in leadership training include setting objectives, team

building and helping these teams grown to maximum potential, personal goal setting and how

personal goals and business goals can be aligned. Leadership training is essential in helping

employees gain drive and ambition; they must feel necessary and capable, otherwise they will

feel as if they are just going to a "job" every day, which isn't productive for the growth of the

employee or the company.

Savvy business owners realize that leadership training is an investment in their employees and

ultimately in the success of their company. The company as a whole is invigorated even in a

faltering economy by the investment in leadership training. , a good leadership training program

should include:


29/45


- Connecting with staff

- Making managers better coaches and mentors

- Listening and giving feedback

- Having a clear vision

- Understanding how separate components make up the complete machine

Leadership training will help companies "weed out" the negative aspects that are dragging the

company down, and feed prospective new leaders for renewed growth and vigor, resulting in

larger profits.

TRAINING PROCESS:


30/45


Chapter-3

RESEARCH METHODOLOGY


31/45


RESEARCH METHODOLOGY

MEANING OF RESEARCH:-

Research as the manipulation of things, concepts of symbols for the purpose

of generalizing to extend, correct or verify knowledge, whether that knowledge aids in

construction of theory or in the practice of an art.

The Research Methodology followed for further work can be primarily classified into two

stages namely Exploratory and Descriptive. The stepwise details of the research are as follows:

Stage - I

Exploratory Study:Since we always lack a clear idea of the problems one will meet

during the study, carrying out an exploratory study is particularly useful. It helped develop

my concepts more clearly, establish priorities and in improve the final research design.

Exploratory study will be carried out by conducting:

Secondary data analysis which included studying the website (www.___________.com) of

the company and also going through the various articles published in different sources

(magazines, books, internet, newspapers) on Small and Medium Scale Enterprises and

Training Leadership and development process.

Experience surveys also conduct with Assistant-Manager Human Resources and the General

Manager and Personnel Officer of ________________ to gain knowledge about the nature of

Training Leadership and development process followed in the organization.


32/45


StageII

Descriptive Study:After carrying out initial Exploratory studies to bring clarity on the

subject under study, Descriptive study will be carried out to know the actual Training Learning

and Development methods being followed at ____________.

The knowledge of actual training learning and development process is needed to document the

process and suggest improvements in the current system to make it more effective. The tools

used to carry out Descriptive study included both monitoring and Interrogation.

Sample Selection: To know the Training and development process of the ___________,

for identifying through Exploratory and Observational studies that the Assistant Manager

Human Resources, the General Manager at Head office and The Esteemed Managing

Director of the company are the right persons who provides training to the employees.

Research has shown specific benefits that a small business receives from

training and developing its workers, including:

Increased productivity.

Reduced employee turnover.

Increased efficiency resulting in financial gains.

Decreased need for supervision.

Sample Size:-

In this project questionnaire was prepared and multiple choices and the pattern of questions was

given to 50 respondents. With every question, multiple choices were given.


33/45


Chapter-4

DATA COLLECTION


34/45


Tool of Data Collection:-

QUESTIONNAIRE

Dear Sir/Madam,

I am doing a research work on Employees Leadership (Training and Development). I would

request you to kindly spare some time to fill up this questionnaire.

Q.1. Kindly share some details about your company's businesses and what makes the L&D

function important to your business.

Q.2. What role does the learning and development function play in the overall business strategy

of your company

Q.3. What kinds of training programs does your company currently undertake?

Q.4. How is the need for these programs assessed?

Q.5. Does your company run assessment centres and / or development centres ?

Q.6. Are these assessments devised internally or do you rely on tie-ups with external service

providers ?

Q.7. Do you currently use any psychometric analysis tools in your business ? If yes, which one ?

Q.8. What do you think is the single greatest need for your industry sector in terms of training

programs ? In other words, in your experience, which major skills gap do you think affects your

business the most ?


35/45


Q.9. What training programs do you use for your managerial staff ? (Senior and Middle level

Management)

Q.10. Do you undertake any post training evaluations to understand the retention from your

training programs ?

Q. 11. Do you see any observable gaps in the performance of mid level and senior staff in your

industry which may be addressed by the introduction of a training program ?

List of companies:

ICICI Bank Ltd.

Tata Consultancy Services Ltd.

Maruti Suzuki India Ltd.

Infosys Ltd.

HDFC Bank Ltd.

Suzlon Energy Ltd.

Idea Cellular Ltd.

MphasiS Ltd.

Manappuram Finance Ltd.

Deepak Fertilisers & Petrochemicals Corporation Ltd.

Kwality Dairy (India) Ltd.

Bajaj Finance Ltd.

Etc..


36/45


Chapter-5

DATA ANALYSIS AND INTERPRETATION


37/45


The following pie chart has been generated on the basis of the inferences from

data collected:

Total Sample Size : 30 companies.

Number of companies employing ITP: 5 comapnies

40%

60%

Leadership Training Program employed

Yes No

42%

58%

Type of Program

International Program Internal Program


38/45


Companies Satisfied with ITP: 1 company

20%

60%

20%

Satisfaction Level

Satified Unsatisfied No evaluation


39/45


Chapter-6

Observation Findings and Limitations:


40/45


Observation, Limitations and Suggestions:

OBSERVATIONS:

The use of International Training Programs in Corporates in Pune is not as per requiredstandards.

The Internal Training Programs are not as efficient as compared to International TrainingPrograms.

It was observed that International Leadership Training Programs was welcomed by Highlevel Employees and want for such programs is high amongst the Corporates.

LIMITATIONS:

In view of the limited time available for the study, only the Training andDevelopment process could be studied.

The sample size is too small to reflect the opinion of the whole Industry. The answers given by the respondents have to be believed and have to be taken

for granted as truly reflecting their perception.

SUGGESTIONS:

International Leadership Programms such as MarkTwo Leadership Training Programscan be introduced to increase efficiency and leadership attributes.

The Internal Programs should be modified and standardized as per requirements.


41/45


Chapter-7

CONCLUSION


42/45


CONCLUSION

1. The leadership program is growing at rapidly. In India so many organization are approaching

this program for the efficient growth of the organization and this program are gaining a attention

in the market.

2. Inthisinternational leadership program segment there has been heightened competition with

other leading players

3. As there was competition in market, there was reduction in price of the program and some

improvement is done with the existing contents and then introduced

4. Most of the employee are very much satisfied with the services offered by this program while

few of them are not satisfied due to minor problems

5. Many of the Organization rated this leadership program as excellent very few of them rated as

satisfactory.

6. Many organization have stated that Content of this program is not so good when comparing to

other services.


43/45


BIBLIOGRAPHY :

1. Making performance work effectively: - Philip Tom: McGraw Hill Book Company:

England: 1983.

2. Principles and procedures in evaluating performance: John C. Flanagan: volume 28.

3. Public Personal Administration: S L Goel: Sterling Publishers Pvt. Ltd.: New Delhi.

4. Training & Development : A Better way: Robert Hayden: Volume 52.

5. Research Methodology Methods and Techniques: Kothari C. R.: Willey Easter: New Delhi.

6. P. Jyothi, P., Venkatesh, D.N., Human Resource Management

7. Kothari, C. R., Methods and Techniques, New Delhi, New Age International Publications

8. Aswathappa, K., Human Resource Personal Management

Websites Search :

www.wiki.com

www.google.com

Bass, Bernard (1990).From transactional to transformational leadership: learning to share thevision.Organizational Dynamics, 18, (3), Winter, 1990, 19-31.

Ivancevich, J., Konopaske, R., Matteson, M. (2007).Organizational Behavior and Management.

New York: McGraw-Hill Irwin.

Jago, A. G. (1982). Leadership: Perspectives in theory and research.Management Science, 28(3),

315-336.

Kotter, J. P. (1990).A Force for Change: How Leadership Differs From Management.New

York: Free Press.

Kouzes, J. M. & Posner, B. Z. (1987).The Leadership Challenge.San Francisco: Jossey-Bass.

Lamb, L. F., McKee, K. B. (2004).Applied Public Relations: Cases in Stakeholder Management.

Mahwah, New Jersey: Lawrence Erlbaum Associates. Routledge.
http://www.google.com/http://www.google.com/http://www.sciencedirect.com/science?_ob=IssueURL&_tockey=%23TOC%236606%231990%23999819996%23473052%23FLP%23Volume_18,_Issue_3,_Pages_2-79_(Winter_1990)&_auth=y&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&mdhttp://www.sciencedirect.com/science?_ob=IssueURL&_tockey=%23TOC%236606%231990%23999819996%23473052%23FLP%23Volume_18,_Issue_3,_Pages_2-79_(Winter_1990)&_auth=y&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&mdhttp://www.sciencedirect.com/science?_ob=IssueURL&_tockey=%23TOC%236606%231990%23999819996%23473052%23FLP%23Volume_18,_Issue_3,_Pages_2-79_(Winter_1990)&_auth=y&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&mdhttp://www.sciencedirect.com/science?_ob=IssueURL&_tockey=%23TOC%236606%231990%23999819996%23473052%23FLP%23Volume_18,_Issue_3,_Pages_2-79_(Winter_1990)&_auth=y&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&mdhttp://www.amazon.com/Organizational-Behavior-Management-Behaviour/dp/0073405086/bigdogsbowlofbis/http://www.amazon.com/Organizational-Behavior-Management-Behaviour/dp/0073405086/bigdogsbowlofbis/http://www.amazon.com/Organizational-Behavior-Management-Behaviour/dp/0073405086/bigdogsbowlofbis/http://www.amazon.com/Force-For-Change-Leadership-Management/dp/0029184657/bigdogsbowlofbis/http://www.amazon.com/Force-For-Change-Leadership-Management/dp/0029184657/bigdogsbowlofbis/http://www.amazon.com/Force-For-Change-Leadership-Management/dp/0029184657/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/ASIN/0787968331/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/ASIN/0787968331/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/ASIN/0787968331/bigdogsbowlofbis/http://www.amazon.com/Applied-Public-Relations-Stakeholder-Communication/dp/0805846077/bigdogsbowlofbis/http://www.amazon.com/Applied-Public-Relations-Stakeholder-Communication/dp/0805846077/bigdogsbowlofbis/http://www.amazon.com/Applied-Public-Relations-Stakeholder-Communication/dp/0805846077/bigdogsbowlofbis/http://www.amazon.com/Applied-Public-Relations-Stakeholder-Communication/dp/0805846077/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/ASIN/0787968331/bigdogsbowlofbis/http://www.amazon.com/Force-For-Change-Leadership-Management/dp/0029184657/bigdogsbowlofbis/http://www.amazon.com/Organizational-Behavior-Management-Behaviour/dp/0073405086/bigdogsbowlofbis/http://www.sciencedirect.com/science?_ob=IssueURL&_tockey=%23TOC%236606%231990%23999819996%23473052%23FLP%23Volume_18,_Issue_3,_Pages_2-79_(Winter_1990)&_auth=y&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&mdhttp://www.sciencedirect.com/science?_ob=IssueURL&_tockey=%23TOC%236606%231990%23999819996%23473052%23FLP%23Volume_18,_Issue_3,_Pages_2-79_(Winter_1990)&_auth=y&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&mdhttp://www.sciencedirect.com/science?_ob=IssueURL&_tockey=%23TOC%236606%231990%23999819996%23473052%23FLP%23Volume_18,_Issue_3,_Pages_2-79_(Winter_1990)&_auth=y&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&mdhttp://www.google.com/


44/45


Mischel, W. 1968.Personality and Assessment. New York: Wiley.

Newstrom, J. & Davis, K. (1993).Organization Behavior: Human Behavior at Work.New York:McGraw-Hill.

Northouse, G. (2007).Leadership theory and practice.(3rd ed.) Thousand Oaks, CA: Sage

Publications.

Rowe, W. G. (2007).Cases in Leadership.Thousand Oaks, CA: Sage Publications.

Stogdill, R. M.(1989).Stogdill's Handbook of Leadership: A Survey of Theory and Research.Bass, B. (ed.) New York: Free Press.

U.S. Army. (1983).Military Leadership. Field Manual 22-100. Washington, DC: U.S.Government Printing Office.
http://www.amazon.com/Personality-Assessment-Walter-Mischel/dp/0805823301/bigdogsbowlofbis/http://www.amazon.com/Personality-Assessment-Walter-Mischel/dp/0805823301/bigdogsbowlofbis/http://www.amazon.com/Personality-Assessment-Walter-Mischel/dp/0805823301/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/tg/detail/-/007239675X/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/tg/detail/-/007239675X/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/tg/detail/-/007239675X/bigdogsbowlofbis/http://www.amazon.com/Leadership-Dr-Peter-Guy-Northouse/dp/1412974887/ref=sr_1_1?ie=UTF8&s=books&qid=1270485118&sr=1-1/bigdogsbowlofbishttp://www.amazon.com/Leadership-Dr-Peter-Guy-Northouse/dp/1412974887/ref=sr_1_1?ie=UTF8&s=books&qid=1270485118&sr=1-1/bigdogsbowlofbishttp://www.amazon.com/Leadership-Dr-Peter-Guy-Northouse/dp/1412974887/ref=sr_1_1?ie=UTF8&s=books&qid=1270485118&sr=1-1/bigdogsbowlofbishttp://www.amazon.com/Cases-Leadership-Ivey-Casebook-Glenn/dp/1412950171/bigdogsbowlofbis/http://www.amazon.com/Cases-Leadership-Ivey-Casebook-Glenn/dp/1412950171/bigdogsbowlofbis/http://www.amazon.com/Cases-Leadership-Ivey-Casebook-Glenn/dp/1412950171/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/tg/detail/-/002901820X/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/tg/detail/-/002901820X/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/tg/detail/-/002901820X/bigdogsbowlofbis/http://www.amazon.com/exec/obidos/tg/detail/-/002901820X/bigdogsbowlofbis/http://www.amazon.com/Cases-Leadership-Ivey-Casebook-Glenn/dp/1412950171/bigdogsbowlofbis/http://www.amazon.com/Leadership-Dr-Peter-Guy-Northouse/dp/1412974887/ref=sr_1_1?ie=UTF8&s=books&qid=1270485118&sr=1-1/bigdogsbowlofbishttp://www.amazon.com/exec/obidos/tg/detail/-/007239675X/bigdogsbowlofbis/http://www.amazon.com/Personality-Assessment-Walter-Mischel/dp/0805823301/bigdogsbowlofbis/


45/45

ANNEXURE

Documents

Leadership Training Programs in Corporates