Leadership & Leaders 080209

8/9/2019 Leadership & Leaders 080209

1/38

LEADERSHIP ANDLEADERS

Rakesh D.(KH08JUNMBA090)

Shravan B.

(KH08JUNMBA100)

Gaurav P.(KH08JUNMBA065)

Kunal B. (KH08JUNMBA075)

Satheesan P.(KH08JUNMBA097)Tushar P.(KH08JUNMBA066)Prasana J.(KH08JUNMBA087)Kishore G.HBO-Prof .Jude D'souza


2/38

Introduction & Definition- Rakesh Leadership Styles & Change Leadership-

Shravan

Theories of Leadership & Factors Affecting-Gaurav

Lessons-Kunal Managers Vs Leaders-Satheesan Great Leaders Are-Tushar Examples of Great Leaders-Prasana Conclusion-Kishore

Presentation flow


3/38

A Leadership Story

A group of workers and their leaders are set a taskof clearing a road through a dense jungle on a remote island to get to the coastwhere an estuary providesa perfect site for a port.

The leaders organise the labour into efficient units and monitor the distributionand use of capital assets progress is excellent. The leaders continue tomonitor and evaluate progress, making adjustments along the way to ensure

the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs

up a nearby tree. The person surveys the scene from the top of the tree.

Continue


4/38

A Leadership Story

And shouts down to the assembled groupbelow

Wrong Way!

Management is doing things right, leadership isdoing the right things -Warren Bennis and PeterDrucker

Source : The Seven Habits of Highly Effective People Simon &Schuster.


5/38

Definition

Leadership is a process by which a personinfluences others to accomplish an objective.Leaders carry out this process by applying theirleadership attributes such as beliefs, values,

ethics, character, knowledge, and skills. It is theart of stimulating/motivating people to do the rightthing.


6/38

Leadership


7/38

About a leader

A leader is someone who has Followers, Leaders are highly visible,

They set examples,Popularity is not leadership but results are, Leadership is not rank, privilege, titles or

money, it is responsibility.

Source : The Daily Drucker By Peter Drucker


8/38

Leadership Styles

Autocratic Leadership Democratic Leadership

Laissez Faire Leadership Bureaucratic Leadership


9/38

Autocratic Leadership

One who makes all the decisions, tells employeeswhat to do, and closely supervise employees.

High degree of dependency on the leader.May be valuable in some types of business where

decisions need to be made quickly and decisivelyCan create de-motivation and alienation of staff

Examples : Hitler, Mussolini, Stalin


10/38

Democratic Leadership

Encourages decision making from differentperspectives leadership may be emphasisedthroughout the organisation.

Workers feel ownership of the firm and its ideas. Improves the sharing of ideas and experiences within

the business. May help motivation and involvement. Can delay decision making.

Example : P. Jawharlal Nehru, A B Bajpayee


11/38

Laissez Faire Leadership

Let it be the leadership responsibilities are shared by all.

Can be very useful in businesses where creative ideas areimportant.

Can be highly motivational, as people have control over their

working life. Relies on good team work.

Relies on good interpersonal relations.

Can make coordination and decision making time-consuming

and lacking in overall direction.Example : N Murthy (Infosys)


12/38

Bureaucratic Leadership

Manages by books.

Follows rules.

Everything is done according to policies and guidelines.

Lacks vision.

Indecision.

Red tapism.

Example : Government Officer


13/38

Change Leadership

The most challenging aspect of business is leading andmanaging change.

The business environment is subject to fast-pacedeconomic and social change.

Change leader sees change as an opportunity.

A change leader knows how to find the right changesand knows how to make them effective both outside theorganization and inside it.

Continue


14/38

Change Leadership

The most effective way to manage change successfulis to create it. -Peter Drucker

One can`t manage change. One can only be ahead of it.

In period of rapid structural change, the only oneswho survive are the change leaders.

urce : The Daily Drucker By Peter Drucker


15/38

Theories of Leadership


16/38


Trait theories: Is there a set of characteristics

that determine a good leader?

Personality?Dominance and personal presence?Charisma?Self confidence?Achievement?Ability to formulate a clear vision?


17/38

Trait theories:Are such characteristics

inherently gender biased?Do such characteristics

produce good leaders? Is leadership more thanjust bringing about change?Does this imply that leaders are born not bred?



18/38

Behavioural: Imply that leaders can be trained focus on the

way of doing things

Structure based behavioural theories focus onthe leader instituting structures taskorientated

Relationship based behavioural theories focus

on the development and maintenance ofrelationships process orientated



19/38

Transformational:Widespread changes

to a business or organisation

Requires: Long term strategic planningClear objectivesClear vision Leading by example walk the walkEfficiency of systems and processes



20/38

Invitational Leadership: Improving the atmosphere and message sent

out by the organisation Focus on reducing negative messages

sent out through the everyday actions of thebusiness both externally and, crucially,internally

Review internal processes to reduce these

Build relationships and sense of belonging andidentity with the organisation that gets communicated to customers, etc.



21/38

Transactional Theories:Focus on the management

of the organisation

Focus on procedures and efficiencyFocus on working to rules

and contractsManaging current issues

and problems



22/38

Factors Affecting Style


23/38

Factors Affecting Style

Leadership style may be dependenton various factors: Risk - decision making and change initiatives

based on degree of risk involved

Type of business creative businessor supply driven?How important change is

change for changes sake?Organisational culture may be long embedded

and difficult to changeNature of the task needing cooperation? Direction?

Structure?


24/38

Lessons


25/38

Lessons

Being responsible sometimes means pissing people off.

The day soldiers stop bringing you their problems is the day you havestopped leading them. They have either lost confidence that you canhelp them or concluded that you do not care. Either case is a failure ofleadership.

"Never neglect details. When everyone's mind is dulled or distracted theleader must be doubly vigilant.

You don't know what you can get away with until you try.

Never let your ego get so close to your position that when your positiongoes, your ego goes with it.

Continue


26/38

Great leaders are almost always great simplifiers, who cancut through argument, debate and doubt, to offer a solutioneverybody can understand.

Part-I: Use the formula P=40 to 70, in which P stands for theprobability of success and the numbers indicate the

percentage of information acquired.

Part-II: Once the information is in the 40 to 70 range , go withyour gut.

Leadership is the art of accomplishing more than thescience of management says is possible.

Lessons

Managers Vs Leaders


27/38

Managers Vs LeadersAre They Different?

Manager and Leader have distinct traits. Thereare fundamental differences in the way ofthinking and executing things.

A manager tries to get maximum benefits of theavailable resources. Relies on high efficiency andproductivity of existing resource.

A leader on other hand has a creative mind.Leader is an inventor and is constantly thinking

of changing and improving the way things aredone.


28/38

Leaders Vs Managers

Leaders Innovate, discover

new opportunities

Focus on people

Long rangeperspective

Challenges the statusquo

Decisions are basedon trust

Asks what and why

Makes proper things

Managers Manage wisely the

resources

Focus on systems &

Structures Short range view

Accepts the status quo

Decisions are based on

control Asks how and when

Makes things in a propermanner


29/38

Leaders Vs Managers

Leaders Aiming the concept, idea

Create success stories

He is based on intuition

Respect the innovation

Leaders mentor

Leaders are proactive

Thrive on risks

Managers Aiming the result Imitate success

stories He is using a plan Respect efficiency Managers instruct Mangers are reactive Avoid risks


30/38

Great Leaders Are


31/38

Great Leaders Are

Visionary They envision a betterfuture anddrive needed change.

Good Communicators They exercise verbalpower to influence others.

A Power Base They build legitimate power tomaximize support and loyalty of followers.

Continue


32/38

Empowering They wisely share powerwith others to maximize commitment andloyalty.

Motivators They understand whatmotivates others to high levels ofachievement.

Liaisons They develop alliances to

overcome challenges and to create a betterfuture.

Great Leaders Are


33/38

Now we will see GreatLeaders


34/38

Great Leaders

Leader NarendraModi

MS Dhoni Ratan Tata

Leadershipstyle

Autocratic-Aruler withabsolute

power

Democratic-Upholding ademocracy

Transformation- Theprocess of changing

Visionary -

GoodCommunicator

A PowerBase

-

Empowering -


35/38

Great Leaders

Leader Kiran Bedi APJ AbdulKalam

Steve Job

Leadership style Bureaucratic An official inBureaucracy

Transformational-The Process of

changing

Autocratic

Visionary

GoodCommunicator

A Power Base -

Empowering - -

Motivator -

Liaisons - - -


36/38

Conclusion


37/38

to take the

Lead? Desire ~ Self Awareness ~ Assessment Education ~ Training ~ Experience


38/38

ThankYou !!

The leader always sets the trail for

Leadership & Leaders 080209

Documents

Transcript of Leadership & Leaders 080209