Leadership Theories Project

8/12/2019 Leadership Theories Project

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Good leaders are made not born .If you have the desire and willpower, you can become

an effective leader.good leaders develop through a never-ending process of self study,

education, training and experience. This guide will help you through that process. to

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

know ,and ,do. These do not come naturally, but are acquired through continual workand study. The best leaders are continually working and studying to improve their

leadership skills.

efore we get started, les define leadership. !eadership is a complex process by which a

person influences others to accomplish a mission, task or ob"ective and directs the

organi#ation in a way that makes it more cohesive and coherent. $ person carries out

this process by applying his or her leadership attributes %belief, values, ethics, character,

knowledge, and skills&. $lthough your position as a manager, supervisor, lead, etc. gives

you the authority to accomplish certain tasks and ob"ectives in the organi#ation, this

power does not make you a leader... it simply makes you the boss. !eadership makes

people want to achieve high goals and ob"ectives, while, on the other hand, bosses tellpeople to accomplish a task or an ob"ective.

ass' %(& theory of leadership states that there are threee basic ways to explain how

people become leaders, the first two explain the leadership development for a small

number of people. These theories are) *ome personality traits may lead people naturally

into leadership roles. tgis is T+ T$IT T+/.

0risis or important event may cause a person to rise to the occasion, which brings

extraordinary leadership qualities in an ordinary person. This is T+ G$T 12T

T+/. 3eople can choose to become leaders. 3eople can learn leadership skills. This

is T+ T$2*45$TI2$! !$6*+I3 T+/. It is most widely acceplted

theory today and the premise on which this guide is based.

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7hen a person is deciding if he respects you as a leader, he does not think about youe

attributes. +e observes what you do so that he can know who you really are. +e uses this

observation to tell if you are an honourable and trusted leader, or a self serving person

who misuses his or her authority to look good and get promoted. *elf serving leaders are

not as effective because their employees only obey them, not follow them. They succeed

in many areas because they present a good image to their seniors at the expense of theirpeople.

The basis of good leadership is honourable character and selfless service to your

organi#ation . In your employees' eyes, /our leadership is everything you do that affects

the organi#ations ob"ectives and their well being. $ respected leader concentrates on

what she is 8be9 %beliefs and character&, what she knows "ob, tasks, human nature&, and

what she does %implement, motivate, provide direction&.

7hat makes a person follow a leader: 3eople want to guided by those they respect and

those who have a clear sense of direction. to gain respect, they must be ethical. $ sense ofdirection is achieved by conveying a strong vision of the future.

T7 5*T I53T$2T ;/* 4 !$6*+I3

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+ay's study examined over

The four most important words) >what is your opinion.>

The three most important words) >if you please.>

The two most important words) >thank you.>

The one most important word) >we.>

The least most important word) >i.>

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T +!3 /? , ;27, $26 6, %@& 4!!7 T+* !12 principles of

leadership %later sections will expand on gaining an insight into these principles and

providing tools to perform them&) ;now yourself and seek self-improvement means

continually strengthening your attributes. This can be accomplished through reading,

self-study, classes,etc.be technically proficient. $s a leader,you must know your "ob and

have a solid familarity with your employees' "obs. *eek responsibility and takeresponsibility of your actions. *earch for ways to guide your organisation to new heights.

$nd when things go wrong, they will sooner or later, do not blame others. $naly#e the

situation, take corrective action, and move on to the next challenge. 5ake sound and

timely decisions. ?se good problem solving, decision making and planning tools. *et the

example. e a good role model for your employees. They must not only hear what they

are expected to do but also see. ;now your people and look out for their well-being.

;now human nature and importance of sincerely caring for your workers. ;eep your

people informed. ;now how to communicate with your people within the organi#ation.

6evelop a sense of responsibility in your people. 6evelop good character traits within

your people that will help them carry out their professional responsibilities. nsure thattasks are understood, supervised, and accomplished. 0ommunication is the key to this

responsibility. Train your people as a team. $lthough many so called leaders call their

organi#ation, department, section, etc. $ teamA they are not really teams... they are "ust a

group of people doing their "obs. ?se the full capabilities of your organi#ation. y

developing a team spirit, you will be able to employ your organi#ation,department,

section, etc. to its fullest capabilities.

The four ma"or factors of leadership are .....

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T+ 4!!7) 6ifferent people require different styles of leadership. 4or example,

a new hire requires more supervision than an experienced employee. $ person with a

different attitude requires a different approach than one with a high degree of

motivation. /ou must know your peopleB The fundamental starting point is having a

good understanding of human nature) needs, emotions, and motivation. /ou must knowyour employees' be, know and do attributes.

!$6) /ou must have an honest understanding of who you are, what you know, and

what you can do. $lso, note that it is the followers, not the leader who determines if a

leader is successfull. If a follower does noit trust or lacks confidence in his or her leader,

then she will be uninspired. To be successful you have to convince your followers, not

yourself or your supervisors, that you are worthy of being followed.

055?2I0$TI2) /ou lead through two way communication.

5uch of it is non-verbal. 4or instance, when you >set the example,> that communicates

to your people that you would not ask them to perform anything that you would not bewilling to do. 7hat and how you communicate either builds or harms the relationship

between you and your employees.

*IT?$TI2) $ll situations are different. 7hat you do in one leadership situation will

not always work in another situation. /ou must use your "udgement to decide the best

course of action and the leadership style needed for each situation. 4or example, you

may need to confront an employee for inappropriate behavior, but the confrontation is

too late or too early, too harsh or too weak, then the results may prove ineffective .

If you are a leader that can be trusted,then the people around you will learn to respect

you. to be a good leader,there are things tht u must be, know, and do. these fall under

the leadership framework)

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a professional.

a professional who possess good character traits.

;27 the four factors of leadership- follower, leader, communication, situation.

;27 yourself .

;27 human nature;27 your "ob

;27 your organi#ation.

6 provide direction.

6 implement.

6 motivate.

The road to great leadership)

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

followers.

nable others to act - give them tools and methods to solve the problem.

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5odel the way - when the process gets tough, get your hands dirty. oss tells others

what to do... a leader shows it can be done.

ncourage the heart - share the glory with your followers' heart, keep the pains in your

heart.

+ave better perceptions of realtiy and are comfortable with it.

$ccept themselves and their own natures.

Their lack artificiality.

They focus on problems outside themselves and are concerned with basic

issues and eternal questions.

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They like privacy and tend to get detached.

ely on their own development and continued growth.

$ppreciate the basic pleasures of life%do not take blessings for garnted&.

+ave a deep feeling of kinship with others.

They are deeply democratic and are not really aware of differences.

+ave strong ethical and moral standards.

$re original and inventive, less constricted and fresher than others.

+/GI2 6I**$TI*4I*)

7orking conditions.

3olicies and administrative practices.

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*alary and benefits.

*upervision.

*tatus.

Cob security.

4ellow workers.

3ersonal life.

5TI1$T* *$TI*4I*)

ecognition.

$chievement.

$dvancement

Growth.

esponsibility.

Cob challenge.

Managers are people who do things right, while leaders are people who do the right thing. -

Warren Bennis, Ph.D. "On Becoming a Leader"

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Intr

oduction2T) *pecial pro"ect teams include work groups, cross

functional teams, task forces, problem solving teams, committees,

etc.

5any organi#ations have working groups that call themselves

teams. ut their work is produced by a combination of individual

contributions. Teams produce work that is based on collective

effort.

;at#enbach and *mith %(&defined a team as >$ small numberof

people with complementary sillswho are committed to a common

purpose,per!ormance goals, and common approachfor which they

hold themselves mutually accountable.>

The small number is anywhere from @ to @= members, with

between = and D as manageable and optimal. It the number goes

above D, communication tends to become centrali#ed because

members do not have an adequate opportunity to speak to each

other. If the group si#e goes over nine, extra time and effort are

required to ensure good communication.

omplementary #ills provides synergy when the team is diverse

and various ideas and multiple skills are combined. If the team

is composed of like individuals, a congenital groupthink sets in

which limits the number of solutions for creative problem

solving.

ommon Purpose is the driving force of teams. The team must

develop its own purpose. This purpose must be meaningful and

must have ownership by everyone, as individuals and as a

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group. $ team constantly revisit its purpose, making it more

relevant as the team develops. ften called$gendas. +idden

agendas may prevent the group from turning into a team. This

is because their emotions and motives are hidden under the

discussion table.

Per!ormance %oals are the acting, moving, and energi#ing force

of the team. *pecific performance goals are established, tracked,

met and evaluated in an ongoing process.

0ommon approach is the way members agree how they will

work together. 5any teams have developed their own charter or

a set of rules that outline the expected behaviors of members.

5embers often assume roles, including the Euestioner, the

+istorian, the Time ;eeper, the 4acilitator, to keep the team

process moving and on course.

Mutually accountable is the aspect of teamwork that is usually

the last to develop.

4orming, *torming, 2orming, 3erforming,

$d"ourningThe Tuckman model %@&shows the five stages that teams go

through) from 4orming to *torming to 2orming to 3erforming to

$d"ourning.

4orming

In the 4orming stage, team members are introduced. They state

why they were chosen or volunteered for the team and what they

hope to accomplish within the team. 5embers cautiously explore

the boundaries of acceptable group behavior. This is a stage of

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transition from individual to member status, and of testing the

leader's guidance both formally and informally.

4orming includes these feelings and behaviors)

xcitement, anticipation, and optimism.3ride in being chosen for the pro"ect

$ tentative attachment to the team

*uspicion and anxiety about the "ob.

6efining the tasks and how they will be accomplished.

6etermining acceptable group behavior.

6eciding what information needs to be gathered.

$bstract discussions of the concepts and issues, and for some

members, impatience with these discussions. There will be

difficulty in identifying some of the relevant problems.

ecause there is so much going on to distract members' attention

in the beginning, the team accomplishes little, if anything, that

concerns it's pro"ect goals. This is perfectly normal.

*torming

6uring the team's transition from the >$s-Is> to the >To-e,> is

called the *torming phase. $ll members have their own ideas as to

how the process should look, and personal agendas are rampant.

*torming is probably the most difficult stage for the team. They

begin to reali#e the tasks that are ahead are different and moredifficult than they imagined. Impatient about the lack of progress,

members argue about "ust what actions the team should take. They

try to rely solely on their personal and professional experience, and

resist collaborating with most of the other team members.

*torming includes these feelings and behaviors)

esisting the tasks.

esisting quality improvement approaches suggested by other

members.

*harp fluctuations in attitude about the team and the pro"ect'schance of success.

$rguing among members even when they agree on the real

issues.

6efensiveness, competition, and choosing sides.

Euestioning the wisdom of those who selected this pro"ect and

appointed the other members of the team.

stablishing unrealistic goals.

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6isunity, increased tension, and "ealousy.

The above pressures mean that team members have little energy to

spend on progressing towards the team's goal. ut they are

beginning to understand one another. This phase sometimes takesF or meetings before arriving at the 2orming phase.

2orming

The 2orming phase is when the team reaches a consensus on the

>To-e> process. veryone wants to share the newly found focus.

nthusiasm is high, and the team is tempted to go beyond the

original scope of the process. 6uring this stage, members reconcile

competing loyalties and responsibilities. They accept the team,

team ground rules, their roles in the team, and the individuality of

fellow members. motional conflict is reduced as previouslycompetitive relationships become more cooperative.

2orming includes these feelings and behaviors)

$n ability to express criticism constructively.

$cceptance of membership in the team.

$n attempt to achieve harmony by avoiding conflict.

5ore friendliness, confiding in each other, and sharing of

personal problems.

$ sense of team cohesion, spirit, and goals.

stablishing and maintaining team ground rules andboundaries.

$s team members begin to work out their differences, they now

have more time and energy to spend on the pro"ect.

3erforming

The team has now settled its relationships and expectations. They

can begin performing by diagnosing, solving problems, and

choosing and implementing changes. $t last team members havediscovered and accepted each other's strengths and weakness, and

learned what their roles are. 3erforming includes these feelings

and behaviors)

5embers have insights into personal and group processes, and

better understanding of each other's strengths and weakness.

0onstructive self-change.

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$bility to prevent or work through group problems

0lose attachment to the team

The team is now an effective, cohesive unit. /ou can tell when your

team has reached this stage because you start getting a lot of work

done.

$d"ourning

The team briefs and shares the improved process during the this

phase. 7hen the team finally completes that last briefing, there is

always a bittersweet sense of accomplishment coupled with the

reluctance to say good-bye. 5any relationships formed within

these teams continue long after the team disbands.

There are several factors that separate teams from groups.

oles and esponsibilities

7ithin a group, individuals establish a set of behaviors called

roles. These roles set expectations governing relationships. olesoften serve as source of confusion and conflict. 7hile on the other

hand, teams have a shared understanding on how to perform their

role. These roles include) leader, facilitator, timekeeper, and

recorder.

Identity

7hile teams have an identity, groups do not. It is almost

impossible to establish the sense of cohesion that characteri#es a

team without this fundamental step. $ team has a clear

understanding about what constitutes the team's 'work' and why itis important. They can describe a picture of what the team needs to

achieve, and the norms and values that will guide them.

0ohesion

Teams have an esprit that shows a sense of bonding and

camaraderie. sprit is the spirit, soul, and state of mind of the

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ways. +umans have always tried to classify things, including

themselves. This section uses a popular categori#er by placing

people into four styles - 6river, 3ersuader, $naly#er, rgani#er.

%note that the names will vary widely depending upon the creator

of the chart&. It does this by charting them on two dimensions -

tasks and emotions. 3eople gets results on tasks between twoextremes - expedience and processes. 3eople use emotions in

dealing with others through two extremes - controlled or

responsive. In the chart below, the two dimensions are shown

under the profile column in italics)

3rofile *tyle ;ey %focus&3otential

*trengths

3otential

7eaknesses

$ take-charge

person, exertsstrong influence to

get things done,

focuses on results.

&motions are

controlled and gets

results through

e'pedience.

6river or

0ontroller

results and

accomplishments

%get it done&

Get things

done.6etermined,

requiring,

thorough,

decisive,

efficient,

direct

In-attentativebehavior when

listening to others.

6ominating,

unsympathetic,

demanding,

critical, impatient

$ social specialist,

expresses opinions

and emotions

easilyA prefers

strong interaction

with people.

&motions are

responsi(e and gets

results through

e'pedience.

3ersuader or

nthusiast

involvement and

enthusiasm

%positive ideas

and responses&

Involves and

works withothers.

3ersonable,

stimulating,

enthusiastic,

innovative

+ard time

following systems

or processes.

pinionated,

undependable,

reactionary

!ikes to be well

organi#ed and

thought outA

prefers specific

pro"ect and

activitiesA en"oys

putting structure

to ideas.&motions

are controlled and

gets results

$naly#er or

Theorist

precision and

accuracy %actions

will be

documented&

Great at

organi#ing.

Industrious,

persistent,

serious,

orderly,

methodical

0an have trouble

when action needs

to be take

immediately.

Indecisive,

uncommunicative,

critical

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through processes.

$daptive

specialist, high

concern for good

relationships,seeks stability and

predictability,

wants to be part of

larger picture.

&motions are

responsi(e and gets

results through

processes.

rgani#er or

$ffiliator

relationships and

stability %loyal&

uildsrelationships.

0ooperative,

supportive,

dependable,

helpful

6oes not want to

change.

0onforming,

uncommitted,

hides true feelings

2otice that the two dimensions, results and emotions, are closely

related to lake and 5outon'sManagerial %ridwhich uses 3eople

and Tasks as their grid. That is, we use emotions when dealing

with people and our approach to tasks uses some sort of a result

orientation approach. 7hen lake and 5outon came out with a

tool that used only two dimensions or axis, is struck a cord with its

simplicity.

There are various degrees along the two dimensions %emotions and

tasks&. ach experience that we have will call for varying degrees

of emotions and approaches to task results.

The result %how we accomplish tasks& and emotions %how we deal

with people and experiences& dimensions can be charted as)

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There are three main flaws that must be taken into consideration

when using a tool of this nature)

veryone uses all four style depending upon the situation,

however, the chart can be a useful tool for understanding

different viewpoints. It is based on the theory that each person

tends to have one or two dominant styles.

The very simplicity that makes a tool like this so popular, cannot

possible accurately predict the complexity of human nature.+owever, it can help us get a handle on the various approaches

taken by individuals.

3eople try to pigeon-hole the four styles of people into certain

categories. 4or example, managers are drivers, human resource

personnel are persuaders, programmers are analysis's, etc. This

is simply untrue. 7here I once worked, our human resource

contact was a driver, our manager was a persuader, one on the

employees on the bottom of the rung was a driver, and one of

our best technical persons was an organi#er. +owever, most of

the employees %workers in a manufacturing plant& were

organi#ers, analy#ers, or a combination of the two.

The goal of using such a tool in a team setting is to reali#e that

people look upon things with a different viewpoint than you. 4or

example, the reason someone will not hurry-up and compete a task

in not because they are slow, it might be because they are viewing

it from a process standpoint and want to ensure that they get it

absolutely right %analy#er&. $lso, it takes all types to form an

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effective team. 7ithout drivers a team will get nothing done,

without persuaders a team will fail to get all involved, without

organi#ers a team will not gel together, without analy#ers a team

will miss key steps. The four styles form a complete community,

and it takes a community to grow a team.

+ow 6o 7e $rrive at a *olution: or

ncouraging 7ild and Great Ideas

$ll to often, creativity gets stifled when everyone follows the rules

or arriving at solutions the same old way. Teams often become so

task- oriented that they narrow down their focus much too soon by

choosing the first likely solution. It is time to adequately

investigated the situation and its possibilities by)

rainstorming

6elphi 6ecision 5aking

6ialectic 6ecision 5aking

Team 0hecklistGoals

0lear mission statement JJJJJ

5easurable ob"ectives JJJJJ

b"ectives are prioriti#ed JJJJJ

Goals are set in all key task areas JJJJJ

oles

Individual roles, relationships, and accountabilities are clear

JJJJJ

*tyle of leadership is appropriate for the team tasks JJJJJach individual competent to perform her key tasks JJJJJ

The mix of roles is appropriate to the team tasks JJJJJ

3rocedures

6ecisions reached are effective JJJJJ

5anagement information is effectively shared JJJJJ

;ey activities are effectively coordinated JJJJJ

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3roducts and services are of a high quality JJJJJ

0onflict is managed effectively within the team JJJJJ

Internal elationships

There are no areas of mistrust JJJJJ

4eedback is constructive JJJJJ

elationships are not competitive and unsupportive JJJJJxternal elationships

elationships with key external groups are effective JJJJJ

5echanisms are in place to integrate with each key group

JJJJJ

Time and effort is spent on identifying building and

monitoring key external relationships JJJJJ

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+enry 4ord, born Culy FL, (KNF, was the first of 7illiam and 5ary 4ord's six children. +e

grew up on a prosperous family farm in what is today 6earborn, 5ichigan. +enry en"oyed a

childhood typical of the rural nineteenth century, spending days in a one-room school and

doing farm chores. $t an early age, he showed an interest in mechanical things and a dislike

for farm work.

In (K


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motorists.

$fter two unsuccessful attempts to establish a company to manufacture automobiles, the

4ord 5otor 0ompany was incorporated in (DLF with +enry 4ord as vice-president and

chief engineer. The infant company produced only a few cars a day at the 4ord factory on

5ack $venue in 6etroit. Groups of two or three men worked on each car from components

made to order by other companies.

+enry 4ord reali#ed his dream of producing an automobile that was reasonably priced,

reliable, and efficient with the introduction of the 5odel T in (DLK. This vehicle initiated a

new era in personal transportation. It was easy to operate, maintain, and handle on roughroads, immediately becoming a huge success.

y (D(K, half of all cars in $merica were 5odel Ts. To meet the growing demand for the

5odel T, the company opened a large factory at +ighland 3ark, 5ichigan, in (D(L. +ere,

+enry 4ord combined precision manufacturing, standardi#ed and interchangeable parts, a

division of labor, and, in (D(F, a continuous moving assembly line. 7orkers remained in

place, adding one component to each automobile as it moved past them on the line. 6elivery

of parts by conveyor belt to the workers was carefully timed to keep the assembly line

moving smoothly and efficiently. The introduction of the moving assembly line

revolutioni#ed automobile production by significantly reducing assembly time per vehicle,

thus lowering costs. 4ord's production of 5odel Ts made his company the largestautomobile manufacturer in the world.

The company began construction of the world's largest industrial complex along the banks

of the ouge iver in 6earborn, 5ichigan, during the late (D(Ls and early (D@Ls. The

massive ouge 3lant included all the elements needed for automobile production) a steel

mill, glass factory, and automobile assembly line. Iron ore and coal were brought in on

Great !akes steamers and by railroad, and were used to produce both iron and steel.

olling mills, forges, and assembly shops transformed the steel into springs, axles, and car

bodies. 4oundries converted iron into engine blocks and cylinder heads that were

assembled with other components into engines. y *eptember (D@


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n 2ovember @@, (DNF, when he was hardly past his first thousand days in office, Cohn

4it#gerald ;ennedy was killed by an assassin's bullets as his motorcade wound through

6allas, Texas. ;ennedy was the youngest man elected 3residentA he was the youngest todie.

f Irish descent, he was born in rookline, 5assachusetts, on 5ay @D, (D($sk not what your country

can do for you--ask what you can do for your country.> $s 3resident, he set out to

redeem his campaign pledge to get $merica moving again. +is economic programs

launched the country on its longest sustained expansion since 7orld 7ar IIA before his

death, he laid plans for a massive assault on persisting pockets of privation andpoverty.esponding to ever more urgent demands, he took vigorous action in the cause

of equal rights, calling for new civil rights legislation. +is vision of $merica extended to

the quality of the national culture and the central role of the arts in a vital society. +e

wished $merica to resume its old mission as the first nation dedicated to the revolution

of human rights. 7ith the $lliance for 3rogress and the 3eace 0orps, he brought

$merican idealism to the aid of developing nations. ut the hard reality of the

0ommunist challenge remained.

*hortly after his inauguration, ;ennedy permitted a band of 0uban exiles, already

armed and trained, to invade their homeland. The attempt to overthrow the regime of

4idel 0astro was a failure. *oon thereafter, the *oviet ?nion renewed its campaignagainst 7est erlin. ;ennedy replied by reinforcing the erlin garrison and increasing

the 2ation's military strength, including new efforts in outer space. 0onfronted by this

reaction, 5oscow, after the erection of the erlin 7all, relaxed its pressure in central

urope.

Instead, the ussians now sought to install nuclear missiles in 0uba. 7hen this was

discovered by air reconnaissance in ctober (DN@, ;ennedy imposed a quarantine on all

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offensive weapons bound for 0uba. 7hile the world trembled on the brink of nuclear

war, the ussians backed down and agreed to take the missiles away. The $merican

response to the 0uban crisis evidently persuaded 5oscow of the futility of nuclear

blackmail.

;ennedy now contended that both sides had a vital interest in stopping the spread ofnuclear weapons and slowing the arms race--a contention which led to the test ban

treaty of (DNF. The months after the 0uban crisis showed significant progress toward his

goal of >a world of law and free choice, banishing the world of war and coercion.> +is

administration thus saw the beginning of new hope for both the equal rights of

$mericans and the peace of the world.

7ho started programming computers at the age of thirteen: 7ho was the youngest

person to become a billionaire: 7ho co-founded the world's largest computer software

company: 7ho has donated more than PKLL million dollars to charities: 7ho: 7ell, I'll

tell you. +is name is 7illiam +. Gates III, who you most likely know as ill Gates.

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ill Gates was born to 7illiam and 5ary Gates on ctober @K, (D==. ill was born and

raised in *eattle, 7ashington. +e attended a private school,

called !akeside, and there he began programming computers

at the age of thirteen.

In (D


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Cehangir atan"i 6adabhoy Tata, C6 to the world, remains the undisputed doyen ofIndian industry, widely respected for his contribution to the development of Indian

industry and aviation in particular. $part from being a businessman par excellence, he

was a patron of the sciences and the arts, a philanthropist and yet a man with a passion

for literature, fast cars, skiing and flying. 4or his unparalleled excellence in business

management, he came to be referred to as chairmen's chairman.

$s an industrialist, C6 is credited with placing the Tata Group on the international

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map. +e proved his mettle by saving it from disintegration in an era when family

ownership and management or family rifts were ripping apart family businesses. +e was

a redoubtable visionary under whose regime the group entered into several new streams

of business, many of them unconventional and produced a vast range of product. $s an

aviator and pioneer flier, he brought commercial aviation to India. +e was greatly

revered by artists, sculpture and performing artistes as he generously patronised Indianart and culture.

$nd as a philanthropist, he was respected for building and keeping alive the

tremendously active Tata charitable trusts. +is achievements have to be seen through

the lens of India's economic and political history. ?nder ritish colonial rule until (D


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bridge between the scientific establishment and the Government through his founding of

the Tata Institute of 4undamental esearch and as the longest serving member of the

$tomic nergy 0ommission.

$ccording to C6, quality had to match innovation. +e disliked the laid-back Indian

attitude, and much of his fabled short temper was triggered by the carelessness of

others. +e stressed) >If you want excellence, you must aim at perfection. I know thataiming at perfection has its drawbacks. It makes you go into detail that you can avoid. It

takes a lot of energy out of you but that's the only way you finally actually achieve

excellence. *o in that sense, being finicky is essential... $ company, which uses the name

Tata shares a tradition...>

C6 was an expert in managing human resource. $t his behest, Tata *teel became one

of the earliest companies in India to have a dedicated human resource department.

xpressing his surprise that the company had functioned for so long without one, C6

commented) >If our operations required the employment of, say, FL,LLL machine tools,

we would undoubtedly have a special staff or department to look after them, to keep

them repair, replace them when necessary, maintain their efficiency, protect them from

damage, etc. but when employing FL,LLL human beings, each with a mind and soul of hisown, we seem to have assumed that they would look after themselves and that there was

no need for a separate organisation to deal with the human problems involved>.

$s the saying goes, all good things must come to an end, and so did C6's brilliant life.

C6 died in Geneva on 2ovember @D, (DDF. +e left behind an indelible mark on the

Indian business terrain as also a huge business empire we all know as the +ouse of

Tatas.

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'

$chievements

6r. $vul 3akir Cainulabhudin $dbul ;alam, was born on the (=th ctober, (DF(, at

ameshwaram in Tamil2adu. +e did his .*c. at the *t. Coseph's 0ollege, Tiruchi, and

65IT in $eronautical ngineering at the 5IT, 5adras, during (D=-=


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+e has been $warded with the India's +ighest civilian $ward >The harat

atna> in (DD5ost importantly, determined youngsters.>

2o wonder he advices the youth of the country to >dream, dream and dream and

convert these into thoughts and later into actions.>

;alam's advice to the youngsters of the nation is to >think big> . "We are a nation o! a

billion people and we must thin lie a nation o! a billion people. Only then can we become

big."

6r. ;alam's, *cientific $dvisor to the 6efence 5inister and *ecretary, 6efence esearch

and 6evelopment is the second scientist to receive the harat atna, the highest civilian

award, after the late 6r. +omi Cehangir aba.

This genius attributes his success to his parents and the team which worked relentlessly

to achieve the goal.

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*cience, according to him, is a global phenomenon. +e feels there are a few areas where

India can develop its core competence. These areas are software engineering, computer

products and design, agriculture and food, aviation, defence research and space

technology and chemical engineering.

")his will lead to a highly bene!icial economic and social progress !or the nation," says;alam.

The man who said, "riends, you now ha(e the !ire to torch the $gni"turns out to be

extremely shy. +is love for the hagavad Geetha and the long mane almost gives the

missile man the halo of a saint. In fact, his views on technology and life make him the

copy book saint of science armed withBrahmastrasand the power to heal wounds.

That is another passion of ;alam-using missiles that maime and kill to give a fresh hope

to the disabled. In a ? turn, ;alam has not shied in using the technology behind fire-

spewing missiles to build artificial limbs and spring-like coils called stents to keep the

heart vessels open.

+e is one of those scientists who aims at putting technology created by him to multiple

use. +e used the light weight carbon-carbon material designed for $gni to make calipers

for the polio affected. This carbon-carbon composite material reduced the weight of the

calipers to LL grams %from its original weight of kgs.& 2i#am's Institute of 5edical

*ciences %2I5*, +yderabad& was the birthplace for the defence technology spin offs

from ;alam's labs via the 66! %6efence esearch and 6evelopment !aboratory&,

65! %6efence 5etallurgical esearch !ab& and the 0I %esearch 0entre Imarat&.

>It was a great experience to see, in the orthopaedic 6epartment of 2I5*, how the light

weight caliper could bring happiness to the polio affected>, remembers ;alam.

$nother important event that took place in +yderabad is the development of the

0ardiac stent. 0ardiac stents are used during a alloon $ngioplasty. The clogged

arteries are opened up using a balloon and stents are inserted to prevent the vessels from

collapse.

")he stent de(eloped by us costed much less he is modest not to say that the cost is less

than hal! than the ones imported,"explains ;alam.

;alam says there are many more avenues wherein defence technology can be used for a

social cause. The technology used for defence imaging systems can be used for medical

imagery which is yet another value product, he says. >7e are also working on a cost-effective lighter substitute for the Caipur foot,> he adds.

+e is of the opinion that a mission oriented programme should be chalked out where in

medical equipments and their maintenance should grow out of indigenous technology,

thus making us self reliant.

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ut personally, given a chance would he rather opt to use technology solely for social

purposes or continue with his missile programmes: "*! *ndia has to become a de(eloped

nation it has to ha(e o(erall de(elopment. )hat includes the !ield o! medicine, de!ence

technology and e(erything else,"says ;alam in a matter-of-fact tone.

+aving rolled out sophisticated missiles at regular intervals, ;alam is now striving tomake the reusable missiles dream a reality. !ike the space shuttles, the reusable missiles

can carry war-heads to a pre-determined target, deliver the fire power and return for

another run.

The reusable missile's close 'cousin' is 2ishant- the /emotely Piloted 0ehicle /P0or a

one-time-use missile that can thumb its nose at even sophisticated radars.

5any of ;alam's pet pro"ects like the Integrated Guided 5issile 6evelopment

3rogramme %IG563& and several other defence ventures under his command, are

poised for a quantum leap next year.

$ccording to a status report of ma"or ongoing pro"ects of the 6efence esearch and

6evelopment rganisation %66& headed by ;alam, the development of the five

indigenous missiles under the IG563 is progressing as per schedule.

>$gni> missile, the crown of the IG563, is being given top priority and 66

scientists have been able to indigenously produce carbon-carbon composite material

which could withstand temperatures upto F=LL degrees celsius during the flight of the

missile.

?2I quoting 6efence 5inisry sources said production of (=L-;m range >3rithvi>

missile for the $rmy had already commenced and two flight trials of the @=L-;m range,Indian $ir 4orce %I$4& version, >3rithvi> had also been completed.

?ser trials of the other three missiles under the IG563 - the D ;m short range low level

quick reaction Trishul for the three services, the @=;m medium range surface to air

missile >$kash> with multiple target handling capability, the third generation ;m

range anti-tank >2ag> missile - were slated to commence next year.

In many ways, the >$kash> missile is emerging as a key weapon which is being

developed by the 66 as it employs ram rocket propulsion to facilitate carrying of

bigger pay loads.

'$kash' is the key in the sense that ram rocket technology is also to be employed by India

for the futuristic reusable missile systems.

$s far as the current status of India's ambitious !ight 0ombat $ircraft %!0$& was

concerned, the second !0$ was under integration along with the simultaneous

development of technology demonstrator T6-(.

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*everal new technologies had been established with regard to the !0$. They included

carbon fibre composite structure, control law for unstable aircraft, digital fly-by-wire

control system and advanced computing system.

The ;averi engine had been developed and was undergoing evaluation. Its integration

with !0$ was expected in early (DDD.

2o country can throttle India's missile programme despite technology denial regimes,

believes ;alam.

$n important aspect of >the integrated guided missile development programme was

identification of critical technologies and their indigenisation as the missile technology

control regime was primarily directed at India.>

laborating on his future plans, the senior most serving defence scientist referred to the

Technology 5ission @L@L which proposes to change the national status from a

developing one to a developed one and involve =LL people from academia, industry andgovernment. +e also spoke about working on a (L year self-reliance programme in

defence technologies.

;alam was born into a family of modest means in ameshwaram, a small town in

Tamil2adu. It was his father who wanted him to take up science in the college. $fter

graduating from *t.Coseph 0ollege, Tiruchirapalli, he "oined the 5adras Institute of

Technology %5IT& to specialise in $eronautical ngg. This was indeed his launching pad

for this promising young man who was destined to become the father of Indian missile

programme. $fter a brief stint in the 6efence esearch and 6evelopment rganisation

%66&, he "oined the Indian *pace esearch organisation %I*& in (DNF. 7hile at the

1ikram *arabhai *pace 0entre, he developed the *atellite !aunch 1ehicle %*!1-F&which put the ohini *atellite into orbit.

+e later re-entered 66 at the 6efence esearch and 6evelopment !aboratory

%66!&, +yderabad, as the director and this is where most of the research and

development of his missile programmes were conceived and created. In his hour of glory,

the missile man remembered his parents, co-workers especially at the 1ikram *arabhai

*pace 0entre, Thiruvananthapuram and a +yderabad-based defence research

laboratory, besides teachers who collectively contributed in various ways towards this

achievement.

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6ale 0arnegie

6o the hard "obs first. The easy "obs will take care of themselves.

Gail *heehy

The secret of a leader lies in the tests he has faced over the whole course of his life and

the habit of action he develops in meeting those tests.

ay ;roc

The quality of a leader is reflected in the standards they set for themselves.

$nna leanor oosevelt

It is not fair to ask of others what you are unwilling to do yourself.

osalynn 0arter

$ leader takes people where they want to go. $ great leader takes people where they

don't necessarily want to go, but ought to be.

5other Teresa

6o not wait for leaders. 6o it alone, person to person.

5ary 6. 3oole

!eadership should be more participative than directive, more enabling than performing.

Indira Gandhi

5y grandfather once told me that there were two kinds of people) those who do the

work and those who take the credit. +e told me to try to be in the first group. There ismuch less competition.

osemary rown

?ntil all of us have made it, none of us have made it.

$nais 2in

!ife shrinks or expands in proportion to oneRs courage

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-JJJJJJJJJJJJJJJJJJJJJJJ

(LLO of the shots you don't take don't go in.

S 7ayne Gret#ky

JJJJJJJJJJJJJJJJJJJJJJJJ

'7ould you tell me, please, which way I ought to go from here:'

'That depends a good deal on where you want to get to,' said the 0at.

'I don't much care where --' said $lice.

'Then it doesn't matter which way you go,' said the 0at.

'--so long as I get somewhere,' $lice added as an explanation.

S !ewis 0arroll, $lice's $dventures in 7onderland

JJJJJJJJJJJJJJJJJJJJJJJJJ

$n eye for eye only ends up making the whole world blind.

S 5.;. Gandhi

JJJJJJJJJJJJJJJJJJJJJJJJJ

7hatever the mind can conceive and believe, the mind can achieve.

S 6r. 2apoleon +ill

JJJJJJJJJJJJJJJJJJJJJJJJJJ

2either a lofty degree of intelligence nor imagination nor both together go to the

making of genius. !ove, love, love, that is the soul of genius.

S 7olfgang $madeus 5o#art

JJJJJJJJJJJJJJJJJJJJJJJJJJJ

/ou can have everything in life that you want if you "ust give enough other people

what they want.

S ig iglar

JJJJJJJJJJJJJJJJJJJJJJJJJJJJJ

;eep away from people who try to belittle your ambitions. *mall people always

do that, but the really great make you feel that you, too, can become great.

S 5ark Twain

Great works are performed, not by strength, but by perseverance.

S *amuel Cohnson

JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ

I made this letter longer than usual because I lack the time to make it short.

S laise 3ascal


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2ever worry about the si#e of your 0hristmas tree. In the eyes of children, they

are all FL feet tall.

S !arry 7ilde, The 5erry ook of 0hristmas


3eace on earth will come to stay, 7hen we live 0hristmas every day.

S +elen *teiner ice

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0haracter) e a piece of the rock

0harisma) The first impression can seal the deal.

0ommitment) It seperates doers from dreamers

0ommunication) without it you travel alone

0ompetence) if you build it they will come

0ourage) one person with courage is a ma"ority

6iscernment) put an end to unsolved mysteries

4ocus) the sharper it is, the sharper you are

Generosity) your candle loses nothing when it lights another

Initiative) you wont leave home without it

!istening) to connect with their hearts use your ears

3assion) take this life and love it

3ositive attitude) if you believe you can, you can

3roblem solving) you cant let your problems be a problem

elationships) if you get along they will go along

esposibility) if you wont carry the ball you wont lead the team

*ecurity) competence never compensates for insecurity

*elf-discipline) the first person you lead is you

*ervanthood) to get ahead, put others first

Teachability) to keep leading, keep learning

1ision) you can sei#e only what you can see.

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