challenges in leadership

7/29/2019 Challenges in Leadership

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LeadershipLeadership

Issues inIssues in

LeadershipLeadershipProf Krishnan IyerProf Krishnan Iyer


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LeadershipLeadership

"Leadership is difficult"Leadership is difficult

but it is not complex.but it is not complex.

--Michael McKinneyMichael McKinney

Prof Krishnan IyerProf Krishnan Iyer


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Steering People..Steering People.. In 1998 , a new era organisationIn 1998 , a new era organisation

of great strength was at its peakof great strength was at its peak

with the pioneer leading the goliathwith the pioneer leading the goliathto great success, in the face ofto great success, in the face of

new kids on the block who werenew kids on the block who wereequally promising.equally promising.



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..to great heights..to great heights

The leader: Bill GatesThe leader: Bill Gates

& the Organisation :& the Organisation :

Microsoft surging towardsMicrosoft surging towardsmarket capitalisation ofmarket capitalisation of

$ 33 Trillion !$ 33 Trillion !



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Leadership challengedLeadership challenged

A suit filed by the departmentA suit filed by the departmentof Justice threatened the veryof Justice threatened the veryexistence of this monolith :existence of this monolith :

Charge .. Abusing itsCharge .. Abusing its

monopoly power in its handlingmonopoly power in its handling

of O/S and browser salesof O/S and browser sales



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Leadership Lost ?Leadership Lost ?

Microsoft sailed through butMicrosoft sailed through but

the momentum was lost.the momentum was lost.Gates let go the reins atGates let go the reins at

MicrosoftMicrosoft



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LeadershipLeadershipWhat followed in the aftermath of thisWhat followed in the aftermath of thisdecisiondecision

Was Gates afraid of his leadershipWas Gates afraid of his leadershipposition ?position ?

What was his subsequentWhat was his subsequent

contribution ?contribution ?Is Gates a Leader , even now as theIs Gates a Leader , even now as the

non executive Chairman ?non executive Chairman ?Prof Krishnan IyerProf Krishnan Iyer


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Gates transformationGates transformation

Helping uplift education &Helping uplift education &

healthcare andhealthcare and

transforming millions of livestransforming millions of lives



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Leadership regainedLeadership regained

Making a differenceMaking a differenceTransforming yetTransforming yet

Setting a precedenceSetting a precedenceFor Better or worse ?For Better or worse ?



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An extremely Successful medicalAn extremely Successful medical

professional left his practice abroad andprofessional left his practice abroad and

took to renunciation . Set up a largetook to renunciation . Set up a large

ashram to propagate the insight Indiaashram to propagate the insight India

could give the world. One of his disciplescould give the world. One of his discipleswas extremely bright. He was referred towas extremely bright. He was referred to

another monk for further studies.another monk for further studies.

The young monk transformed millions ofThe young monk transformed millions oflife. The expert Gurulife. The expert Guru

unknown , but highly reveredunknown , but highly revered



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Leadership ethicsLeadership ethicsA successful leader known for daringA successful leader known for daringinitiative in transforming a aboveinitiative in transforming a above

mediocrity state to a vibrant economy ismediocrity state to a vibrant economy is

pitching for the lands highest position.pitching for the lands highest position.He has a past.He has a past.

Is it possible to look at the future under hisIs it possible to look at the future under his

leadershipleadership



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Leadership Back to basicsLeadership Back to basics

The quality of a leader that makes manyThe quality of a leader that makes manypeople want to follow.people want to follow.

"Motivation is the art of getting people to do"Motivation is the art of getting people to do

what you want them to do becausewhat you want them to do because

theythemselves want to do it. Dwighttheythemselves want to do it. Dwight

EisenhowerEisenhower

"Motivation is everything. You can do the"Motivation is everything. You can do the

work of two people, but you can't be twowork of two people, but you can't be twopeople. Instead, you have to inspire the nextpeople. Instead, you have to inspire the next

guy down the line and get him to inspire hisguy down the line and get him to inspire his

people."people."

Lee Iacocca Lee Iacocca Prof Krishnan IyerProf Krishnan Iyer


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The popular CategoriesThe popular Categories



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CharismaticCharismatic The ability toThe ability to influenceinfluence people to dopeople to do

things things they believe theythings things they believe they

want donewant done

Five types of powerFive types of power Coercive based on punishmentCoercive based on punishment

Reward Based on rewardsReward Based on rewards

Legitimate Based on a roleLegitimate Based on a role Expert Based on needed knowledgeExpert Based on needed knowledge

Referent based on charismaReferent based on charisma



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Followers of CharismaticFollowers of Charismatic Characteristics and behaviors of theCharacteristics and behaviors of the

charismatic leader encourage behaviors incharismatic leader encourage behaviors inthe followersthe followers

Trust, loyalty, unquestioning acceptance,Trust, loyalty, unquestioning acceptance,

obedience to the leaderobedience to the leader Emulation of leaders value systemEmulation of leaders value system Acceptance by followers of challenging goalsAcceptance by followers of challenging goals Enhanced self esteem and performanceEnhanced self esteem and performance

expectations by the followersexpectations by the followers



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Charismatic LeadershipCharismatic Leadership

Winston Churchill,Winston Churchill, Bill ClintonBill Clinton

Mother TeresaMother Teresa Adolph HitlerAdolph Hitler

"Charisma is the result of effective leadership, not"Charisma is the result of effective leadership, not

the other way around."the other way around." -- Warren Bennis and Burt Nanus Warren Bennis and Burt Nanus

Leaders: The Strategies for Taking ChargeLeaders: The Strategies for Taking Charge



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Participative LeadershipParticipative Leadership

Donald TrumpDonald Trump Looked upon as Man with Looked upon as Man with

High integrityHigh integrity $ 1 Million an hour or speaking !$ 1 Million an hour or speaking !



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Situational Leadership TheorySituational Leadership Theory

EisenhowerEisenhower-Lead the greatest assault in the History-Lead the greatest assault in the History

See and Care for Your Men asSee and Care for Your Men as

IndividualsIndividuals Going aroundGoing around

Keep Your Men Up and doingKeep Your Men Up and doing



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Quiet LeadersQuiet Leaders

They think first and talk laterThey think first and talk later

Focus on depth not superficialityFocus on depth not superficiality

Exude calmExude calmIn times of crisis in particular, they projectIn times of crisis in particular, they projectreassuring, unflappable confidencereassuring, unflappable confidence

Prefer Solitude ConcentrationPrefer Solitude Concentration



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Servant LeadershipServant Leadership

Washington Washington Knew how to Win the Loyalty of his troops.Knew how to Win the Loyalty of his troops.The countrys success depended on theirThe countrys success depended on their

successsuccessProved again and again that he would doProved again and again that he would dothe right thing always High Integrity.the right thing always High Integrity.

Always put others first Do to others asAlways put others first Do to others asyou would have them do to youyou would have them do to you



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Servant LeadersServant Leaders

Mahatma Gandhi ?Mahatma Gandhi ?



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Transactional LeadershipTransactional Leadership

Charles de GaulleCharles de Gaulle

Dhirubhai AmbaniDhirubhai Ambani

"Speak Softly and carry a big stick; you will go far."Speak Softly and carry a big stick; you will go far.

Theodore Roosevelt Theodore Roosevelt



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Transformational Leadership DrTransformational Leadership Dr

KingKing

His eloquence, demeanor andHis eloquence, demeanor and

persuasion made him a powerful andpersuasion made him a powerful and

effective public speaker.effective public speaker.without a single incidence ofwithout a single incidence of

violence.violence.

This is impressive both from an idealist andThis is impressive both from an idealist anda practical standpointa practical standpoint



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Transformational LeadershipTransformational Leadership

Components :Components : Vision: Future-oriented. Far sightedVision: Future-oriented. Far sighted Rhetorical Skills: Talented at sharing theirRhetorical Skills: Talented at sharing their

visions.visions. Image and trust building: build trust throughImage and trust building: build trust through

an image of self-confidence, moral conviction,an image of self-confidence, moral conviction,

personal example, and self-sacrifice.personal example, and self-sacrifice. Personalized Leadership: share strong,Personalized Leadership: share strong,

personal bonds with followerspersonal bonds with followersProf Krishnan IyerProf Krishnan Iyer


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Lincoln as a Transformational LeaderLincoln as a Transformational Leader Extreme PerseveranceExtreme Perseverance

Known for TenacityKnown for Tenacity High Integrity / Morality / Lead by exampleHigh Integrity / Morality / Lead by example No education.No education.

At 22, he lost his job as a store clerk.At 22, he lost his job as a store clerk.

At 23, he ran for state legislature and lost.At 23, he ran for state legislature and lost. Business failed, leaving him with a debt that took him 17Business failed, leaving him with a debt that took him 17

years to repay./ At 27, a nervous breakdown.years to repay./ At 27, a nervous breakdown.

At 45, he ran for the Senate and lost. TAt 45, he ran for the Senate and lost. T

wo years later, he lost the vice presidential nomination.wo years later, he lost the vice presidential nomination.

At 49, he ran for Senate and lost again.At 49, he ran for Senate and lost again.

At 51, he was elected the President of the United States ofAt 51, he was elected the President of the United States of

America.America.Prof Krishnan IyerProf Krishnan Iyer


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Transactional LeadershipTransactional Leadership Contingent Reward: Contracts exchange ofContingent Reward: Contracts exchange of

rewards for effort, promises rewards for goodrewards for effort, promises rewards for goodperformance, recognizes accomplishmentperformance, recognizes accomplishment Management by exception (active): WatchesManagement by exception (active): Watches

and searches for deviations from rules andand searches for deviations from rules andstandards, takes corrective action.standards, takes corrective action. Management by exception (passive):Management by exception (passive):

Intervenes only if standards are not metIntervenes only if standards are not met Laissez faire: Abdicates responsibilities,Laissez faire: Abdicates responsibilities,

avoids making decisions( In contrast)avoids making decisions( In contrast)


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Transformational LeadershipTransformational Leadership

Share the vision of the futureShare the vision of the future Highly visibleHighly visible Dont necessarily lead from the frontDont necessarily lead from the front Their enthusiasm is often infectiousTheir enthusiasm is often infectious Require People with functional depthRequire People with functional depth


T f ti l L d hiT f ti l L d hi


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Transformational LeadershipTransformational Leadership CharismaCharisma : Provides vision and sense of: Provides vision and sense of

mission, instills pride, gains respect trust.mission, instills pride, gains respect trust. Inspiration:Inspiration: Communicates high expectations,Communicates high expectations,

uses symbols to focus efforts, expressesuses symbols to focus efforts, expressesimportant purposes in simple ways.important purposes in simple ways.

Intellectual StimulationsIntellectual Stimulations: Promotes: Promotesintelligence, rationality, and careful problemintelligence, rationality, and careful problemsolving.solving.

Individualized consideration:Individualized consideration: Gives personalGives personalattention, treats each employee individually,attention, treats each employee individually,coaches, advises.coaches, advises.


T i l V T f i lT ti l V T f ti l


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Transactional Vs TransformationalTransactional Vs TransformationalTransactional leadership Transformational Leadership

Leadership is responsive Leadership is proactive

Works within the organizational

culture

Work to change the

organizational culture

Make employees achieveorganizational objectives

through rewards and

punishment

Motivate employees andempower them to achieve

objectives by appealing to

higher ideals

Motivates followers by

appealing to their own self-

interest

Motivates followers by

encouraging them to transcend

their own interests for those of

the group or unitProf Krishnan IyerProf Krishnan Iyer


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AssignmentAssignment

See whether you can switch stylesSee whether you can switch styles

Put a leader from one category ontoPut a leader from one category ontoanother and check the fitanother and check the fit

What is your take on the outcome ?What is your take on the outcome ?



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Two LeadersTwo LeadersDeepak was the manager of a corporate unit withDeepak was the manager of a corporate unit with

mostly new and inexperienced team members. Hedmostly new and inexperienced team members. Hedrisen to the position on the strength of his personalityrisen to the position on the strength of his personality

and the ability to charm clients.and the ability to charm clients.

Although he possessed an impressive degree andAlthough he possessed an impressive degree and

considerable knowledge, as a leader he was vagueconsiderable knowledge, as a leader he was vague

about goals, indecisive about objectives, Could not beabout goals, indecisive about objectives, Could not be

specific about his expectations from the team.specific about his expectations from the team.

Deadlines were missed, and products delivered late.Deadlines were missed, and products delivered late.Clients grew unhappy and let Jims company knowClients grew unhappy and let Jims company know

about it.about it.



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Two Leaders - PinkyTwo Leaders - Pinky Pinky was a leader who knew how to work withPinky was a leader who knew how to work with

inexperienced team members. She providedinexperienced team members. She providedspecific goals, communicated those goalsspecific goals, communicated those goals

clearly, and made her knowledge andclearly, and made her knowledge and

experience readily available to all teamexperience readily available to all team

members. Within short order, shed turnedmembers. Within short order, shed turned

things around and made everyone happy things around and made everyone happy

team members, clients, and the company.team members, clients, and the company.

CComment on the two stylesomment on the two styles



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AssignmentAssignment

See whether you can switch stylesSee whether you can switch stylesfor the examples givenfor the examples given

Put a leader from one category ontoPut a leader from one category ontoanother and check the fitanother and check the fit

What is your take on the outcome ?What is your take on the outcome ?



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Are there more categoriesAre there more categories

Another categoryAnother category

Another paradigmAnother paradigm



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Assignment 2Assignment 2

Gates was a business smart* leaderGates was a business smart* leader( Transformational)( Transformational)

He was also a functional smart* leaderHe was also a functional smart* leader

( Transactional )( Transactional ) Equally adept at bothEqually adept at both

Where does his new role fit in ?*Where does his new role fit in ?* How can it be categorised,if at all ?How can it be categorised,if at all ?

*Kaipa & Rajdou*Kaipa & Rajdou Prof Krishnan IyerProf Krishnan Iyer

h l d hi


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The Level 5 LeadershipThe Level 5 Leadership


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