Litrature Leadership

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Literature and Leadership:

Literature

Introduction:

Literature is the art of written works. Literally translated, the word means

"acquaintance with letters. Literature is a term used to describe written or spoken

material. Broadly speaking, "literature" is used to describe anything from creative

writing to more technical or scientific works, but the term is most commonly used

to refer to works of the creative imagination, including works of poetry, drama,

fiction, and nonfiction.

Importance:

Literature represents a language or a people: culture and tradition. But, literature

is more important than just a historical or cultural artifact. Literature introduces us

to new worlds of experience.

In academic circles, decoding of the text is often carried out through the use of

literary theory, using a mythological, sociological, psychological, historical, or

other approach.

Literature is important to us because it speaks to us, it is universal, and it affects

us. Even when it is ugly, literature is beautiful.

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Leadership

Introduction

Leadership is about ascertaining a method for people to contribute so that it can

result in a significant achievement. It is a process that enables a person to

influence others to achieve a goal and directs an organization to become rational

and consistent. Leaders carry out these processes by leveraging their leadership

traits such as values, ethics and knowledge.

Good leaders are not born. They are made. If a person has the willpower and the

ability to learn, he can become a successful leader. A good leader engages in a

continuous process of education, experience and training. He studies to improve

his leadership skills and does not rest on past glory. Ones position as a manager

or supervisor gives one the authority to handle responsibilities and achieve the

desired results making him the boss. Leadership is different. It inspires the

followers, makes them raise the bar and set themselves higher goals.

Leadership means successfully motivating and enabling a group towards the

achievement of a shared, articulated goal.

Importance

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. The effective leadership of parents enables children to grow strong and

healthy and become productive adults.

The absence of leadership is equally dramatic in its effects. Without leadership,organizations move too slowly, stagnate, and lose their way. Much of the

literature about organizations stresses decision-making and implies that if

decision-making is timely, complete, and correct, then things will go well. Yet a

decision by itself changes nothing. After a decision is made, an organization

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faces the problem of implementationhow to get things done in a timely and

effective way.

Problems of implementation are really issues about how leaders influence

behavior, change the course of events, and overcome resistance. Leadership is

crucial in implementing decisions successfully. Each of us recognizes the

importance of leadership when we vote for our political leaders. We realize that it

matters who is in office, so we participate in a contest, an election, to choose the

best candidate.

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Leadership through Lite rature:

Pragmatic and powerful insights into leadership can be found in the works of

Sophocles, Shakespeare, Conrad, and others. But youve got to know where to

look and how to understand what theyre saying. certain literature "lets us watch

leaders as they think, worry, hope, hesitate, commit, exult, regret, and reflect.. If

leadership means making a difference in the world, serious literature suggests

that this effort is often a long, hard slog.

Recent business literature is replete with articles about leadership attributes,

qualities and skills that individuals need in order to achieve greatness. Other

recent articles address that which makes corporations, businesses and practicesgreat. There are illuminating lessons for physician leaders in both arenas.

First and foremost, Kouzes and Posner believe that people become the leaders

they have observed in their life, whether business leaders or the medical leaders

one sees during training. Secondly, the authors assert that, whether in medicine

or business, people who burn out do so less from a lack of energy than from a

lack of purpose. When that sense of purpose goes, one's involvement goes with

it.

Kouzes and Posner believe great leaders can and must promote psychological

hardiness in a climate of challenge. This can be done by creating environments

where people feel they have a strong sense of control and influence.

Employees need assignments that are interesting, important, and worthwhile.

Great leaders have the ability to make challenges meaningful for others, cutting

through fear or exhaustion and creating a willingness to take the next steps.

When it comes to excellence, it is definitely not "what gets rewarded that gets

done" but rather "what is rewarding gets done."

It's important to remember that personal improvement and fulfillment come

through the process of learning both from negative and positive experiences.

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Experience is the best teacher of leadership and challenging experiences offer

the most opportunities.

Great leaders promote psychological hardiness for challenges by:

* Being proactive and encouraging others to be proactive--taking charge ofchange

* Infusing challenge with meaning

* Recognizing the ability of everyone in the group

Show no fear

Laramie Segil, in his article "Leading Fearlessly," contends that leaders today

cannot afford fear in themselves or in their organization. What they need is

fearlessness. Without it, there is no significant progress, innovation or

contributions. If the leaders of an organization breed fear, it soon slides into

corporate stenosis, creating a series of hurdles for denying innovation.

Fearless leadership in action is an environment where the leader speaks up to

express opinion or truth, even when others don't want to hear it. At the same

time, a fearless leader encourages debate and diversity of opinions. The fearless

leader also listens well.

Segil cautions that fearlessness is not the same as recklessness, which has no

thought, no methodology. True leadership entails the assessment of risk-taking,

carefully crafting the best timing, conditions and results.

John Hintze, in a recent Harvard Management Update, believes that great

leaders should be accountable for the "value drivers" that create the context and

possibilities for the enterprise. He believes there has been an erroneous belief

that the quality of the CEO is the primary determinant of performance in an

organization.

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According to Hintze, there is no empirical basis from hundreds of large sample

studies for a stable and direct CEO effect on a firm's performance. He believes

instead that an organization or team doesn't need a charismatic leader as much

as a "whole leader." A great leader is capable of putting the right team in place

and then developing that team.

Hintze quotes the head of the German conglomerate Siemens, Klaus Kleinfeld,

who has eight principles that make up excellent leaders. Of these eight, two

involve individual character traits:

1. Constantly raising the bar for oneself, being a self-starter

2. The ability to communicate with more experienced superiors to avoid makingrash decisions

Rosabeth Moss Kanter, in her article "Leadership and the Psychology of

Turnarounds," believes great leaders restore people's confidence and find in one

another the necessary antecedents to restoring a company or department. Great

leaders empower their organizations to take new actions, Kanter contends.

If a company starts to go into a decline of any kind, she believes, people learn

helplessness. The opposite of "the arrogance of success" is the "timidity of

mediocrity." But Kanter also believes a great leader can change an organization's

momentum by empowering people and replacing secrecy and denial with

dialogue, blame and scorn with respect, turf protection with collaboration, and

passivity and helplessness with initiative.

Leadership here requires channels of communication. Along with understanding

these skills, great leaders also need to develop a skill that may not come

naturally: the art of storytelling. According to Kanter, storytelling encompasses

the ability to use emotion beyond just logic to move people.

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Tell me a story

Harvard Business Review recently interviewed Robert McKee in an article called

"Storytelling that Moves People." This producer of great films believes that giving

pure facts, data, economics and PowerPoint presentations won't move people.

Instead, people respond to a good story.

A story fulfills a profound human need to grasp the patterns of living--not merely

as an intellectual exercise but as a personal and emotional experience. Leaders

must engage their emotions and the keys to their hearts in a story. If you just use

facts, according to McKee, while you are trying to persuade people, they will be

arguing with you in their heads. His point is that people are not inspired to act by

reason alone--a leader must unite an idea with emotion. Doing this demands

vivid insight and storytelling skills, to be able to present an idea that packs

enough emotional power to be memorable.

Essentially, says McKee, a story expresses how and why life (or work) changes.

It begins with a situation in which life is relatively in balance; something causes it

to go out of balance and needs to be repaired. The leader's job is to make sense

of it.

McKee believes the great irony of existence is that what makes life worth living

does not come from the rosy side but from the dark side. He also believes that

people fear things when they don't know what is going to happen and dread

things when they do. He believes the greatest leaders have the ability to connect

with their constituencies emotionally.

Just as leaders need certain skills and attributes, great companies need todevelop a culture of leadership by embracing certain fundamental principles. In

an article titled "What Really Works," Nitin Nohria, William Joyce and Bruce

Roberson looked at 160 companies to see which factors made some companies

great and others not. The authors divided the companies into:

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* Winners

* "Tumblers" that started well and failed

* Slow climbers

* Losers

They found there is no direct cause or relationship to superior business

performance from any of the panoply of management tools and techniques

available. What does matter, according to this study, is a strong grasp of certain

business fundamentals. What are the four fundamental practices needed for

corporate greatness?

1. Strategy -- Devise and maintain a clearly stated focused strategy. Be clear

about what your strategy is and consistently communicate it to your customers,

employees and stakeholders. It begins with a simple, focused value proposition,

rooted in certain knowledge about your company's target customers and realistic

appraisals of your own capacities.

2. Execution -- Develop and maintain flawless operational execution. It is not

what you execute that matters, but how. Interestingly, the authors don't believe

that customers care about a level of quality that goes beyond their needs and

desires. In other words, customers won't necessarily reward you for exceeding

their expectations with more bells and whistles, but you will tumble when you fail

in execution. Customers will punish you for not meeting their expectation.

3. Culture -- Develop and maintain a performance-oriented culture. You may

want a happy group of employees and it is important, the authors agree, but true

greatness comes from maintaining a performance-oriented culture.

4. Structure -- Build and maintain a fast, flexible flat organization. Trim every

possible vestige of unnecessary bureaucracy, extra layers of management,

abundance of rules and regulations and outdated formalities. Winning companies

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are convinced that their futures rest not on the brilliance of their executives but

on the dedication and inventiveness of their middle managers and employers.

Along with the necessity of having these four fundamentals fully implemented,

the authors say that an organization needs at least two out of four secondary

practices. A company must have:

1. Talent -- Hold on to talented employees and find more. The best companies

have leaders and executives who cannot be lost to competitors.

2. Innovation -- What passes for technical achievement in most companies--

marginal improvements--would never satisfy organizations that excel in

innovation. Innovation also includes the ability to foresee disruptive events.

3. Leadership -- Great companies find leaders who are committed to the

business and its people. The authors believe a CEO only influences 15 percent

of the total variance in a company's profitability. Great leaders understand

building relationships and getting down to the basic level.

4. Mergers and partnerships -- The authors warn that only a small number of

companies ever have a winning merger or partnership.

The Moral Leader: Challenges, Tools, and Insights is designed to encourage

managers to confront fundamental moral challenges, develop skills in moral

analysis and judgment, and come to terms with their own definition of moral

leadership and how it can be translated into action. Drawing on the inspiration of

historical figures such as Machiavelli and the Antarctic explorer Earnest

Shackleton, and based on an impressive array of literary sources including

novels, plays, history, and biography, the book centers on four questions

implicitly asked of all leaders:

What is the nature of moral challenge?

How do people reason morally?

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How do leaders contend with the moral choices they face?

How is moral leadership different from leadership in general?

Hence Leadership through Literature deals with

Heroism -- With 5 important paradigms of leadership i.e. Personal

capability i.e. vitality and endurance, Decisiveness, Persuasiveness,

Responsibility and Intellectual abilities. The 4 important things that make

heroes are moral greatness, action, action in face of historic cause,

death/martyrdom/spiritual triumph.

Selfishness is the act of keeping one's desires above others

4 battles to win in 'Alchemist' -Fear of thinking the dream is realizable,

Fear of losing love when its the stimulus, fear of failure and fear of

realizing the dream when its near.

Human being is made for Action ('Yoga'). Other species do not have such

purpose as such and are thus made to enjoy ('Bhoga')

Morality is to differentiate between 'Good and Bad' while Ethics between

'Right and Wrong'

In some cases means are more important than ends (Gandhiji during the

freedom struggle) and in some cases ends justify means(Krishna

teachings to Arjun).Never thought that this is conceptualized at the

entrance of the college.

3 kind of trust - coercive, knowledge based and Identification

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Leader in the Literature: Chhatrapati

Shivaji Maharaj

Introduction:

The hero who escaped from the prison of the Mughal

Emperor himself, to become the ruler of a kingdom

devoted to Dharma and the service of the people. As a

boy he dedicated himself to Hindu Dharma. He

matched cunning against cunning, courage against

courage; he was one of the wisest rulers as he wasone of the greatest generals.

A small boy is seated on the throne, of curse, on a small throne bound hand and

the village Patel. He had dishonored a helpless widow; it was he is duty to

protect such persons. Indeed he was a wicked Patel. In his limitless pride he did

not even think that a small boy would have the courage to hold an inquiry. Yet

the young prince subjected this Patel, who proudly sported a thick moustache, to

a proper judicial trial. It was clear that the Patel had done wrong.

In a stern and majestic tone the young prince announced the judgment: both the

hands and the feet of the Patel were to be cut off. All present were stunned at the

firm devotion of the prince to justice. Not only were they wondering struck but

also pleased beyond measure. The townsfolk began to say to one another: Ah!

Look! How devoted to justice our young prince is He is not in the least afraid of

the wicked people. He metes out fit punishment to all that do wrong. He is kind

and loving towards the poor, the downfallen and the wretched. He is ever

determined to help them and to protect them. What is more, he regards all

women as mothers. Surely when he grows up into manhood, not only

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will he save our land but also will uphold our Dharma. Therefore let us all stand

by him.

This young prince was none other than Shivaji. At the time of this incident he was

just fourteen. His small kingdom comprised the few small villages that skirted the

township of Poona. His father was Shivaji who served as general under the

Sultan of Bijapur. The father knew only too well the nature of his son. He felt

joyous when he thought of the fearless lion-like disposition of his son, which

would never let him, bow down to any foreigner. Below mentioned the interesting

story how the father became aware of this fearless nature of his son is itself.

On a certain occasion Shahaji took his son to the court of the Sultan of Bijapur.

Shivaji was then not even twelve years of age. Shahaji touched the ground thrice

and saluted the Sultan. He asked his son to do the same thing. ButShivaji only

retreated a few steps. He stood erect with his head unbent. His dazzling eyes

seemed to carry with them his determination that he would not bow down to a

foreign ruler. He walked back from the court with a lion-like gait and bearing.

Till then no one had dared to behave in that manner at the court of the Sultan of

Bijapur. All were wonder-struck at the boldness of the young boy.

Did such acts of the son enrage Shahaji? They did i not. On the contrary he was

mightily pleased at heart. He had not been fortunate enough to be an

independent ruler. He sent his son to Poona, blessing him that at least he might

become an independent ruler.

You may ask. How did Shivaji acquire all these noble virtues courage, heroism,

love for the motherland and love of Dharma? Even when he was a little child his

mother Jijabai used to tell him stories of heroes, of saints and sages who appear

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in the Ramayana, the Mahabharatha and the Puranas. As Shivaji

listened to these tales of heroism and Dharmic deeds, he grew

more and more eager to be like Rama or Krishna, Bheema or

Arjuna. He was further blessed in that he had for his teacher and

guides such a great man as Dadaji Kondadev was. He was also

inspired by the memories of the glorious empire of the Vijayanagara Kings in

Karnataka.

FOR THE GODDESS OF INDEPENDENCE

Shivaji was born in the fort of Shivneri in 1630. Strangelyenough, his task of building up an independent kingdom

too was to be accomplished with the help of forts only.

Even at the young age of sixteen he captured one of the

forts. It was the fort of Toranagadh. Torana! What a

beautiful name, full of meaning and significance! It was

as though he had woven an auspicious garland for

independence. The saffron colored sacred banner, the Banner of the Lord,

Bhagavajhenda, fluttered on the fort. Shivaji ordered his soldiers to strengthen

the fort, this first fort that was to lead to independence. When the ground was

being dug in the fort, the diggers saw hidden treasures. Was that the first gift of

the goddess of Fortune to the Goddess of Independence? Strangely, the poor

diggers who came by so much wealth were not in the least move by thoughts of

greed. The carried the entire treasure to Shivaji handed it over to him. They knew

it was wealth granted for the struggle for independence. It belonged to the lord

and they were not to touch it. After Toranagadh Shivaji began to capture one fort

after another.

Shivaji was twenty-eight. By then Kondana, Purandara, Kalyan, Raigadh and

other forts numbering forty flows the flag of freedom. It was also at this time that

on the West Coast the English, the Portuguese and other foreigners set foot.

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Shivaji was apprehensive that some day these foreign armies might occupy the

whole land. Intent on containing them he began building fortresses by the sea.

He began to equip himself with warships and trained the navy. Shivaji was the

first among those who in their farsighted vision saw the lurking dangers of foreign

domination, and acted to check such aggression.

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CHHATRAPATI SHIVAJI MAHARAJ - THE

LEGEND

The King of FortsHistory of forts of Maharashtra is history of Chatrapati Shivaji Maharaj and history

of his battle for God, religion, justice & freedom of Maharashtra. Chatrapati

Shivaji Maharaj was true king of fort. On his whole life he was ruled on more than

375 forts. Many of them were built-up by him. He

build and maintain all types of forts e.g. Ocean

Forts, Castles, Mountain Forts and too many

mores.

Chatrapati Shivaji Maharaj is well- known as all

time great worrier. He was fight at time with many

enemies and not only fight but also defeat all of

them and spread his empire in all directions.

Forts of Maharashtra were backbone of his victorious campaign. ChatrapatiShivaji Maharaj was excellent general co-coordinator, administrator, leader but

one more most important thing he had that he was master in choosing and using

places for battlefield. Forts build by him like Pratapgad, Sindhudurg are victims of

his architectural skills. Every fort of Maharashtra has too many memories of his

successful and famous battles. Age of Chatrapati Shivaji Maharaj was golden

age of history of forts in Maharashtra.

He founded the Hindu kingdom in the Deccan against all odds, fighting against

the mighty Mughals. He inspired and united the common man to fight against the

tyranny of Mughal ruler Aurangzeb, by inculcating a sense of pride and

nationality in them. At the age of 16, he took a pledge to establish a sovereign

Hindu state. His life appears like a fairy tale to children. He clearly outstands all

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the rulers and generals of India by the exemplary life he lived and is thus

respected by the entire cross section of Indians. Shivaji is to India what

Napolean was to Europe.

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Lifes Journey:Chhatrapati ShivajiMaharaj

Early Life

Shivaji was born on 19th February 1630, to Sahaji and his wife, Jijabai, in the

Shivneri Fort, situated almost 60 km to the north of Pune. He was named as

Shiva, after the local Goddess Shivai, to whom his mother Jijabai had prayed for

a son. After being defeated by the combined forces of the Mughals and Adil

Shah, Sahaji was offered a jagir near the present-day Bangalore. However, he

was allowed to keep his holdings in Pune. So, Sahaji left his son Shivaji to

manage the Pune holdings, under the care of his mother Jijabai.

With a small council of ministers, Shivaji began managing his estate. His

ministers included Shamrao Nilkanth as Peshwa, Balkrishna Pant as Muzumdar,

Raghunath Ballal as Sabnis and Sonopant as Dabir. At the same time, Kanhoji

Jedhe and Baji Pasalkar were appointed to look after Shivaji's training. In the

year 1644, Shivaji undertook full administrative responsibilities of his estate. Thuswas started his career as an independent young prince of a small kingdom. His

mother, Jijabai, was instrumental in instilling in Shivaji's mind a love for

independence and distaste for external political domination.

Career

The first aggression in the life of Shivaji came at the age of sixteen, when he

seized the Torna fort of Bijapur kingdom. By 1647, he had gained control over

Kondana and Rajgad forts, with complete power of the Pune region. With time,

Chhatrapati Shivaji Maharaj secured the forts in the Western Ghats as well as

those along the Konkan coast. Shivaji also fought against the army of Adilshah at

Purandhar. In November 1659, he fought the battle of Pratapgarh and defeated

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Afzal Khan. Immediately after this success, King Shivaji occupied the area

stretching upto the Panhala fort.

The battle of Kolhapur took place in December 1659. In the battle, Shivaji

crushed the army of Bijapuri general, Rustemjaman. In 1660, Siddi Johar's huge

and daunting army attacked him at Panhala fort. Shivaji managed to escape from

the fort. However, he soon launched an attack on Siddi Johar. The result was the

surrender of Panhala and a truce between Shivaji and Adilshah. After the death

of Adilshah, Aurangzeb attacked Golconda and Bijapur. Shivaji used guerilla-

style tactics and captured more and more of the Bijapuri and Mughal territories.

However, by 1663, he had lost most of his conquests to the Mughal army.

In the next few years, Shivaji again started seizing forts belonging to both

Mughals as well as those of Bijapur. Aurangzeb sent Jai Singh, his Hindu

general, to capture Shivaji. Shivaji surrendered to Jai

Singh at Purander in 1665 and agreed becoming a

Mughal vassal. In 1666, he managed to escape form

his house arrest in Agra and lay low for the next few

years. However, in January 1670, Shivaji launched anattack on Mughal garrisons in Maharashtra. Within a

period of six months, he won back most of his lost

empire. The period of 1670 to 1674 was spent by

Shivaji Maharaj in expanding his empire at the cost of

the Mughals.

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In 1670, Shivaji launched an assault, under his General - Tanaji Malusare, to

capture Kondana fort on the outskirts of Pune. The battle was won but he lost

Tanaji. In the honor of Tanaji, the Kondana fort was renamed as Sinhagad.

Shivaji was formally crowned as Chatrapati (meaning the Chief, Head or King of

Kshatriyas) in June 1674 at the Raigad fort. He was given the title of Kshatriya

Kulavantas Simhasanadheeshwar Chhatrapati Shivaji Maharaj. The end of

1676 saw Shivaji commencing attacks in the southern parts of India.

Death and Succession

Shivaji breathed his last on 3rd April 1680 in the Raigad fort, the capital for

Maratha Empire. He was succeeded by his elder son, Sambhaji.

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