UNIVERSITY OF MUMBAI
PROJECT ON
LEADERSHIP MANAGEMENT
SUBMITTED BY
VRINDA .A. BHANDARE
TYBMS SEMESTER V
ACADEMIC YEAR 2011-12
PROJECT GUIDE
MRS.ASHITA CHAUDHARY
S.S & L.S PATKAR COLLEGE OF ARTS & SCIENCE & V.P
VARDE COLLEGE OF COMMERCE & ECONOMICSGOREGAON (W)MUMBAI-
400062.
UNIVERSITY OF MUMBAI
PROJECT ON:
LEADERSHIP MANAGEMENT
Bachelor Of Management Studies (BMS)Semester V.
Submitted.In Partial Fulfillment of the requirementsFor the
Award of Degree ofBachelor of Management Studies (BMS).
By: - Vrinda Bhandare Roll No-410
S.S & L.S. Patkar College Of Arts and Science &V.P.Varde
College Of Commerce and Economics.Goregaon (West), Mumbai 400
062.
V.P.Varde College Of Commerce and Economics.Goregaon (West),
Mumbai 400 062. CERTIFICATE
This is to certify that Miss Vrinda .A. Bhandareof (BMS) has
successfully completed the project on Leadership Management
Semester V (2011-12) has successfully completed the project onUnder
the guidance of Mrs.Ashita Chaudhary
Course Co-ordinator PrincipalZeenat Khan
Project guide / Internal ExaminerAshita Chaudhary
External Examiner
DECLARATION
I, Miss. Vrinda Bhandare of Patkar College of TYBMS [Semester V]
hereby declare that I have completed my project, titled Leadership
management in the Academic Year 2011-2012.
The information submitted herein is true and original to the
best of my knowledge.
_____________________
Signature of Student [VRINDA BHANDARE]
ACKNOWLEDGEMENT
To list who all helped me is difficult because they are so
numerous and the depth is so enormous.
I would like to acknowledge the following as being idealistic
channel and fresh dimension in the completion of this project.
I take this opportunity to thank the University of Mumbai for
giving me chance to do this project..I take this opportunity to
thank our coordinator Mrs. Zeenat Khan, for his moral support and
guidance.
I would also like to express my sincere gratitude towards my
project guide
MRS. ASHITA whose guidance and care made the project
successful.
I would like to thank my college library, for having provided
various reference books and magazines related to my project.
Lastly, I would like to thank each and every person who directly
or indirectly helped me in the completion of the project,
especially my parents and my peers who supported me throughout my
project
INDEXSR NOTOPICS
1.INTRODUCTION OF LEADERSHIPi. Manager or Leadersii. Leadership
theories and approachesiii. Leadership stylesiv. Blake Mounton
Managerial Gridv. Leadership qualities
2.LEADING BY EXAMPLEGreat leaders:i. Adolf hitlerii. Ratan
Tataiii. Dhirajlal Hirachand Ambaniiv. Steve Jobsv. Bill Gates vi.
Larry Pagevii. Akio Morita
viii. Henry Ford
CASE STUDY ON INFOSYS
3.LEADERSHIP STARTS WITH YOU,NOT THEMi. The Blame Gameii.
Personal Responsibility, Self-Reliance & Self Diciplineiii.
Emotional Intelligenceiv. 10 Common Leadership And Management
Mistakesv. Situational Factors
4.BECOMING A LEADER, WHAT DOES IT MEAN, HOW DO YOU GET IT?i.
Understanding Power
5.LEADERSHIP AND EMPOWERMENTi. Trainingii. Coachingiii.
Mentoring
6.MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP
7.LEADERSHIP COMMUNICATION
8.TEAM BUILDING
9.PROBLEM SOLVING AND DECISION MAKINGi. Problem Solvingii.
Decision Makingiii. Risk Analysisiv. The Ladder of Inferencev.
Decision making Under Uncertainityvi. Six Thinking Hatsvii. Multi
Votingviii. Avoid Group Think
10.CONFLICT IN THE TEAMi. No Jerks Allowedii. Dealing with
Sticky Situationiii. The Importance of Forgivness
11.TYPES OF LEADERSHIPi. Strategic Leadershipii. Ethical
Leadership
12.LEADERSHIP BY NEW GENERATIONi. Leadership Qualities For 21st
Centuryii. Must Have Skills For The 21st Century
13.
PROJECT MANAGEMENTi. How Good are Your Project Management
Skillsii. Project Management Phases And Processesiii. Why Do
Project Failiv. Project Close Activities
14.15.CLOSING THOGHTSBIBLOGRAPHY
INTRODUCTION
Leadership is a part of all us at home, in business, and our
community. What was extremely beneficial to me was that reading
through the various theories, and case studies, I was able to
identify with many of these examples and situations. It had
enriched me with an insight about myself . It is that very
awareness of both my personal and other people's behaviors that
makes leadership possible. I am the first to admit that learning
about leadership management does not automatically make one a good
leader, but they give a tremendous insight and the possibility to
become a better one. My own view is that Leadership is a process to
change or create something from what otherwise would be chaos. It
must be highly flexible and demands awareness, skills, and
sensitivity. It is highly dependent on situations. Leadership is
being human. They are all equally eye opening for everyone in the
organization.
LEADERSHIP MANAGEMENT
What is leadership?
"Leaders are people who do the right thing; managers are people
who do things right." Professor Warren G. Bennis"Leadership is the
art of getting someone else to do something you want done because
he wants to do it." Dwight D. EisenhowerThe word "leadership" can
bring to mind a variety of images. For example: An army officer,
charging forward to meet the enemy. An explorer, cutting a path
through the jungle for the rest of his party to follow. An
executive, developing her company's strategy to remain ahead of the
competition.Leaders help themselves and others to do the right
things. They set direction, build an inspiring vision, and create
something new. Leadership is about mapping out where you need to go
to "win" as a team or an organization. Leadership is dynamic,
vibrant, and inspiring.Yet, while leaders set the direction, they
must also use management skills to guide their team to the right
destination in a smooth and efficient way.In this article, we'll
focus on the process of leadership. In particular, we'll discuss
the "transformational leadership" model, first proposed by James
MacGregor Burns. This model highlights visionary thinking and
bringing about change, instead of management processes that are
only designed to maintain current performance.
Its the ability to influence a group toward the achievement of
goals Leadership Management is a function of knowing yourself
,having a vision that is well communicated ,building trust among
colleagues and taking effective action to realize your own
leadership potentialLeadership Management is about building teams
and communicating so that everyone works together. The importance
of leadership is a key ingredient to successful businesses and
championship teams. Teams that have this synergy tend to be the
ones on top.A leader is someone you trust and is knowledgeable, but
not all knowing; speaks with purpose, but listens well; sets the
example and lives the corporate values everyone is expected to
follow. Leadership is the ability to achieve great personal and
organizational results through others using positive interpersonal
relationships.
Why Is Leadership Management Important ? Leadership is about
building teams and communicating so that everyone works together.
The importance of leadership is a key ingredient to successful
businesses and championship teams. Teams that have this synergy
tend to be the ones on top. Effective leadership helps our nation
through times of peril It makes a business organization successful.
It enables a not-for-profit organization to fulfill its mission.
Without leadership, organizations move too slowly, stagnate and
lose their way
MANAGER OR LEADER???
We hereby kill the word manager. Burn it, rip it up, stab it, it
is done. It is heavily stigmatized as secondclass citizen compared
to the idealized leader.Frankly, we simply do not need it. Leader
will do. It is a big lie that managers and leaders are different
things!
Managers deal with the present. Leaders deal with the future. I
am sure you have heard things like this beforeI actually found the
list below saying that :
A manager takes care of where you are; a leader takes you to a
new place.
A manager deals with complexity; a leader deals with
uncertainty.
A manager is concerned with finding the facts; a leader makes
decisions.
A manager is concerned with doing things right; a leader is
concerned with doing the right things.
A managers critical concern is efficiency; a leader focuses on
effectiveness.
A manager creates policies; a leader establishes principles.
A manager sees and hears what is going on; a leader hears when
there is no sound and seeswhen there is no light.
A manager finds answers and solutions; a leader formulates the
questions and identifies theproblems.
A manager looks for similarities between current and previous
problems; a leader looks fordifferences.
Hopefully, you see the humor and absurdity in these statements.
In reality, managers and leaders are the same thing. However, there
are many bad leaders!
Stop thinking about manager versus leader,and start thinking
about what it meansto be a great leader.
LEADERSHIP THEORIES/ APPROACHESTheoretical based: Theories
always provided basis for the understanding of different concepts.
Lets discuss first the basic approaches/theories which will help us
to understand the other approaches and theories directly related to
leaderships.
Theory X and Theory YUnderstanding team member motivation:
What motivates employees to go to work each morning? Many people
get great satisfaction from their work and take great pride in it;
others may view it as a burden, and simply work to survive.This
question of motivation has been studied by management theorists and
social psychologists for decades, in attempts to identify
successful approaches to management.Understanding the Theories:Your
management style is strongly influenced by your beliefs and
assumptions about what motivates members of your team: If you
believe that team members dislike work, you will tend towards an
authoritarian style of management; On the other hand, if you assume
that employees take pride in doing a good job, you will tend to
adopt a more participative style.Theory XTheory X assumes that
employees are naturally unmotivated and dislike working, and this
encourages an authoritarian style of management. According to this
view, management must actively intervene to get things done. This
style of management assumes that workers: Dislike working. Avoid
responsibility and need to be directed. Have to be controlled,
forced, and threatened to deliver what's needed. Need to be
supervised at every step, with controls put in place. Need to be
enticed to produce results; otherwise they have no ambition or
incentive to work.X-Type organizations tend to be top heavy, with
managers and supervisors required at every step to control workers.
There is little delegation of authority and control remains firmly
centralized.McGregor recognized that X-Type workers are in fact
usually the minority, and yet in mass organizations, such as large
scale production environment, X Theory management may be required
and can be unavoidable.Theory YTheory Y expounds a participative
style of management that is de-centralized. It assumes that
employees are happy to work, are self-motivated and creative, and
enjoy working with greater responsibility. It assumes that workers:
Take responsibility and are motivated to fulfill the goals they are
given. Seek and accept responsibility and do not need much
direction. Consider work as a natural part of life and solve work
problems imaginatively.This more participative management style
tends to be more widely applicable. In Y-Type organizations, people
at lower levels of the organization are involved in decision making
and have more responsibility.Leadership Styles and Theories
Using the Right One for the SituationFrom Mahatma Gandhi to
Winston Churchill to Martin Luther King, there are as many
leadership styles as there are leaders. Fortunately, businesspeople
and psychologists have developed useful and simple ways to describe
the main styles of leadership, and these can help aspiring leaders
understand which styles they should use.So, whether you manage a
team at work, captain a sports team, or lead a major corporation,
which approach is best?With this in mind, there are many different
frameworks that have shaped our current understanding of
leadership, and many of these have their place, just as long as
they're used appropriately. Leadership TheoriesResearchers have
developed a number of leadership theories over the years. These
fall into four main groups:1. Behavioral theories What does a good
leader do?Behavioral theories focus on how leaders behave. Do they
dictate what needs to be done and expect cooperation? Or do they
involve the team in decisions to encourage acceptance and
support?In the 1930s, Kurt Lewin developed a leadership framework
based on a leader's decision-making behavior. Lewin argued that
there are three types of leaders:1. Autocratic leadersMake
decisions without consulting their teams. This is considered
appropriate when decisions genuinely need to be taken quickly, when
there's no need for input, and when team agreement isn't necessary
for a successful outcome.2. Democratic leadersAllow the team to
provide input before making a decision, although the degree of
input can vary from leader to leader. This type of style is
important when team agreement matters, but it can be quite
difficult to manage when there are lots of different perspectives
and ideas.3. Laissez-faire leadersDon't interfere;they allow people
within the team to make many of the decisions. This works well when
the team is highly capable and motivated, and when it doesn't need
close monitoring or supervision. However, this style can arise
because the leader is lazy or distracted, and, here, this approach
can fail.Similar to Lewin's model, theBlake-Mouton Managerial
Gridhelps you decide how best to lead, depending on your concern
for people versus your concern for production. The model describes
five different leadership styles: impoverished, country club, team
leader, produce or perish, or middle of the road. The descriptions
of these will help you understand your own leadership habits and
adapt them to meet your team's needs.Clearly, then, how leaders
behave impacts on their effectiveness. Researchers have realized,
though, that many of these leadership behaviors are appropriate at
different times. So, the best leaders are those who can use many
different behavioral styles and use the right style for each
situation.2. Contingency theories How does the situation influence
good leadership?The realization that there isn't one correct type
of leader led to theories that the best leadership style is
contingent on, or depends on, the situation. These theories try to
predict which leadership style is best in which circumstance.When a
decision is needed fast, which style is preferred? When the leader
needs the full support of the team, is there a better way to lead?
Should a leader be more people oriented or task oriented? These are
all examples of questions that contingency leadership theories try
to address.A popular contingency-based framework is
theHersey-Blanchard Situational Leadership Theory, which links
leadership style with the maturity of individual members of the
leader's team. Its also contains the following theories:The Fiedler
Model This is the first comprehensive contingency model for
leadership. Effective group performance depends on the proper match
between the leaders style ofinteraction and the degree to which the
situation gives control and influence to the leader. Fiedler
developed an instrument, the Least-Preferred Co-worker (LPC)
questionnaire thatmeasures the leaders behavioral orientation
either task oriented or relationship oriented. He isolated three
situational criterialeader-member relations, task structure, and
positionpowerthat can be manipulated to create the proper match
with the behavioral orientationof the leader. This contingency
leadership model is an outgrowth of trait theory. Fiedler, however,
attempted to isolate situations, relating his personality measure
to hissituational classification, and then predicting leadership
effectiveness. Fiedler believed that an individuals basic
leadership style is a key factor. The LPC questionnaire contains 16
contrasting adjectives, asks the respondent to think ofall the
co-workers he or she has ever had, and rates that person on a scale
of 1 to 8 for eachset of contrasting adjectives. What you say about
others tells more about you than it tells about the other person.
If the least-preferred co-worker was described in positive terms (a
high LPC score), then therespondent was primarily interested in
good personal relations with co-workers. If the least-preferred
co-worker is seen in relatively unfavorable terms, the respondent
isprimarily interested in productivity and thus would be labeled
task oriented. Fiedler argued that leadership style is innate to a
personyou cant change your style. It is necessary to match the
leader with the situation based on three criteria. Leader-member
relationsThe degree of confidence, trust, and respect
subordinateshave in their leader. Task structureThe degree to which
the job assignments of subordinates are structuredor unstructured.
Position powerThe degree of influence a leader has over power
variables such as hiring,firing, discipline, promotions, and salary
increases. The next step is to evaluate the situation in terms of
these three contingency variables. The better the leader-member
relations, the more highly structured the job, and the strongerthe
position power, the more control or influence the leader has.
Fiedler concluded that task-oriented leaders perform best in
situations that are veryfavorable or very unfavorable to them. A
moderately favorable situation, however, is best handled through
relationship-orientedleadership.Situational Leadership Theory: Paul
Hersey and Kenneth Blanchard developed the leadership model. Which
is Called situational leadership; it shows how a leader should
adjust leadership styleto reflect what followers need. A
contingency theory that focuses on the followers. Successful
leadership is contingent on the followers level of readiness. Why
focus on the followers? And what do they mean by the term
readiness?o This emphasis reflects the reality that it is the
followers who accept or reject the leader.o Regardless of what the
leader does, effectiveness depends on the actions of his or
herfollowers. The term readiness refers to the extent that people
have the ability and the willingness toaccomplish a specific task.
Hersey and Blanchard identify four specific behaviors._ Follower:
unable and unwilling Leader: needs to give clear and specific
directions (Selling)._ Follower: unable but willing Leader: needs
to display high task orientation and high relationship
orientation.(Telling)_ Follower: able but unwilling Leader: needs
to use a supportive and participative style. (participating)_
Follower: both able and willing Leader: a lenient approach will
work (Delegating)The most effective behavior depends on a followers
ability and motivations. If a follower is unable and unwilling, the
leader needs to display high task orientation. At the other end of
the readiness spectrum, if followers are able and willing, the
leaderdoesnt need to do much. Situational leadership has an
intuitive appealit acknowledges the importance of followers
andbuilds on the idea that leaders can compensate for the lack of
ability and motivation of theirfollowers. Research efforts to test
and support the theory have generally been mixed.
Path-Goal Theory:1. One of the most respected approaches to
leadership is path-goal theory.2. Developed by Robert House, a
contingency model of leadership that extracts key elementsfrom the
Ohio State leadership research and the expectancy theory of
motivation.3. The essence of the theory: the leaders job is to
assist followers in attaining their goals andto ensure that their
goals are compatible with the overall objectives of the group
ororganization.4. A leaders behavior is acceptable to employees to
the degree that they view it as animmediate source of satisfaction
or as a means of future satisfaction.5. A leaders behavior is
motivational to the degree that ita) Makes employee
need-satisfaction contingent on effective performance.b) Provides
the coaching, guidance, support, and reward necessary for
effectiveperformance.6. House identified four leadership
behaviors;a) The directive leader tells employees what is expected
of them, schedules work, andgives specific guidance as to how to
accomplish tasks. It parallels initiating structure.b) The
supportive leader is friendly and shows concern for the needs of
employees. It isessentially synonymous with the dimension of
consideration.c) The participative leader consults with employees
and uses their suggestions beforemaking a decision.d) The
achievement-oriented leader sets challenging goals and expects
employees toperform at their highest levels.7. In contrast to
Fiedler, House assumes that leaders are flexible.a) Path-goal
theory implies that the same leader can display any or all
leadership styles,depending on the situation.8. path-goal theory
proposes two classes of contingency variables:;a) Those in the
environment that are outside the control of the employee (task
structure,the formal authority system, and the work group).1)
Environmental factors determine leader behavior required if
employee outcomesare to be maximized.b) Those that are part of the
personal characteristics of the employee (locus of
control,experience, and perceived ability).1) Personal
characteristics determine how the environment and leader behavior
areinterpreted.c) The theory proposes that leader behavior will be
ineffective when it is redundant tosources of environmental
structure or incongruent with subordinate characteristics.9.
Research to validate path-goal predictions is encouraging, although
not all is foundpositive.The majority of the evidence supports the
logic underlying the theory.Path-Goal Leadership
ModelEmployeeContingenciesEnvironmentalContingenciesLeader
Behaviors Directive Supportive Participative
AchievementorientedLeader Effectiveness Motivated employees
Satisfied employees Leader acceptance
3. Trait theories What type of person makes a good leader?Trait
theories argue that leaders share a number of common personality
traits and characteristics, and that leadership emerges from these
traits. Early trait theories promoted the idea that leadership is
an innate, instinctive quality that you either have or don't have.
Thankfully, we've moved on from this approach, and we're learning
more about what we can do as individuals to develop leadership
qualities within ourselves and others.What's more, traits are
external behaviors that emerge from things going on within the
leader's mind and it's these internal beliefs and processes that
are important for effective leadership.Trait theory does, however,
help us identify some qualities that are helpful when leading
others and, together, these emerge as a generalized leadership
style. Examples include empathy, assertiveness, good
decision-making, and likability4. Power and influence theories What
is the source of the leader's power?Power and influence theories of
leadership take an entirely different approach. They're based on
the different ways in which leaders use power and influence to get
things done, and the leadership styles that emerge as a result.
Perhaps the most well known of these theories isFrench and Raven's
Five Forms of Power. This model distinguishes between using your
position to exert power, and using your personal attributes to be
powerful.An Up-to-Date Understanding of LeadershipWithin all of
these theories, frameworks, and approaches to leadership, there's
an underlying message that leaders need to have a variety of
factors working in their favor. Effective leadership is not simply
based on a set of attributes, behaviors, or influences. You must
have a wide range of abilities and approaches that you can draw
upon.Having said this, however, there's one leadership style that
is appropriate in very many corporate situations that
ofTransformational Leadership. A leader using this style: Has
integrity. Sets clear goals. Clearly communicates a vision. Sets a
good example. Expects the best from the team. Encourages. Supports.
Recognizes good work and people. Provides stimulating work. Helps
people see beyond their self-interests and focus more on team
interests and needs. Inspires.In short, transformational leaders
are exceptionally motivating, and they're trusted. When your team
trusts you, and is really "fired up" by the way you lead, you can
achieve great things!Having said that Transformational Leadership
suits very many circumstances in business, we need to remember that
there may be situations where it's not the best style. This is why
it's worth knowing about the other styles shown below so that you
have a greater chance of finding the right combination for the
situation you find yourself in.Popular Leadership Styles The
leadership theories and styles discussed so far fit within formal
theoretical frameworks. However, many more terms are used to
describe leadership styles, even if these don't fit within a
particular system1. Autocratic leadership:The classical approach
.Manager retains as much power and decision makingauthority as
possible .Does not consult staff, nor allowed to give any
inputStaff expected to obey orders without receiving any
explanationsStructured set of rewards and punishmentsGreatly
criticized during the past 30 yearsGen X staff highly
resistantAutocratic leaders:Rely on threats and punishment to
influence staffDo not trust staffDo not allow for employee
input
Sometimes the most effective style to useWhen: New, untrained
staff do not know which tasks to perform or which procedures to
follow Effective supervision provided only through detailed orders
and instructions Staff do not respond to any other leadership style
Limited time in which to make a decision A managers power
challenged by staff Work needs to be coordinated with another
department or organization When it should not be used: Staff become
tense, fearful, or resentful Staff expect their opinions heard
Staff depend on their manager to make all their decisions Low staff
morale, high turnover and absenteeism and work stoppage
2. Bureaucratic leadership:Manages by the book Everything done
according to procedure or policy If not covered by the book,
referred to the next level above.A police officer not a
leaderEnforces the rules
When it is most effective: Staff performing routine tasks over
and over Staff need to understand certain standards or procedures.
Safety or security training conducted Staff performing tasks that
require handling cash
When it is ineffective: Work habits form that are hard to break,
especially if they are no longer useful Staff lose their interest
in their jobs and in their co-workers Staff do only what is
expected of them and no more
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.4. Democratic
leadership or participative leadershipAlthough democratic leaders
make the final decisions, they invite other members of the team to
contribute to the decision-making process. Also known as
participative styleEncourages staff to be a part of the decision
makingKeeps staff informed about everything that affects their work
and shares decision making and problem solving responsibilitiesA
coach who has the final say, but gathers information from staff
before making a decisionProduce high quality and high quantity work
for long periods of timeStaff likes the trust they receive and
respond with cooperation, team spirit, and high moraleDevelops
plans to help staff evaluate their own performanceAllows staff to
establish goalsEncourages staff to grow on the job and be
promotedRecognizes and encouragesAchievementWhen most effective:
Wants to keep staff informed about matters that affect them. Wants
staff to share in decision-making and problem-solving duties. Wants
to provide opportunities for staff to develop a high sense of
personal growth and job satisfaction. A large or complex problem
that requires lots of input to solve Changes must be made or
problems solved that affect staff Want to encourage team building
and participation
Democratic leadership should not be used when Not enough time to
get everyones inputEasier and more cost-effective for the manager
to make the decisionCant afford mistakesManager feels threatened by
this type of leadershipStaff safety is a critical concern
5. Laissez-faire leadershipThis French phrase means "leave it
be," and it's used to describe leaders who leave their team members
to work on their own. Also known as the hands-off style .The
manager provides little or no direction and gives staff as much
freedom as possible. All authority or power given to the staff and
they determine goals, make decisions, and resolve problems on their
ownAn effective style to use Staff highly skilled, experienced, and
educated Staff have pride in their work and the drive to do it
successfully on their own Outside experts, such as staff
specialists or consultants used Staff trustworthy and
experiencedShould not be used: Staff feel insecure at the
unavailability of a manager The manager cannot provide regular
feedback to staff on how well they are doing Managers unable to
thank staff for their good work The manager doesnt understand his
or her responsibilities and hoping the staff cover for him or
her
6. People-oriented leadership or relations-oriented
leadershipThis 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
leadershipThis term, created by Robert Greenleaf in the 1970s,
describes a leader who is often not formally recognized as such.
When someone, at any level within an organization, leads simply by
meeting the needs of the team, he or she is described as a "servant
leader."In many ways, servant leadership is a form of democratic
leadership, because the whole team tends to be involved in decision
making.Supporters of the servant leadership model suggest that it's
an important way to move ahead in a world where values are
increasingly important, and where servant leaders achieve power on
the basis of their values and ideals. Others believe that in
competitive leadership situations, people who practice servant
leadership can find themselves left behind by leaders using other
leadership styles.8. Task-Oriented leadershipHighly 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 leadershipThis style of leadership
starts with the idea that team members agree to obey their leader
totally when they accept a job. The "transaction" is usually the
organization paying the team members in return for their effort and
compliance. The leader has a right to "punish" team members if
their work doesn't meet the pre-determined standard.Team members
can do little to improve their job satisfaction under transactional
leadership. The leader could give team members some control of
their income/reward by using incentives that encourage even higher
standards or greater productivity. Alternatively, a transactional
leader could practice "management by exception" rather than
rewarding better work, the leader could take corrective action if
the required standards are not met.Transactional leadership is
really a type of management, not a true leadership style, because
the focus is on short-term tasks. It has serious limitations for
knowledge-based or creative work, however it can be effective in
other situations.10. Transformational leadershipAs 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.
Blake Mouton Managerial Grid
Balancing Task- and People-Oriented LeadershipWhen a boss puts
you in charge of organizing the company Christmas party, what do
you do first? Do you develop a time line and start assigning tasks
or do you think about who would prefer to do what and try to
schedule around their needs? When the planning starts to fall
behind schedule, what is your first reaction? Do you chase everyone
to get back on track, or do you ease off a bit recognizing that
everyone is busy just doing his/her job, let alone the extra tasks
youve assigned?The answers to these types of questions can reveal a
great deal about personal leadership style. Some leaders are very
task-oriented; they simply want to get things done. Others are very
people-oriented; they want people to be happy. And others are a
combination of the two. If you prefer to lead by setting and
enforcing tight schedules, you tend to be more production-oriented
(or task-oriented). If you make people your priority and try to
accommodate employee needs, then youre more people-oriented.Neither
preference is right or wrong, just as no one type of leadership
style is best for all situations. However, it's useful to
understand what your natural leadership tendencies are, so that you
can then begin working on developing skills that you may be
missing.A popular framework for thinking about a leaders task
versus person orientation was developed by Robert Blake and Jane
Mouton in the early 1960s. Called the Managerial Grid, or
Leadership Grid, it plots the degree of task-centeredness versus
person-centeredness and identifies five combinations as distinct
leadership styles.Understanding the ModelThe Managerial Grid is
based on two behavioral dimensions: Concern for People This is the
degree to which a leader considers the needs of team members, their
interests, and areas of personal development when deciding how best
to accomplish a task. Concern for Production This is the degree to
which a leader emphasizes concrete objectives, organizational
efficiency and high productivity when deciding how best to
accomplish a task.Using the axis to plot leadership concerns for
production versus concerns for people, Blake and Mouton defined the
following five leadership styles:
Country Club Leadership High People/Low ProductionThis style of
leader is most concerned about the needs and feelings of members of
his/her team. These people operate under the assumption that as
long as team members are happy and secure then they will work hard.
What tends to result is a work environment that is very relaxed and
fun but where production suffers due to lack of direction and
control.Produce or Perish Leadership High Production/Low PeopleAlso
known as Authoritarian or Compliance Leaders, people in this
category believe that employees are simply a means to an end.
Employee needs are always secondary to the need for efficient and
productive workplaces. This type of leader is very autocratic, has
strict work rules, policies, and procedures, and views punishment
as the most effective means to motivate employees. Impoverished
Leadership Low Production/Low PeopleThis leader is mostly
ineffective. He/she has neither a high regard for creating systems
for getting the job done, nor for creating a work environment that
is satisfying and motivating. The result is a place of
disorganization, dissatisfaction and disharmony.Middle-of-the-Road
Leadership Medium Production/Medium PeopleThis style seems to be a
balance of the two competing concerns. It may at first appear to be
an ideal compromise. Therein lies the problem, though: When you
compromise, you necessarily give away a bit of each concern so that
neither production nor people needs are fully met. Leaders who use
this style settle for average performance and often believe that
this is the most anyone can expect.Team Leadership High
Production/High PeopleAccording to the Blake Mouton model, this is
the pinnacle of managerial style. These leaders stress production
needs and the needs of the people equally highly. The premise here
is that employees are involved in understanding organizational
purpose and determining production needs. When employees are
committed to, and have a stake in the organizations success, their
needs and production needs coincide. This creates a team
environment based on trust and respect, which leads to high
satisfaction and motivation and, as a result, high production.
Applying the Blake Mouton Managerial Grid:Being aware of the
various approaches is the first step in understanding and improving
how well you perform as a manager. It is important to understand
how you currently operate, so that you can then identify ways of
becoming competent in both realms.Step One: Identify your
leadership style Think of some recent situations where you were the
leader. For each of these situations, place yourself in the grid
according to where you believe you fit.Step Two: Identify areas of
improvement and develop your leadership skills Look at your current
leadership method and critically analyze its effectiveness. Look at
ways you can improve. Are you settling for middle of the road
because it is easier than reaching for more? Identify ways to get
the skills you need to reach the Team Leadership position. These
may include involving others inproblem solvingor improving how you
communicatewith them, if you feel you are too task-oriented. Or it
may mean becoming clearer aboutschedulingormonitoring project
progressif you tend to focus too much on people. Continually
monitor your performance and watch for situations when you slip
back into bad old habits.Step Three: Put the Grid in ContextIt is
important to recognize that the Team Leadership style isnt always
the most effective approach in every situation. While the benefits
of democratic and participative management are universally
accepted, there are times that call for more attention in one area
than another. If your company is in the midst of a merger or some
other significant change, it is often acceptable to place a higher
emphasis on people than on production. Likewise, when faced with an
economic hardship or physical risk, people concerns may be placed
on the back burner, for the short-term at least, to achieve high
productivity and efficiency.
Theories of leadership have moved on a certain amount since the
Blake Mouton Grid was originally proposed. And in many situations,
the "Team Leader" as an ideal has moved to the ideal of the
"Transformational Leader": Someone who, according to leadership
researcher Bernard Bass: Is a model of integrity and fairness. Sets
clear goals. Has high expectations. Encourages. Provides support
and recognition. Stirs people's emotions. Gets people to look
beyond their self-interest. Inspires people to reach for the
improbable.So use Blake Mouton as a helpful model, but don't treat
it as an "eternal truth".
LEADERSHIP QUALITIES:
1.Humility :It is often found in the most effective leaders,
including Pope John Paul II and Abraham Lincoln.
2.Integrity :Leaders in different industries and cultures can
and do spar over the rules, but integrity is the bedrock
characteristic of straight dealing. If you lose your integrity, you
lose everything.
3.Decisiveness A leader's ability to step up and make decisions,
even if it's deciding only when consensus has been reached and it's
time to act.
4.Take risk ssLeaders have the courage to act in situations
where results arent assured. Theyre willing to risk failure.
5.Emotional resonance This is the ability to grasp what
motivates others and use it to inspire them into action.
6.Build Teams Leaders create productive teams that draw the best
from people. They effectively coach teams in collaboration,
consensus building, and conflict resolution.
7. Conviction All leaders everywhere believe in what they're
doing.
8. Dedication:Dedication means spending whatever time and energy
on a task is required to get the job done, rather than giving it
whatever time you have available.
9. MagnanimityA magnanimous person gives credit where it is due.
It also means being gracious in defeat and allowing others who are
defeated to retain their dignity.
10. OpennessOpenness means being able to listen to ideas that
are outside one's current mental models, being able to suspend
judgement until after one has heard someone else's ideas.
What leadership style work best for me andmy
organization?""There are many leadership styles from which to
chooseDifferent styles were needed for different situations and
each leader needed to know when to exhibit a particular
approach.
Leading by ExampleMaking sure you "walk the talk
There's the boss who tells everyone to stay late, and then
leaves promptly at 5:00pm to go golfing. There's the supervisor who
criticizes everyone for spending time on the Internet, but is
discovered buying groceries online in the middle of the afternoon.
And the CFO who recommends layoffs to stop "unnecessary spending,"
but then buys herself brand-new luxury office furniture.Do you know
any of these people?There's hardly anything worse for company
morale than leaders who practice the "Do as I say, not as I do"
philosophy. When this happens, you can almost see the loss of
enthusiasm and goodwill among the staff. It's like watching the air
go out of a balloon and cynicism and disappointment usually take
its place.No matter what the situation is, double standards
witnessing people say one thing and then doing another always feel
like betrayals. They can be very destructive. If this ever happened
to you, you can probably remember that sense of disappointment and
letdown.If you're in a leadership position, then you know that you
have a responsibility to your team. They look to you for guidance
and strength; that's part of what being a leader is. And a big part
of your responsibility is to lead them with your own actions.So why
is it so important to lead by example; and what happens when you
don't?Why It MattersThere's an old saying about the difference
between a manager and a leader: "Managers do things right. Leaders
do the right things." (It's best to be both a manager and a leader
they're just different processes.)As a leader, part of your job is
to inspire the people around you to push themselves and, in turn,
the company to greatness. To do this, you must show them the way by
doing it yourself.Stop and think about the inspiring people who
have changed the world with their examples. Consider what Mahatma
Gandhi accomplished through his actions: He spent most of his adult
life living what he preached to others. He was committed to
nonviolent resistance to protest injustice, and people followed in
his footsteps. He led them, and India, to independence because his
life proved, by example, that it could be done.Although Gandhi's
situation is very different from yours, the principle is the same.
When you lead by example, you create a picture of what's possible.
People can look at you and say, "Well, if he can do it, I can do
it." When you lead by example, you make it easy for others to
follow you.When You Don't Lead by ExampleWe've seen just how
powerful it can be to lead by example. But what happens when you
don't follow this rule? How does your team feel when you tell them
to do one thing, and then you do the exact opposite?As we said
earlier, if this ever happened to you, then it shouldn't be hard to
remember how angry and disappointed we are.When leaders don't
"practice what they preach," it can be almost impossible for a team
to work together successfully. How can anyone trust a leader who
talks about one thing, but does another?Consider what might have
happened if Gandhi had, even one time, been in a physical fight
with his opposition. His important message of nonviolent protest
would probably have been much harder to believe after that. His
followers would have looked at him with suspicion and distrust. The
chances of them getting into physical arguments or committing acts
of violence probably would have increased dramatically.Do you think
that Alexander the Great's soldiers would have fought so hard for
him if he had sat on top of a hill, safe from the battle? Probably
not. He would have been just another average general in our history
books, instead of the example of a successful leader that we know
today.And so it is with your team. If you say one thing and do
another, they likely won't follow you enthusiastically. Why should
they? Everything you tell them after that may meet with suspicion
and doubt. They may not trust that you're doing the right thing, or
that you know what you're talking about. They may no longer believe
in you.Good leaders push their people forward with excitement,
inspiration, trust, and vision. If you lead a team that doesn't
trust you, productivity will drop. Enthusiasm may disappear. The
vision you're trying so hard to make happen may lose its appeal,
all because your team doesn't trust you anymore.Good leadership
takes strength of character and a firm commitment to do the right
thing, at the right time, for the right reason. This means doing
what you say, when you say it. If your team can't trust you, you'll
probably never lead them to greatness.Leading and living by example
isn't as hard as it might sound. It's really the easiest path. If
your team knows that you'll also do whatever you expect from them,
they'll likely work hard to help you achieve your goal.Mahatma
Gandhi and Alexander the Great helped change the world because they
lived by example and, as a result, they accomplished great
things.
Apply This to Your Life If you ask a co-worker to do something,
make sure you'd be willing to do it yourself. If you implement new
rules for the office, then follow those rules just as closely as
you expect everyone else to follow them. For example, if the new
rule is "no personal calls at work," then don't talk to your spouse
at work. You'll be seen as dishonest, and your staff may become
angry and start disobeying you. Look closely at your own behavior.
If you criticize people for interrupting, but you constantly do it
yourself, you need to fix this. Yes, you want people to pay
attention to one another and listen to all viewpoints, so
demonstrate this yourself.
GREAT LEADERS ADOLF HITLER
The Great Leader Adolf HitlerA review of the life of the great
leader Adolf Hitler will be reviewed in the paper. The review will
also include Hitlers rise to power and in the end the paper will
review the fall of Adolf Hitler. The readings of the history will
show that Hitler was man with great God gifted qualities and he
used these qualities during his lifetime. The name of Hitler has
become a notable name in the history because he had made many
contributions for his country during his power. He was a man with a
broad vision and always believed in his decisions. Adolf Hitler had
a very strict background during the days of his childhood; his
father looked him after because his mother died of cancer. His
father was a man of discipline and he taught these strict rules to
Hitler as well.His personality was a summation of various daring
qualities and he used all his qualities in his leadership
activities. He was an excellent orator, daring soldier and a great
leader. The name and contributions of Hitler will be remembered
whenever the history will be reviewed.A Man With Daring
QualitiesThe biography of the leader Adolf Hitler shows that he was
a man of daring qualities. Hitler always believed in himself and
his plans. The life and experiences of Hitler proved that Hitler
was a man of daring qualities. Hitler did what he wanted to do. The
life of Hitler depicts that he believed in the concept that one
should fight until the last breath. These daring qualities of
Hitler made him famous amongst the other leaders in those times. He
knew the methodology to derive the best solution in a problem.
Hitler proved his abilities by commanding many other soldiers under
him. He possessed a great insight; it was this insight that made
him observe the upcoming dangers. Hitler used to analyze the
situations and then he made plans in order to remain safe and
sound.Hitler knew what could be done to solve a problem. He used to
decide the appropriateness and the reliability of his decision.
After satisfying himself he implemented his decisions, which
eventually proved successful and advantageous. Hitlers daring
qualities made him strong whenever he was faced with an enemy. He
was always ready to fight the enemies for the sake of his
country.An Organized ManThe second most important aspect of the
personality of Adolf Hitler was that he was a very organized man
.He did what he wanted to do but in a very organized and planned
manner. He made rules and disciplines for himself as well as for
the others who were under his command. These rules were implemented
in an organized manner. Certainly, this organized form of working
made his plans succeed. After reading the experiences of Hitler in
his biography it will be observed that he made his orders whenever
they were needed. These orders were made by him according to the
situations. He trained his soldiers as such that they were always
ready and alert for the orders of Hitler. As soon as they were
ordered they implemented the plans. This shows that he was an n
organized man. Hitlers organized way of working polished his plans
and when these plans were really implemented than they proved
successful. Hitler developed these qualities by observing his
father, as he was also a very strict man .He used to observe his
father and this observation made him act like his father.
RATAN TATA
Ratan Naval Tata (Born on Dec. 28, 1937 in Mumbai) is the
present chairman of the group, indias largest conglomerate founded
by Jamshed ji Tata and consolidated and expanded by later
generations of his family.EARLY LIFE AND EDUCATION Ratan Tata born
to Naval Tata and Soonoo Commisariat in theTata family, a prominent
family belonging to theParsi community. Ratan is the great-grandson
of Tata group founderJamsedji Tata. After his parents separated in
1944, he was brought up by his grandmother Lady Navajbai and did
his schooling in Mumbai fromCampion School. Later, he enrolled
inCornell University, where he earned a B.S
inarchitecturewithstructural engineeringin 1962, and has also
completed the Advanced Management Program atHarvard Business
School.CAREER In 1971, Ratan Tata was appointed the director
in-charge of the nation radio and electronics company Ltd. (Nelco),
a company that was in dire financial difficulty. Ratan Tata
suggested that company should invest in developing high technology
products, rather than in consumer electronics. J.R.D. was reluctant
due to the historical financial performance of Nelco which had
never even paid regular dividends. Further Nelco had 2% market
share in consumer electronics market and a loss margin of 40% of
sales when Ratan Tata took over. Nonetheless J.R.D. followed Ratans
suggestions. In 1981 Ratan Tata was named director of Tata
industries, the groups other holding company, where he became
responsible for transforming it into the groups strategy think-tank
and a promoter of new ventures in high technology businesses. In
1991 he took over as group chairman from J.R.D. Tata, pushing out
the old guard and ushering in younger managers. Since then, he has
been instrumental in reshaping the fortunes of the Tata groups,
which today has the largest market capitalization of any business
house on the indian stock market. Under Ratan Tatas guidance, Tata
Consultancy services (TCS) went public and Tata motors was listed
on the new York stock exchange. Tata motors introduced his brain
child, the Tata Indica. On January 31, 2007, under chairmanship of
Ratan Tata, Tata sons successfully acquired Corus groups, an
anglo-dutch steel and aluminum producer. With the acquisition,
Ratan Tata became a celebrated personality in indian business
culture. The merger created the fifth largest steel producing
intity in the world. On march 26, 2008, Tata motors under Ratan
Tata, bought Jaguar and land Rover from Ford motor company for $2.3
billion.
TATA NANO CAR 2008Ratan Tatas dream was to manufacture a car
costing Rs. 1 lacs (US $2000).He realized his dream by launching
Nano in new Delhi auto expo on January 10, 2008. three models of
the Tata Nano were announced and Ratan Tata delivered on his
commitment to developing a car costing only Rs. 1 Lac, adding that
a promise is a promise referring to his earlier promise to deliver
this car at the said cost.
The true objective of setting these criteria was never meant to
be merely to use them as an assessment for an award, but more
importantly, to utilize them for an institutionalized approach to
derive performance and attain higher levels of efficiency in
everything that a corporate entity does. - Mr. Ratan TataLEADERSHIP
Leadership is the ability to influence a group toward the
achievement of goals. Leadership is fundamentally the ability to
form and mould the attitudes and behavior of other individuals,
whether in formal or informal situation. Leadership is a process of
influencing other individuals to mobilize and direct their efforts
towards certain goals, and to accomplish these goals through them.
Ratan Tata faced the challenge with a quiet determination, in his
style. His modern mind grasp of detail and breadth of vision were
the key drivers in revitalizing the group and taking it into the
21st century. In just a few years, Ratan Tata modernized a
century-old diversified business house and transformed a sprawling
domestic empire into a cohesive global entity. A true leader is one
who creates more leaders, and Ratan Tata has empowered a whole new
generation of bright engineers, managers and executives. He knows
it is they who will turn challenging ideas into new success stories
for his group The quality and depth of management in Tatas today
gives the group stability and resilience.
MOTIVATION Motivation is an inner driving force that activate
our moves. Motivation is a movement towards balance. Motivation is
initiated by need and ends with need satisfaction. Motivation is a
hypothetical process inferred from observations of changes.
DHIRAJLAL HIRACHAND AMBANI
INTRODUCTION: Born on December 28, 1932 in Chorwad, Gujarat.
Dhirubhai started off as a small time worker with Arab merchants in
the 1950s Moved to Mumbai in 1958 to start his own business in
spices. he moved into textiles and opened his mill near
Ahmedabad.
9 great management lessons from Dhirubhai Ambani Dhirubhaism No
1: Roll up your sleeves and help. Sense of do it yourself He does
not wait for infrastructure to be created to support his
operations. He goes out and builds it himself; be it a power plant
for his petrochemical enterprise or a canal to bring water from
large distances for his cooling plant
Dhirubhaism No 2: Be a safety net for your team. There used to
be a time when our agency Mudra was the target of some extremely
vicious propaganda by our peers, he gently asked M if They needed
any help in combating it. knowledge that he knew and cared for what
his team was going through, and that he was there for Them if
needed him, worked wonders for confidence. He gave courage which we
never new we had3.Dhirubhaism : The silent benefactor. When he
helped someone, he never ever breathed a word about it to anyone
else "Expect the unexpected" just might have been coined for
him
Dhirubhaism No 4: Dream big, but dream with your eyes open. It's
difficult but not impossible!" Whenever a task seemed too big to be
accomplished, he would reply: " No is no answer!" Not only did he
dream big, he taught all of us to do so too. His favorite phrase
"dream with your eyes open 5. Dhirubhaism: Leave the professional
alone! management techniques of him is different the simplest
strategies are often the hardest to adopt. Let professionals do the
work This technique enforced responsibility among his team Produce
your best." 6.Dhirubhaism: Change your orbit, constantly!
Dhirubhai's "orbit theory." This is no miracle. when you change
orbits, you will create friction. The good news is that your
enemies from your previous orbit will never be able to reach you in
your new one. By the time resentment builds up in your new orbit,
you should move to the next level. And so on Changing orbits is the
key to our progress as a nation7.The arm-around-the-shoulder leader
It was Dhirubhai's very own signature style Arm around the shoulder
-With that one simple gesture, he managed to achieve many things.
This tendency that he had, to draw people towards him, manifested
itself in countless ways. That did much more than words in letting
me know that I belonged, that I had his trust, and that I had him
on my side8.The Dhirubhai theory of Supply creating Demand He was
not an MBA. Nor an economist. But yet he took traditional market
theory and stood it on its head. And succeeded. when everyone in
India would build capacities only after a careful study of market,
he went full steam ahead and created giants of manufacturing plants
with unbelievable capacites 9.Money is not a product by itself, it
is a by-product, so don't chase it He did not breathe a word about
profits, nor about becoming the richest A by-product is something
that you don't set out to produce. It is the spin off when you
create something larger.
STEVE JOBS
Steve Jobs is the Chairman and CEO of Apple Computers Inc. and
arguably one of the worlds most successful businessmen today.He
founded Apple in the 1970s, got chased out by his own board of
directors, but returned eventually as Apples CEO. Since then, he
has revolutionized the IT industry with his creations like the
MacBook, the iPod and the iPhone.Since his return, he has brought
Apple Computers Inc. from a fledging company to a global force to
be reckoned with.A Quick HistorySteve Jobs was born in San
Francisco in Feburary 24, 1955. He was an adopted son of the Jobs
couple from California.Jobs attended Homestead High School in
California and often went to the after school lectures by
Hewlett-Packard Company. It was there that he met his eventual
partner, Steve Wozniak.Jobs would have his early beginnings working
at Atari as a technician building circuit boards. In 1976, he would
start the company Apple Inc. with Steve with funding from a
millionaire investor.In 1984, he developed the Macintosh, which was
the first small computer with a graphic interface in its time. It
had promise to revolutionize the whole PC industry.However, bad
business decision and internal stife with his CEO would eventually
cause Jobs to leave his own company.He went on to start two other
companies; NeXT and Pixar. Pixar would be acquired by the Disney
Company and NeXT would be acquired by his own Apple Computers
Inc.With the acquisition, he returned to Apple Computers Inc. in
1996 as interim CEO. From that time on, the rise of Apple Computers
began again as the iMac would be developed.The famous iPod and
iPhone would later be developed and it would revolutionize the
whole handphone and MP3 player industry. Under his leadership,
Apple Computers Inc. became a force to be reckoned with.In 2009,
Jobs would have a personal net worth of $5.1 billion. However due
to the need for a liver transplant, Jobs took a break from his work
since January 2009.Awards and Honours1. Most Powerful Person in
Business by Fortune Magazine in 20072. National Medal of Technology
in 19853. Samuel S. Beard Award in 1987Steve Jobs Leadership
Qualities:A rebel:Jobs was never satisfied with the status quo. He
wasnt afraid to disagree with people nor did he shy away from
conflict
An optimist:Never willing to succumb to defeat, Jobs always saw
the future and reached for it. Even when fired from Apple in 1985,
he was able to forge new pathways and envision fresh
possibilities.
A dreamer:Not many CEOs can be credited with such a creative and
imaginative spirit. Jobs was never inclined to do things the same
as everyone else. An enabler:Apple employees have often noted that
Jobs was not only creative, but he allowed them to be creative.
Jobs enabled, empowered and equipped his people to dream and think
for themselves
An adapter:One of Jobs most remarkable qualities was his ability
to shift quickly with and adapt to the changing world around him.
Cultural shifts were not something to be feared, they were
opportunities to move in new directions.
A philanthropist:When Jobs was accused of being stingy with his
money earlier this year, the rock star Bono shot back in theNew
York Times.
MANY MORE LEADERS ARE
Akio Morita Bill Gates Larry Page [ Sony] [Microsoft]
[Google]
Henry Ford [Ford Motors]
THEY SAID.Flawless execution separates us from others. - Morita
The company is the pioneer and as such will always be the seeker of
unknown. - MoritaA business that makes nothing but money is a poor
business. - Henry Ford
Failure is simply the opportunity to begin again, this time more
intelligently. - Henry FordAs we look ahead into the next century,
leaders will be those who empower others. - Bill GatesSuccess is a
lousy teacher. It seduces smart people into thinking they can't
lose. - Bill GatesBest is not the end point, but a starting point
for innovation. - Larry PageBasically, our goal is to organize the
world's information and to make it universally accessible and
useful. - Larry Page
CASE STUDY: ON INFOSYS
INTRODUCTION In February 2001, Infosys Technologies Ltd.
(Infosys) was voted as the Best Managed Company in Asia in the
Information Technology sector, in leading financial magazine Euro
moneys Fifth Annual Survey of Best Managed Companies in Asia.
Infosys was started in 1981, by seven professional entrepreneurs
led by Narayana Murthy, Chairman and CEO of Infosys with an equity
capital of Rs.10,000. By 2000, Infosys market capitalization
reached Rs.11 billion and by 2001, Infosys was one of the biggest
exporters of software from India. Narayana Murthy had built an
organization that was respected across the country, with very
strong systems, high ethical values and a nurturing working
atmosphere. With his sound management skills, Narayana Murthy
seemed to have taken Infosys to the pinnacle of success in two
decades. From a turnover of Rs.1.16 million 1981, Infosys had grown
to a Rs.19 billion company in 2001. (Refer Tables I and II) There
were many firsts to Narayana Murthys credit. Infosys was the first
company to push for offshore software development as against body
shopping that was coming during the 1980s. He championed corporate
governance in India. Infosys was the first Indian company to follow
the US Generally Accepted Accounting Principles (GAAP) disclosure
norms before going for a Nasdaq listing in 1999. Narayana Murthy
was also the recipient of many awards (Refer Exhibit I)
In late 2000, Infosys became a total software services company.
It had set up a software development centre at Toronto as part its
globalization strategy. Analysts felt that Narayana Murthy had not
only managed his company well, he talked about the company at every
opportunity that came his way. In the process, he had built a brand
equity for his company.
BACKGROUND NOTE Narayana Murthy obtained his Bachelors degree in
Electrical Engineering from University of Mysore in 1967 and his
Masters degree in Technology from Indian Institute of Technology
Kanpur in 1969. He started his career as head of the computer
centre at IIM, Ahmedabad. In 1972 he went to Paris where he was
part of the team that designed a 400-terminal, real-time operating
system for handling air cargo for Charles De Gaulle airport.
Narayana Murthy was a left-wing activist and mingled with French
communists during his stay in Paris but his outlook changed while
traveling around Europe. He believed that the only way to pull
India out of poverty was to create more jobs, by setting up new
companies. In 1975, he returned to India and joined Systems
Research Institute, Pune, (Maharashtra). He then headed Patni
Computer Systems Pvt. Ltd., Mumbai, (Maharashtra) before founding
Infosys in 1981, along with six other professionals.STRATEGIST From
the beginning, Narayana Murthy focused on the worlds most
challenging market - the US. He had two reasons for this. First,
there was no market for software in India at the time. He believed
that Indian software companies should export products in which they
had a competitive advantage. In 1987, Infosys entered into a joint
venture with Kurt Salmon Associates (KSA), a leading global
management consultancy firm. KSA-Infosys was the first
Indo-American joint venture in the US.In 1988-89, Infosys set up
its first office in the US. Reebok of France was looking for a
software system to handle its distribution management at the same
time. Infosys bagged the contract and developed the Distribution
Management Application Package (DMAP) for Reeboks French
operations. Infosys decided to use this package to create a
standard application package for similar operations of any company.
In 1989, Infosys bagged another major contract from Digital
Equipment. In the early 1990s, with the opening up of the Indian
economy, many export-oriented software companies were set up in
India that created the momentum: Infosys leveraged this very
successfully. By mid-1990s, Infosys was competing not only with
Indian software majors like Tata Consultancy Services, and Wipro,
but also with overseas players like Cambridge Technology Partners
and Sapinet, which offered software solutions. Narayana Murthy
believed that Indian software professionals had the ability to deal
with complex projects. Analysts felt that unlike elsewhere, Indias
sharpest minds were heading for a career in software, and the best
of these aspired to be at Infosys. Infosys also competed with
consultancies as Anderson Consulting and Ernst & Young, which
positioned themselves as information management specialists.In
1994, the joint venture with KSA was dissolved. In 1995, Narayana
Murthy created Yantra Corp. in Acton, Mass. US. Around the same
time, Infosys entered into a joint venture with Satyam Computers
and DCM.During 1998-99, Narayana Murthy planned to position Infosys
as a true global company global clients, global operations, global
staff and a global brand image. In 1998, to support his global
ambition, Narayana Murthy listed the shares of Infosys on Nasdaq
through American Depository Receipts (ADR) issue worth US$75
million. With this, he took the Indian software industry
global.PEOPLE MANAGEMENT Analysts felt that one factor which helped
Infosys to grow at a faster pace than others was the low employee
turnover. The turnover rate at Infosys was around 11% as opposed to
industry average for software companies of over 25% during the
1990s. Infosys retention capability was a function both of its
rigorous selection procedures as well as proactive HRD practices.
About 80% of the middle and senior level executives were promoted
from within the organization.Infosys provided many facilities to
its employees, which were intended to take care of both the
professional and personal needs such as ticketing, credit cards or
house loan applications, crche facilities for kids, a gymnasium to
work out etc.Infosys was one of the first companies to adopt an
employee stock option plan (ESOP) and create additional wealth for
its employees. Narayana Murthy believed that employees created
wealth andunless Infosys had a mechanism to make them principal
shareholders, it was unlikely to grow. By 1997, 500 employees were
awarded stock under the ESOP. By 2001, Infosys had about 2000 rupee
millionaires on its staff and more than 213-dollar millionaires.
Analysts felt that Infosys had one of the best reward systems in
the industry. Most employees in Infosys were paid high salaries by
industry average for software companies. Narayana Murthy said, My
employees seek challenging opportunities, respect, dignity and the
opportunities to learn new things. I keep telling them that my
assets are not this building, the business or foreign contact. My
assets all 8000 of them walk out of the gate every evening and I
wait for them to come back to me the next morning.Employees were
encouraged to communicate with each other and with the higher
management about interesting ideas and ways of solving problems
through the electronic bulletin boards. To improve communication,
the managing director sent mails every fortnight. There was also a
concept called the Chairmans List and an annual excellence award.
However, groupism was not encouraged. Narayana Murthy explained,
Everything is judged on merit. Ego doesnt come into the picture.
Our transactions are zero-based so there is no history sheet.
Different people compete, then they have a discussion, one solution
is accepted, one person wins, they smile and go out to lunch.
Because the group of people is very smart, there has to be a
uniform distribution of wins. There are no overt or covert
prejudices.CORPORATE GOVERNANCE AND INFOSYS Analysts felt that
Infosys became one of the most respected companies in India,
through its corporate governance practices, which were better than
those of many other companies in India. Narayana Murthys move to
adhere to the best global practices was driven by his vision to
become a global player. Infosys adopted the stringent US Generally
Accepted Accounting Practices (GAAP) many years before other
companies in India did. Infosys corporate governance practices
conformed to the recommendations of the Confederation of Indian
Industries (CII) committee and the Cadbury committee on corporate
governance with a few exceptions. To maintain transparency, Infosys
provided details on high and low monthly averages of share prices
in all the stock exchanges on which the companys shares were
listed. It was one of the few companies in India to provide segment
wise breakup of revenues.Narayana Murthy believed in commitment to
values, and ethical conduct of business. He said Investors,
customers, employees and vendors have all become more discerning,
and are demanding greater transparency and fairness in all
dealings. He also made a clear distinctionbetween personal and
corporate funds. Founding members took only salaries and dividends
and did not have other benefits from the company.Infosys received
was the recipient of awards for its good governance practices. In
2001, Infosys was rated Indias most respected company by Business
World . Infosys was also ranked second in corporate governance
among 495 emerging companies, in a survey conducted by Credit
Lyonnais Securities Asia (CLSA) Emerging Markets. In 2000, Infosys
was awarded the National Award for Excellence in Corporate
Governance by the Government of India. LEADERS IN THE MAKING In
August 2001, Narayana Murthy set up a Leadership Institute in
Mysore, India, to manage the future growth of Infosys. The
institute aimed at preparing Infosys employees to face the
complexities of a rapidly changing marketplace and to bring about a
change in work culture by instilling leadership
qualities.Commenting on the institute, Narayana Murthy said, It is
our vision at Infosys, to create world- class leaders who will be
at the forefront of business and technology in todays competitive
marketplace. We believe the Leadership Institute will play an
instrumental role in equipping Infoscions to be leaders,
contributing to the advancement of the IT industry.Narayana Murthy
expected Infosys revenues to touch around Rs.500 billion (US$12
billion) by 2008-09. Analysts felt that the two factors responsible
for the success of Infosys were Speed and Imagination. (Refer
Exhibit II). Narayana Murthy agreed, Without these, we would be
wiped out as fast as dew on a sunny morning. Actually, we have a
fetish for excellence.
LEADERSHIP STARTS WITH YOU,NOT THEMTHE LEADER AS AN INDIVIDUALA
QUICK GUIDE TO SELF IMPROVEMENTA short description of self
improvement: understand yourself, set meaningful goals, and manage
your time effectively. Before we dive into the details for each of
these,we must address an old foe.
THE BLAME GAME
The BLAME game is an ongoing folly for many people and
organizations. Real progress cannot begin until the BLAME ends.
BLAME is an acronym that stands for, Barely Legitimate Almost
Meaningless Excuse. It is a partially true, yet wholly
unproductive, process of faulting others instead of taking personal
responsibility.Sadly, when you ask many professionals what the
problem is, their index finger involuntarily thrusts outward to
identify the culprit.You must accept that a lot of the time, even
if there is plenty of blame to go around, some of it is yours.
Personal improvement will never happen if you do not stop theBLAME
game. Finding Solutions Rather than Finding Fault:Imagine this
scenario: You and your team spend weeks putting together a
presentation to bring in a big new client for your company. But the
presentation doesn't go well, and the potential client walks away.A
few days later, you and your team answer questions from
senior-level management and the blame begins. It starts with "Well,
this presentation topic wasn't MY idea," and it quickly moves on to
"I think Susan should have organized the slides better."Before you
know it, an hour has gone by and the team is still going in
circles, trying to figure out who's at fault, and why.Have you ever
played "the blame game"? It's all too common in the workplace.
While it's important to look at and learn from mistakes, it's also
critical that we don't get caught up in whose fault it is.Sorting
through a messy situation should always come first. Once you deal
with the situation, then you can begin the process of figuring out
what went wrong. Pointing the finger of blame is rarely
constructive.In the above scenario, wouldn't it have been much
better for the team to sit down and discuss what happened? They
could have figured out what the client really wanted, what the team
did well, and what the team didn't do well. And they could have
learned from the situation, instead of spending all their time and
energy blaming someone for what went wrong.We'll show you why
playing the blame game doesn't help, how to identify when you or
your team is playing the game, and how to move on and learn from
the situation.The Blame GamePointing the finger of blame is usually
easy. Why? Because it's natural to want to defend ourselves. And
while the blame game often involves pointing fingers at many
different people, it's easy to start escape putting all the blame
on one person or group, when the failure really happened somewhere
else, or when the problem has many different sources. People may
start escaping when they don't want to take responsibility for a
mistake or action, or when they want to move attention away from
themselves.Escaping can have many negative effects. The most
damaging are the humiliation, criticism, and loss of self-esteem
felt by the victim. Escaping can also damage the integrity of other
team members who witness it, especially if they do nothing to stop
it.And what happens to the people who start the escaping in the
first place? When nothing is done to stop their behavior, they may
think it's acceptable and they're likely to do it again.And
remember, it's possible that, in the end, no one is at fault. After
all: that potential client could choose only one supplier.What to
Look ForMost of us don't like to look bad, so it's understandable
to want to move the focus and blame onto someone else. And we often
aren't aware of the actions and words that lead us to blame others,
so it's especially important to step back to see things
clearly.It's also important to learn how to identify when blame is,
or soon will be, misplaced so you can stop it from getting worse.
When the team starts to point fingers, people quickly become
defensive and angry.
PERSONAL RESPONSIBILITY, SELF-RELIANCE & SELF DICIPLINEThe
first step towards professional self-improvement involves a deep
belief in personal responsibility, self-reliance, and
self-discipline. These concepts will significantly influence the
outcomes associated with everything you area part of: tasks,
projects, relationships, departments, business units, organizations
your entire career! They explain Life success as much as career
success.Personal Responsibility:Who is responsible for how much you
earn? Who irresponsible for the evaluations you receive at work?
Who is responsible for the skills you develop? The answers are not
the economy, your boss, or the Human Resources department. The
answer is you! To believe otherwise is dishonest, unproductive, and
leads to playing the BLAME game.Self-Reliance:It is true that teams
can be amazingly wonderful. Nonetheless, you should not rely on
team members morethan you rely on yourself. You must use your own
skills, capabilities, judgment, independence, and energy as
thefirst and best assets in your career. Build yourself. Trust
yourself. Believe in yourself.Here is the best part: when you
embrace self-reliance, you will find yourself building more
positive and productiverelationships and teams.UNDERSTAND
YOURSELFUnderstanding yourself requires you to engage in
self-analysis in order to become more self-aware.Self-awareness is
the cornerstone of your professional development.The process begins
with an understanding of five important issues about you: cognitive
biases, personalvalues, personality, emotional intelligence, and
professional strengths.The better you understand these basics, the
more you will be able to unlock the power of goal setting and
rapidpersonal development.
Let us understand the personality and person part of that
individual known as a leader. Tounderstand this lets try to start
from basic personality part.PERSONALITY:Personality is the pattern
of relatively enduring ways in which a person feels, thinks, and
behaves.Personality is determined by nature (biological heritage)
and nurture (situational factors).Organizational outcomes that have
been shown to be predicted by personality include job
satisfaction,work stress, and leadership effectiveness. Personality
is not a useful predictor of organizationaloutcomes when there are
strong situational constraints. Because personality tends to be
stable overtime, managers should not expect to change personality
in the short run. Leaders should acceptemployees personalities as
they are and develop effective ways to deal with people. To
understandleader we need to understand him/her as individual. For
this understanding personality indicator is veryimportant.
The Nature of Personality: Peoples personalities can be
described in a variety of ways: 1).Personality is the pattern of
relatively enduring ways in which a person feels, thinks, and
behaves. 2).Personality is an important factor in accounting for
why employees act the way they do in organizationsand why they have
favorable or unfavorable attitudes toward their jobs and
organizations.
Some Major Forces Influencing Personality:Personality
Determinants: An early argument centered on whether or not
personality was the result ofheredity or of environment.
Personality appears to be a result of both influences. Today, we
recognize athird factorthe situation.
Situation Influences the effects of heredity and environment on
personality The different demands of different situations call
forth different aspects of ones personality. There is no
classification scheme that tells the impact of various types of
situations. Situations seem to differ substantially in the
constraints they impose on behavior.
HeredityHeredity refers to those factors that were determined at
conception. The heredity approach argues that the ultimate
explanation of an individuals personality is themolecular structure
of the genes, located in the chromosomes. Three different streams
of research lend some credibility to the heredity argument: The
genetic underpinnings of human behavior and temperament among young
children.Evidence demonstrates that traits such as shyness, fear,
and distress are most likely caused byinherited genetic
characteristics. One hundred sets of identical twins that were
separated at birth were studied. Genetics accountsfor about 50
percent of the variation in personality differences and over 30
percent ofoccupational and leisure interest variation. Individual
job satisfaction is remarkably stable over time. This indicates
that satisfaction isdetermined by something inherent in the person
rather than by external environmental factors. Personality
characteristics are not completely dictated by heredity. If they
were, they would befixed at birth and no amount of experience could
alter them.
Environment Factors that exert pressures on our personality
formation: The culture in which we are raised Early conditioning
Norms among our family Friends and social groups The environment we
are exposed to plays a substantial role in shaping our
personalities. Culture establishes the norms, attitudes, and values
passed from one generation to the next andcreate consistencies over
time. The arguments for heredity or environment as the primary
determinant of personality are bothimportant. Heredity sets the
parameters or outer limits, but an individuals full potential will
be determined byhow well he or she adjusts to the demands and
requirements of the environment.
Variables Influencing Individual BehaviorPersonality is the
function of The Person and The Environment. In other words it is a
Person-Situation Interaction.Relationship of different components
in behaviour is show in the following slide.
Types of work-related behaviour:Values: Values Represent Basic
Convictions A specific mode of conduct or end-state of existence is
personally or socially preferable toan opposite or converse mode of
conduct or end-state of existence. They have both content and
intensity attributes. An individuals set of values ranked in terms
of intensity is considered the persons valuesystem. Values have the
tendency to be stable. Many of our values were established in our
early years from parents, teachers, friends, andothers.Importance
of ValuesValues lay the foundation for the understanding of
attitudes and motivation.Values generally influence attitudes and
behaviors. We can predict reaction based onunderstanding
values.
Attitudes: Attitudes are evaluative statements that are either
favorable or unfavorable concerningobjects, people, or events.
Attitudes are not the same as values, but the two are
interrelated.
EMOTIONAL INTELLIGENCE
Emotional Intelligence (often referred to as EQ) refers to your
ability to successfully assess and manage youremotions and others
emotions. This set of skills is considered equal in importance to
IQ by most experts. In a leadership role, where interpersonal
issues are so vital,EQ is a highly valuable skill commodity!
Emotions have a very strong influence over the outcomes of every
situation. Both positive and negative emotions spread rapidly
through groups at work, just like a virus. The people with the
strongest ability to make an emotional impact are those in
positions of leadership!Strong EQ allows you to take advantage of
this reality in order to boost morale and productivity. Someone
with high EQ perceives emotions accurately in others, feels
empathy, tends to be more open and agreeable, and is less likely to
engage in problem behaviors.Emotional intelligence (EI) is the
ability to understand and manage both your own emotions, and those
of the people around you. People with a high degree of emotional
intelligence usually know what they're feeling, what this means,
and how their emotions can affect other people.For leaders, having
emotional intelligence is essential for success. After all, who is
more likely to succeed a leader who shouts at his team when he's
under stress, or a leader who stay in control, and calmly assesses
the situation?According toDaniel Goleman, an American psychologist
who helped make the idea of EI popular, there are five main
elements of emotional intelligence:1. Self-awareness.2.
Self-regulation.3. Motivation.4. Empathy.5. Social skills.The more
that you, as a leader, manage each of these areas, the higher your
emotional intelligence. So, let's look at each element in more
detail and examine how you can grow as a leader.Emotional
Intelligence in Leadership1. Self-awarenessIf you're self-aware,
you always know how you feel. And you know how your emotions, and
your actions, can affect the people around you. Being self-aware
when you're in a leadership position also means having a clear
picture of your strengths and weaknesses. And it means
havinghumility.So, what can you do to improve your self-awareness?
Keep a journal Journals help improve your self-awareness. If you
spend just a few minutes each day writing down your thoughts, this
can move you to a higher degree of self-awareness. Slow down When
you experience anger or other strong emotions, slow down to examine
why. Remember, no matter what the situation, you can always choose
how you react to it. 2. Self-regulationLeaders who regulate
themselves effectively rarely verbally attack others, make rushed
or emotional decisions, stereotype people, or compromise their
values. Self-regulation is all about staying in control.This
element of emotional intelligence, according to Goleman, also
covers a leader's flexibility and commitment topersonal
accountability.So, how can you improve your ability to
self-regulate? Know your values Do you have a clear idea of where
you absolutely will not compromise? Do you know what values are
most important to you? Spend some time examining your "code of
ethics." If you know what's most important to you, then you
probably won't have to think twice when you face a moral or ethical
decision you'll make the right choice. Hold yourself accountable If
you tend to blame others when something goes wrong, stop. Make a
commitment to admit to your mistakes and face the consequences,
whatever they are. You'll probably sleep better at night, and
you'll quickly earn the respect of those around you. Practice being
calm The next time you're in a challenging situation, be very aware
of how you act. Do you relieve your stress by shouting at someone
else? Practice deep-breathing exercises to calm yourself. Also, try
to write down all of the negative things you want to say, and then
rip it up and throw it away. Expressing these emotions on paper
(and not showing them to anyone!) is better than speaking them
aloud to your team. What's more, this helps you challenge your
reactions to make sure that they're fair!3.
MotivationSelf-motivated leaders consistently work toward their
goals. And they have extremely high standards for the quality of
their work.How can you improve your motivation? Re-examine why
you're doing this It's easy to forget what you reall