Leadership Final Hrd Cpy
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Transcript of Leadership Final Hrd Cpy
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INTRODUCTION
In the Book of Proverbs it is said, "Where there is no vision, the people perish." This is as true
in business as it is in life. Organizations whose leaders have no vision are doomed to work underthe burden of mere tradition. They cannot prosper and grow because they are reduced to keeping
things the way they have always been; they are guided by the saying, " If it ain't broke, don't fix
it." True leaders see things differently. They are guided by another belief more in keeping with
the competitive world in which we live. They believe, "If it ain't broke, you're not looking
hard enough." Realizing that there is always room for improvement, they believe that no one
has ever done anything so well that it cannot be done better.
For leaders, a vision is not a dream; it is a reality that has yet to come into existence. Vision is
palpable to leaders; their confidence in and dedication to vision are so strong they can devote
long hours over many years to bring it into being. In this way, a vision acts as a force within,
compelling a leader to action. It gives a leader purpose, and the power of the vision and the
leader's devotion to it work to inspire others-- who, sensing purpose and commitment, respond.
Management is doing things right; leadership is doing the right things. The only real training for
leadership is leadership. In simple words, if you want to lead, you have to practice leading.
Classroom experience isnt nearly as valuable as actually leading people and learning from your
own mistakes.Nearly all men can stand adversity, but if you want to test a mans character, give
him power.
Leadership is understanding people and involving them to help you do a job. That takes all of the
good characteristics, like integrity, dedication of purpose, selflessness, knowledge, skill as well
as determination not to accept failure. The quality of a leader is reflected in the standards they set
for themselves. Leadership is the art of getting someone else to do something you want done
because he wants to do it. It is action and not position. One, who cannot obey, cannot command.
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TAKING A LEADERSHIP POSITION
Taking a leadership position means: Having a vision about what can be accomplished. Making a commitment to the mission and to the people you lead. Taking responsibility for the accomplishment of the mission and the welfare of those you
lead.
Assuming risk of loss and failure. Accepting recognition for success.
CHARACTERISTICS OF GREAT LEADERS
There is a saying that great leaders are made not born. This should give you hope that once you
understand the characteristics of a great leader you can become one yourself. Here are a few
things that every great leader does or possesses within themselves to inspire people around them.
1. Leaders are always improving. They understand that things are changing around them andfor them to be great leader they must be changing too!
2. Great leaders inspire people around them to become better. People want to do their bestbecause of their leadership.
3. Leaders know how to concentrate on people's strengths and not their weaknesses. Everyonehas things that they are good at and leaders know how to bring this out in a person.
4. Leaders are pro active and not reactive. They understand the importance of leading theirpeople and not waiting for somebody else to get started.
5. Leaders treat people with respect and importance. They know that to get a person to dosomething they need to want to do it. Treating people with respect and importance is atechnique that works for this.
6. Great leaders are self-motivated. They understand there will be ups and downs in their lifeand in their business, but they stay positive and do not let outside influences affect their
attitudes.
7. Leaders are well spoken. They know how to say the right thing at the right time.
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8. Leaders are always prepared. They don't leave things to chance but rather they control
situations through preparation.
9. Great leaders do not have big egos. They care about others as opposed to being a selfcentered individual.
10.Great leaders are great mentors. They know how to pass on the knowledge that theythemselves have personally already attained.
11.Leaders are people who write downgoals and strive to achieve them. They understand theimportance of goal setting and the example that they are teaching by doing this.
12.Great leaders are ambitious hard workers. They never expect more out of the peoplearound them then they are willing to give themselves. This type of attitude is contagious and
leads to everybody working harder.
MANAGERS VS. LEADERS
MANAGERS LEADERS
Focus on things Focus on people
Do things right Do the right things
Plan Inspire
Organize Influence
Direct Motivate
Control Build
Follow the rules Shape entities
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KARTA
Karta means head of the family. When family members takes the initiative and startsthe business, karta becomes the head or overall in-charge of business because business is an
extension of the family. So whatever values, ethics, morals the karta believes that will be the
base of business culture in the organisation. He is the ultimate authority in decision-making. The
other members, involved in that business are called as co-partners.
Karta is having unlimited liability. How to run the business, wherefrom finance will be
arranged, whether to sell the property or not, all will be decided by him and co-partners have to
follow his decision.
He is the leader who manages the business. He directs, guides the other members so that
they can give their best output to the organisation. He is a fatherly-figure who is always there to
provide help and support. He rewards and punishes according to situation and does not interact
much with followers. In his organisation decision-making is mostly centralized. As far as
leadership style is concerned he plays the role of a benevolent authoritative leader.
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LEADERSHIP CHALLENGES
There are five challenges most leaders will face during their tenure as leaders, whether working
for a corporation or for themselves.
1. Creating and Maintaining a Diversified Team
All leaders work with teams. These teams include diverse individuals with different
backgrounds, experiences and even ethnicitys. One of the greatest challenges of leadership
in modern society is finding ways to create a unified front among team members. This is
often difficult when members of a team may remain at remote areas.
Thanks to modern technology, not all members of a team will necessarily work in the samefacility. A leader can overcome the challenges associated with creating and preserving a
diversified team by encouraging horizontal communication and knowledge sharing. What
this means is information does not come from the top-down alone, but instead from person to
person.
The best way to create and uphold a diversified yet efficient team is to make sure each
member of the team receives routine communications. Andrew Jackson Universitys
Bachelor of Science program in business teaches leaders and future leaders how to work in
the modern workforce, and create diversified teams able to communicate clearly.
2. Inspiring Others to Share the Leaders/Organizational Vision
A mission and vision are essential to any successful business. It is not enough however, for a
leader to promote a vision or mission. Rather, it is the role of a leader to ensure that every
member of their team and the organization share a common mission and vision.
A leader can take on the challenge of inspiring others by clearly communicating how a
companys mission and vision will benefit not just the organization, but also the people
working for it. By explaining how each incumbent will benefit from the mission, a leaderwill inspire others to share the same corporate vision.
3. Facilitating Open and Clear Communication among Co-workers
Clear and concise communication is essential for success. A leader has a duty to
communicate well with others, but also teach others how to communicate clearly. AJU offers
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an online Certificate in Business Communication that teaches students how to communicate
better when working in groups or alone in the workplace.
4. Empowering Incumbents to Take Action
The days of micromanagement are over. Nowadays, employees want to feel inspired. The
best way to inspire employees is by empowering them to excel and achieve. A leaders role
includes providing employees the ability to make proactive choices. That means including
employees in the decision making process so they become part of the organizational team. A
leader can also empower employees by encouraging them to write down an action plan for
each problem that needs solving in the organization. This process should include setting up
goals and the exact steps necessary to take action to resolve problems.
5. Providing Inspiration to Others
Last, but certainly not least, a leader must provide inspiration to others. Some of the worlds
best leaders are defined by their charisma or ability to inspire and motivate others. A leader
must remain committed to the cause, but also recognize the potential in employees to achieve
great things. To learn more about how to become an inspiring leader, check out the Brian
Tracy College at Andrew Jackson Universitys leadership programs.
With the right skills and training, anyone can lead.
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INDIAN AUTHENTIC LEADERS
SHIVAJI MAHARAJ
Shivaji Bhosle (19 February 1630 3 April 1680), with the royal title Chhatrapati Shivaji Maharaj was
a Maratha king from the Bhosle dynasty who founded the Maratha empire. Shivaji led a resistance to free the
Marathas from Sultanate of Bijapur, and establish the rule of the Hindus ("Hindavi Swarajya"). He created an
independent Maratha kingdom with Raigad as its capital, and fought against the Mughals to defend his kingdom
successfully.[6]
He was crowned as Chhatrapati of the Maratha Kingdom in 1674.
He achieved the re-establishment of Maratha rule on their homeland after being ruled and dominated by various
Muslim dynasties for few hundred years. He established a competent and progressive civil rule with the help of well
regulated and disciplined military and well structured administrative organizations. The prevalent practices of
treating women as spoils of war, destruction of religious monuments, slavery and forceful religious conversions
were firmly opposed under his administration. Shivaji was a religious Hindu, and showed respect for all other
religions.
MAHATMA GANDHI
Gandhi can be considered the most modern political thinker India has ever had. He imbibed the best from the
East and the West and evolved a political philosophy that worked miracles. Today, in a polity steeped incorruption, perhaps there is a need to rediscover Gandhi. As he opined in his journal,Harijan: "There are eternal
principles which admit of no compromise, and one must be prepared to lay down one's life in the practice of
them." He adhered to these principles in all walks of his life and even extended them in his attempt to create a
resurgence of the nationalistic spirit among Indians.
BHAGAT SINGH
The aim of life is no more to control the mind, but to develop it harmoniously; not to achieve
salvation here after, but to make the best use of it here below; and not to realize truth, beauty and
good only in contemplation, but also in the actual experience of daily life; social progress
depends not upon the ennoblement of the few but on the enrichment of democracy; universal
brotherhood can be achieved only when there is an equality of opportunity - of opportunity in the
social, political and individual life."From Bhagat Singh's prison diary.
http://en.wikipedia.org/wiki/Marathahttp://en.wikipedia.org/wiki/Bhoslehttp://en.wikipedia.org/wiki/Maratha_empirehttp://en.wikipedia.org/wiki/Hindavi_Swarajyahttp://en.wikipedia.org/wiki/Hindavi_Swarajyahttp://en.wikipedia.org/wiki/Hindavi_Swarajyahttp://en.wikipedia.org/wiki/Raigad_forthttp://en.wikipedia.org/wiki/Mughal_Empirehttp://en.wikipedia.org/wiki/Shivaji#cite_note-jstor.org-5http://en.wikipedia.org/wiki/Shivaji#cite_note-jstor.org-5http://en.wikipedia.org/wiki/Shivaji#cite_note-jstor.org-5http://en.wikipedia.org/wiki/Shivaji#cite_note-jstor.org-5http://en.wikipedia.org/wiki/Mughal_Empirehttp://en.wikipedia.org/wiki/Raigad_forthttp://en.wikipedia.org/wiki/Hindavi_Swarajyahttp://en.wikipedia.org/wiki/Maratha_empirehttp://en.wikipedia.org/wiki/Bhoslehttp://en.wikipedia.org/wiki/Maratha -
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At an early age, Bhagat Singh started dreaming of uprooting the British Empire. Never afraid of
fighting during his childhood, he thought of "growing guns in the fields," so that he could fight
against the British. The Ghadar Movement left a deep imprint on his mind. Kartar Sing Sarabha,
hanged at the age of 19, became his hero. The massacre at Jallianwala Baugh on April 13, 1919
drove him to go to Amritsar, where he kissed the earth sanctified by the martyrs' blood and
brought back home a little of the soaked soil. He studied in the D.A.V. School in Lahore. At the
age of 16, he used to wonder why so many Indians could not drive away this fistful of invaders.
This man's only mission in life was to see his country free from British rule. He did his best and
when he was being led to the gallows, he was satisfied that he had lived up to his principles,
irrespective of the consequences. The only thing that made him sad was that he couldn't do more
for his country.
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INDIAN STYLE OF LEADERSHIP
1. Autocratic leadership
Autocratic leadership is an extreme form of transactional leadership, where leaders have absolute
power over their workers or team. Staff and team members have little opportunity to make
suggestions, even if these would be in the team's or the organization's best interest.
Most people tend to resent being treated like this. Therefore, autocratic leadership often leads to
high levels of absenteeism and staff turnover. However, for some routine and unskilled jobs, the
style can remain effective because the advantages of control may outweigh the disadvantages.
2.Bureaucratic leadership
Bureaucratic leaders work "by the book." They follow rules rigorously, and ensure that their
staffs follow procedures precisely. This is a very appropriate style for work involving serious
safety risks (such as working with machinery, with toxic substances, or at dangerous heights) or
where large sums of money are involved (such as handling cash).
3. Charismatic leadershipA charismatic leadership style can seem similar to transformational leadership, because these
leaders inspire lots of enthusiasm in their teams and are very energetic in driving others forward.
However, charismatic leaders can tend to believe more in themselves than in their teams, and this
creates a risk that a project, or even an entire organization, might collapse if the leader leaves. In
the eyes of the followers, success is directly connected to the presence of the charismatic leader.
As such, charismatic leadership carries great responsibility, and it needs a long-term commitment
from the leader.
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4. Democratic leadership or participative leadership
Although democratic leaders make the final decisions, they invite other members of the team to
contribute to the decision-making process. This not only increases job satisfaction by involving
team members, but it also helps to develop people's skills. Team members feel in control of their
own destiny, so they're motivated to work hard by more than just a financial reward.
Because participation takes time, this approach can take longer, but often the end result is better.
The approach can be most suitable when working as a team is essential, and when quality is
more important than speed to market, or productivity.
5. Laissez-faire leadership
This French phrase means "leave it be," and it's used to describe leaders who leave their team
members to work on their own. It can be effective if the leader monitors what's being achieved
and communicates this back to the team regularly. Most often, laissez-faire leadership is
effective when individual team members are very experienced and skilled self-starters.
Unfortunately, this type of leadership can also occur when managers don't apply sufficient
control.
6. People-oriented leadership or relations-oriented leadership
This is the opposite of task-oriented leadership. With people-oriented leadership, leaders are
totally focused on organizing, supporting, and developing the people in their teams. It's a
participative style, and it tends to encourage good teamwork and creative collaboration.
In practice, most leaders use both task-oriented and people-oriented styles of leadership.
7. Servant leadership
This term, created by Robert Greenleaf in the 1970s, describes a leader who is often not formally
recognized as such. When someone, at any level within an organization, leads simply by meeting
the needs of the team, he or she is described as a "servant leader."
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In many ways, servant leadership is a form of democratic leadership, because the whole team
tends to be involved in decision making.
Supporters of the servant leadership model suggest that it's an important way to move ahead in a
world where values are increasingly important, and where servant leaders achieve power on the
basis of their values and ideals. Others believe that in competitive leadership situations, people
who practice servant leadership can find themselves left behind by leaders using other leadership
styles.
8. Task-Oriented leadership
Highly task-oriented leaders focus only on getting the job done, and they can be quite autocratic.
They actively define the work and the roles required, put structures in place, plan, organize, and
monitor. However, because task-oriented leaders don't tend to think much about the well-being
of their teams, this approach can suffer many of the flaws of autocratic leadership, with
difficulties in motivating and retaining staff.
9. Transactional leadership
This style of leadership starts with the idea that team members agree to obey their leader totally
when they accept a job. The "transaction" is usually the organization paying the team members
in return for their effort and compliance. The leader has a right to "punish" team members if their
work doesn't meet the pre-determined standard.
Team members can do little to improve their job satisfaction under transactional leadership. The
leader could give team members some control of their income/reward by using incentives that
encourage even higher standards or greater productivity. Alternatively, a transactional leader
could practice "management by exception" rather than rewarding better work, the leader could
take corrective action if the required standards are not met.
Transactional leadership is really a type of management, not a true leadership style, because the
focus is on short-term tasks. It has serious limitations for knowledge-based or creative work;
however it can be effective in other situations.
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10.Transformational leadership
As we discussed earlier, people with this leadership style are true leaders who inspire their teams
constantly with a shared vision of the future. While this leader's enthusiasm is often passed onto
the team, he or she can need to be supported by "detail people." That's why, in many
organizations, both transactional and transformational leadership are needed. The transactional
leaders (or managers) ensure that routine work is done reliably, while the transformational
leaders look after initiatives that add new value.
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LEADERSHIP LESSON FROM MAHABHARATA
Mahabharata is an epic of historic, cultural and religious importance. A careful study of this
great epic teaches us important lessons from the perspective of leadership too. Lord Krishna is anavatar (reincarnation) of Lord Vishnu and is a highly popular and respected deity synonymous
with great intelligence, communication skills and love and affection capable of resolving any
crisis faced by his devotees.
Speaking in modern jargon, Lord Krishna can be best described as The greatest crisis Manager
the world has ever seen. In the entire Mahabharata which has epical magnitude, there are many
diverse characters impressing us with their responses in the midst of great challenges. However,
Lord Krishna as a central character time and again comes across as a master strategist and tactful
leader adopting different leadership styles according to situation and people he had to deal with.
Let us look at some well known anecdotes to illustrate this point.
1. In the Kurukshetra war with Kauravas, Lord Krishna takes the reins as Arjunascharioteer. On seeing a reluctant Arjuna unwilling to fight and destroy his own relatives in
the war, Lord Krishna advices Arjuna in the nature of a discourse called Bhagavad-Gita
about the responsibilities of a soldier and the finer and broader aspects of human life. Arjuna
was a sensitive but extremely thoughtful, righteous person with a great sense of duty.
Here the tactful Krishna understanding Arjunas personality uses directive style of leadership
effectively persuading Arjuna to begin the Great War.
2. Lord Krishna being a great supporter of Pandavas does not spare even Bhishma and managesto find a way to tackle the veteran general of the Kauravas who had led the war for the first
nine days causing extensive damage to the army of the Pandavas. Great warrior, as strong as
steel in character, symbolic of truth and duty and extremely human. He was invincible and
blessed to choose the manner and time of his death. Lord Krishna takes Yudhisthira to
Bhishma seeking the secret of becoming victorious in the war. Bhishma, knowing that
Pandavas truly deserved to win the battle, tells Yudhisthira the secret of overcoming him as a
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prelude to winning the war. Bhishma thus confronted by Shikandi on the tenth day of the war
refuses to consider him as a man and throws down his bow and arrows choosing not to fight.
Lord Krishna thus uses an influencing style of leadership and tackles Bhishma by making
him the general of the enemy front as an ally by a tacit understanding using subtle
diplomacy.
3. Yudhisthira, the eldest of the Pandavas, was the very embodiment of Satya (truth) andDharma (righteousness). When Kauravas guru and general Drona was leading the battle,
tactful Lord Krishna uses Yudhisthira cleverly. Drona was unconquerable and was
devastating the army of the Pandavas. Lord Krishna realises that the only way to rid Drona
was by exploiting his weakness for his son-Ashwatthaama. In the midst of all the think-tank
of the Pandavas, Lord Krishna says that the only way to kill Drona is to convey to him that
his son Ashwatthaama is dead. Understanding that Drona can only believe this story, if
Yudhisthira says it, everyone look at Yudhisthira to take up the responsibility. Yudhisthira
accepts the responsibility finally and says Ashwatthaama hathaha (Ashwatthaama dead)
but his personality remains somewhat unblemished by clever manipulation of Lord Krishna
by getting an elephant called Ashwatthaama killed and the word elephant getting lost and
unheard in the din of the battle.
A disheartened Drona gives up the weapons and dies soon in the battle. Lord Krishna thus
achieves the objective of eliminating Drona by using a participative leadership style to
prepare Yudhisthira to accept the responsibility of telling a half truth.
4. At another decisive point in the same war, Karna is fighting against Arjuna and the chariot ofKarna sinks in the sludge of the battle field. When Karna reminds Arjuna that its not
Dharma to take advantage of the situation, Lord Krishna taunts Karna by asking where his
Dharma was when Draupadi was dragged into an open court and humiliated or when
Yudhisthira was deceived in a foul play of dices or when Pandavas werent handed over the
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kingdom even after the exile was duly completed. He thus influences the mind of Arjuna and
then literally orders Arjuna not to waste time, take out his arrow and kill the evil enemy.
In this scenario, Lord Krishna uses authoritative leadership style, literally ordering a
wavering and shaky Arjuna to act.
5. As a true leader, Lord Krishna similarly manages Duryodhana. Lord Krishna learns thatGandhaari planned to use the magical powers of her eyes blindfolded for long and energise
Duryodhanas body making him invincible from any attack. He meets a completely nude
Duryodhana on way to meet his mother and mocks at him to at least cover his groin. Lord
Krishna thus cleverly prompts Duryodhana to cover his groin and when Gandhaari opens her
eyes; his body is energised and made invincible everywhere except his thighs and groin. Lord
Krishna thus influences (Leadership by attraction) Duryodhana and makes him vulnerable.
Later in the fight, Lord Krishna reminds Bheema of his oath to split Duryodhanas thighs and
thus ordering (authoritative leadership) him to strike. Bheema hits Duryodhana with a mace
in the thighs and kills him eventually.
Lord Krishna changed his leadership style according to the situation recognising the people
and their potential. He clearly knew what appealed to whom and how to get work done. He
was the one who identified Ashwatthaama as Dronas weakness as well as the fact thatBhishma always wanted to be on the side of dharma and was caught between dharma and
duty.
Equally outstanding are the ways in which he handled men like Duryodhana and Karna at
very crucial points in Mahabharata. He effectively used different leadership styles such as
authoritative, directive, participative or even attractive styles of leadership, changing
sometimes as a chameleon but always safeguarding dharma and always working towards
what is right.
Most importantly, being the people oriented leader that he was, he guided and facilitated
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people to perform or achieve their goals. Imagine Mahabharata for a while without Lord
Krishna and then we realise the vacuum in the absence of leaders.
Lord Krishna was thus a great pragmatic and clever leader, using the resources of men and
material most efficiently and proactively. A leader in corporate world attempts to do exactly
the same, as increasingly, businesses are getting more people oriented. Therefore there is
great potential and opportunity to gain wisdom by drawing examples from our great epics
and use them as our guiding philosophy in the corporate world as well as in our day to day
life while facing short term and long term challenges, a leader is continuously working
towards influencing people, making powerful allies and neutralising competitors. A corporate
leader is a visionary working towards the well being of all stakeholders while being on a
righteous path (the dharma)