PROJECT REPORT

ON

LEADERSHIP

SUBMITTED TO:

SUBMITTED BY:MR.HARDEEP SINGH

MANJINDER

B.TECH CIVIL ENG

2ND SEM

ROLL NO. 1/CE/14

INDEXTOPICSREMARKS

INTRODUCTION

PRINCIPLES OF LEADERSHIP

FACTORS OF LEADERSHIP

THE PROCESS OF GREAT LEADERSHIP

TEAM BASIC GROUP

THE GREATEST LEADERS OF ALL TIME

INDISPENSIBLE QUALITIES OF A LEADER

CONCLUSION

BIBLIOGRAPHY

ACKNOWLEDGEMENT

I hereby take the opportunity to express my profound sense of gratitude and reverence to all those who have helped and encouraged me towards successful completion of the Project Report. It has been a great experience working on the concept of Leadership . It gives me complete insight of this concept of marketing and its application.

I would like to thank my Project Guide Mr. Hardeep Singh for his immense guidance, valuable help and the opportunity provided to me to complete the project under his guidance.I would like to thank all faculty members of Ramgarhia Institute of Engineering or guiding and supporting me in the completion of project from time to time. Last but not the least, my gratitude to great almighty and my parents without whose concerned and devoted support the project would not have been the way it is today.INTRODUCTION 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 work and study. The best leaders are continually working and studying to improve their leadership skills.

Before we get started, les define leadership. Leadership is a complex process by which a person influences others to accomplish a mission, task or objective and directs the organization in a way that makes it more cohesive and coherent. A person carries out this process by applying his or her leadership attributes (belief, values, ethics, character, knowledge, and skills). Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader... it simply makes you the boss. Leadership makes people want to achieve high goals and objectives, while, on the other hand, bosses tell people to accomplish a task or an objective. Bass' (1) 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: Some personality traits may lead people naturally into leadership roles. tgis is THE TRAIT THEORY. Crisis or important event may cause a person to rise to the occasion, which brings extraordinary leadership qualities in an ordinary person. This is THE GREAT EVENT THEORY. People can choose to become leaders. People can learn leadership skills. This is THE TRANSFORMATIONAL LEADERSHIP THEORY. It is most widely acceplted theory today and the premise on which this guide is based.

When a person is deciding if he respects you as a leader, he does not think about youe attributes. He observes what you do so that he can know who you really are. He 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. Self 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 their people. The basis of good leadership is honourable character and selfless service to your organization . In your employees' eyes, Your leadership is everything you do that affects the organizations objectives and their well being. A respected leader concentrates on what she is [be] (beliefs and character), what she knows job, tasks, human nature), and what she does (implement, motivate, provide direction). What makes a person follow a leader? People want to guided by those they respect and those who have a clear sense of direction. to gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future.TWO MOST IMPORTANT KEYS OF LEADERSHIPHay's study examined over 75 key components of employee satisfaction. They found that: trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to win organizational trust and confidence: helping the employees understand the company's overall business strategy. Helping employees understand how they contribute to achieving key business objectives. Bring information with employees on both how the company is doing and how an own employee's division is doing - relative to strategic business objectives. So basically, you must be trustworthy and you have to be able to communicate a vision of where you are going. Notice how the "PRINCIPLES OF LEADERSHIP" in the next section closely ties in with this.HUMAN RELATIONS

The six most important words: "i admit i made a mistake."The five most important words: "you did a good job."

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."

PRINCIPLES OF LEADERSHIPPrinciples of leadership (later sections will expand on gaining an insight into these principles and providing tools to perform them): Know yourself and seek self-improvement means continually strengthening your attributes. This can be accomplished through reading, self-study, classes,etc.be technically proficient. As a leader,you must know your job and have a solid familarity with your employees' jobs. Seek responsibility and take responsibility of your actions. Search for ways to guide your organisation to new heights. And when things go wrong, they will sooner or later, do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. Make sound and timely decisions. Use good problem solving, decision making and planning tools. Set the example. Be a good role model for your employees. They must not only hear what they are expected to do but also see. Know your people and look out for their well-being. Know human nature and importance of sincerely caring for your workers. Keep your people informed. Know how to communicate with your people within the organization. Develop a sense of responsibility in your people. Develop good character traits within your people that will help them carry out their professional responsibilities. Ensure that tasks are understood, supervised, and accomplished. Communication is the key to this responsibility. Train your people as a team. Although many so called leaders call their organization, department, section, etc. A team; they are not really teams... they are just a group of people doing their jobs. Use the full capabilities of your organization. By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.FACTORS OF LEADERSHIPTHE FOLLOWER: Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person with a different attitude requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature: needs, emotions, and motivation. You must know your employees' be, know and do attributes.LEADER: You must have an honest understanding of who you are, what you know, and what you can do. Also, 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.

COMMUNICATION: You lead through two way communication.Much of it is non-verbal. For instance, when you "set the example," that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees.SITUATION: All situations are different. What you do in one leadership situation will not always work in another situation. You must use your judgement to decide the best course of action and the leadership style needed for each situation. For 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 .

ATTRIBTUESif 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 that u must be, know, and do. these fall under the leadership framework:

BE a professional. BE a professional who possess good character traits.

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

KNOW yourself .KNOW human nature

KNOW your job

KNOW your organization.

DO provide direction.

DO implement.

DO motivate.

THE PROCESS OF GREAT LEADERSHIPThe road to great leadership:Inspire a shared vision - next, share your vision in words that can be understood by your followers.

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

Model the way - when the process gets tough, get your hands dirty. Boss tells others what to do... a leader shows it can be done.

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

CHARACETRISTICS OF SELF ACTUALIZING PEOPLE: Have better perceptions of reality and are comfortable with it.

Accept themselves and their own natures.

Their lack artificiality.

They focus on problems outside themselves and are concerned with basic issues and eternal questions. They like privacy and tend to get detached.

Rely on their own development and continued growth.

Appreciate the basic pleasures of life(do not take blessings for garnted).

Have a deep feeling of kinship with others.

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

Have strong ethical and moral standards.

Are original and inventive, less constricted and fresher than others.

HERZBERGS HYGIENE AND MOTIVATIONAL FACTORSHYGEINE OR DISSATISFIERS:

Working conditions.

Policies and administrative practices.

Salary and benefits.

Supervision.

Status.

Job security.

Fellow workers.

Personal life.

MOTIVATORS OR SATISFIERS: Recognition.

Achievement.

Advancement

Growth.

Responsibility.

Job 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"

Introduction

NOTE: Special project teams include work groups, cross functional teams, task forces, problem solving teams, committees, etc.

Many organizations have working groups that call themselves teams. But their work is produced by a combination of individual contributions. Teams produce work that is based on collective effort.

Katzenbach and Smith defined a team as "A small number of people with complementary skills who are committed to a common purpose, performance goals, and common approach for which they hold themselves mutually accountable."

The small number is anywhere from 2 to 25 members, with between 5 and 9 as manageable and optimal. It the number goes above 9, communication tends to become centralized because members do not have an adequate opportunity to speak to each other. If the group size goes over nine, extra time and effort are required to ensure good communication.

Complementary Skills 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.

Common 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 group. A team constantly revisit its purpose, making it more relevant as the team develops. Often called Agendas. Hidden agendas may prevent the group from turning into a team. This is because their emotions and motives are hidden under the discussion table.

Performance Goals are the acting, moving, and energizing force of the team. Specific performance goals are established, tracked, met and evaluated in an ongoing process.

Common approach is the way members agree how they will work together. Many teams have developed their own charter or a set of rules that outline the expected behaviors of members. Members often assume roles, including the Questioner, the Historian, the Time Keeper, the Facilitator, to keep the team process moving and on course.

Mutually accountable is the aspect of teamwork that is usually the last to develop.

Forming, Storming, Norming, Performing, Adjourning

The Tuckman model shows the five stages that teams go through: from Forming to Storming to Norming to Performing to Adjourning.

Forming

In the Forming 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. Members cautiously explore the boundaries of acceptable group behavior. This is a stage of transition from individual to member status, and of testing the leader's guidance both formally and informally.

Forming includes these feelings and behaviors:

Excitement, anticipation, and optimism.

Pride in being chosen for the project

A tentative attachment to the team

Suspicion and anxiety about the job.

Defining the tasks and how they will be accomplished.

Determining acceptable group behavior.

Deciding what information needs to be gathered.

Abstract 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.

Because there is so much going on to distract members' attention in the beginning, the team accomplishes little, if anything, that concerns it's project goals. This is perfectly normal.

Storming

During the team's transition from the "As-Is" to the "To-Be," is called the Storming phase. All members have their own ideas as to how the process should look, and personal agendas are rampant. Storming is probably the most difficult stage for the team. They begin to realize the tasks that are ahead are different and more difficult than they imagined. Impatient about the lack of progress, members argue about just 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.

Storming includes these feelings and behaviors:

Resisting the tasks.

Resisting quality improvement approaches suggested by other members.

Sharp fluctuations in attitude about the team and the project's chance of success.

Arguing among members even when they agree on the real issues.

Defensiveness, competition, and choosing sides.

Questioning the wisdom of those who selected this project and appointed the other members of the team.

Establishing unrealistic goals.

Disunity, increased tension, and jealousy.

The above pressures mean that team members have little energy to spend on progressing towards the team's goal. But they are beginning to understand one another. This phase sometimes takes 3 or 4 meetings before arriving at the Norming phase.

Norming

The Norming phase is when the team reaches a consensus on the "To-Be" process. Everyone wants to share the newly found focus. Enthusiasm is high, and the team is tempted to go beyond the original scope of the process. During 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. Emotional conflict is reduced as previously competitive relationships become more cooperative.

Norming includes these feelings and behaviors:

An ability to express criticism constructively.

Acceptance of membership in the team.

An attempt to achieve harmony by avoiding conflict.

More friendliness, confiding in each other, and sharing of personal problems.

A sense of team cohesion, spirit, and goals.

Establishing and maintaining team ground rules and boundaries.

As team members begin to work out their differences, they now have more time and energy to spend on the project.

Performing

The team has now settled its relationships and expectations. They can begin performing by diagnosing, solving problems, and choosing and implementing changes. At last team members have discovered and accepted each other's strengths and weakness, and learned what their roles are. Performing includes these feelings and behaviors:

Members have insights into personal and group processes, and better understanding of each other's strengths and weakness.

Constructive self-change.

Ability to prevent or work through group problems

Close attachment to the team

The team is now an effective, cohesive unit. You can tell when your team has reached this stage because you start getting a lot of work done.

Adjourning

The team briefs and shares the improved process during the this phase. When the team finally completes that last briefing, there is always a bittersweet sense of accomplishment coupled with the reluctance to say good-bye. Many relationships formed within these teams continue long after the team disbands.

TEAM BASIC GROUP There are several factors that separate teams from groups.

Roles and Responsibilities

Within a group, individuals establish a set of behaviors called roles. These roles set expectations governing relationships. Roles often serve as source of confusion and conflict. While on the other hand, teams have a shared understanding on how to perform their role. These roles include: leader, facilitator, timekeeper, and recorder.

Identity

While teams have an identity, groups do not. It is almost impossible to establish the sense of cohesion that characterizes a team without this fundamental step. A team has a clear understanding about what constitutes the team's 'work' and why it is important. They can describe a picture of what the team needs to achieve, and the norms and values that will guide them.

Cohesion

Teams have an esprit that shows a sense of bonding and camaraderie. Esprit is the spirit, soul, and state of mind of the team. It is the overall consciousness of the team that a person identifies with and feels a part of. Individuals begin using "we" more than "me."

Facilitate

Groups have a tendency to get bogged down with trivial issues. Ask yourself, "How much time gets wasted in meetings you attend?" Teams use facilitators to keep the team on the right path.

Communication

While members of a group are centered upon themselves, the team is committed to open communication. Team members feel they can state their opinions, thoughts, and feelings without fear. Listening is considered as important as speaking. Differences of opinion is valued and methods of managing conflict are understood. Through honest and caring feedback, members are aware of their strengths and weakness as team members. There is an atmosphere of trust and acceptance and a sense of community.

Flexibility

Most groups are extremely rigid. Teams, however maintain a high level of flexibility, and they perform different task and maintenance functions as needed. The responsibility for team development and leadership is shared. The strengths of each member are identified and used.

Morale

Team members are enthusiastic about the work of the team and each person feels pride in being a member of the team. Team spirit is high. To be a successful team, the group must have a strong ability to produce results and a high degree of satisfaction in working with one another.

WORKING WITH OTHER TEAM MEMBERSAlthough we are like in many ways, we are dislike in a lot more ways. Humans have always tried to classify things, including themselves. This section uses a popular categorizer by placing people into four styles - Driver, Persuader, Analyzer, Organizer. (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. People gets results on tasks between two extremes - expedience and processes. People 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:

ProfileStyleKey (focus)Potential StrengthsPotential Weaknesses

A take-charge person, exerts strong influence to get things done, focuses on results. Emotions are controlled and gets results through expedience.Driver orControllerresults and accomplishments (get it done)Get things done. Determined, requiring, thorough, decisive, efficient, directIn-attentative behavior when listening to others. Dominating, unsympathetic, demanding, critical, impatient

A social specialist, expresses opinions and emotions easily; prefers strong interaction with people. Emotions are responsive and gets results through expedience.Persuader orEnthusiastinvolvement and enthusiasm (positive ideas and responses)Involves and works with others. Personable, stimulating, enthusiastic, innovativeHard time following systems or processes. Opinionated, undependable, reactionary

Likes to be well organized and thought out; prefers specific project and activities; enjoys putting structure to ideas. Emotions are controlled and gets results through processes.Analyzer orTheoristprecision and accuracy (actions will be documented)Great at organizing. Industrious, persistent, serious, orderly, methodicalCan have trouble when action needs to be take immediately. Indecisive, uncommunicative, critical

Adaptive specialist, high concern for good relationships, seeks stability and predictability, wants to be part of larger picture. Emotions are responsive and gets results through processes.Organizer orAffiliatorrelationships and stability (loyal)Builds relationships. Cooperative, supportive, dependable, helpfulDoes not want to change. Conforming, uncommitted, hides true feelings

Notice that the two dimensions, results and emotions, are closely related to Blake and Mouton's Managerial Grid which uses People 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. When Blake and Mouton 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). Each 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:

There are three main flaws that must be taken into consideration when using a tool of this nature:

Everyone 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. However, it can help us get a handle on the various approaches taken by individuals.

People try to pigeon-hole the four styles of people into certain categories. For example, managers are drivers, human resource personnel are persuaders, programmers are analysis's, etc. This is simply untrue. Where 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 organizer.However, most of the employees (workers in a manufacturing plant) were organizers, analyzers, or a combination of the two.The goal of using such a tool in a team setting is to realize that people look upon things with a different viewpoint than you. For 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 (analyzer). Also, it takes all types to form an effective team. Without drivers a team will get nothing done, without persuaders a team will fail to get all involved, without organizers a team will not gel together, without analyzers a team will miss key steps. The four styles form a complete community, and it takes a community to grow a team.

THE GREATEST LEADERS OF ALL TIME STEVE WAUGH (1965) To Steve Waugh, being Australian is about "looking after your mates, taking care of your family, being able to have a laugh at yourself". Born in Sydney, Steve still lives in the southern suburbs with his young family. Steve was spotted as a talented cricketer at the young age 17. He was selected for the New South Wales side while playing first grade cricket in Sydney, and wore the baggy green cap for the first time in 1985, on a tour of South Africa. He was the new kid on the block, and was a given a golden opportunity which led to one of Australia's most distinguished cricketing careers. Steve Waugh has played representative cricket for Australia since 1985, retiring in January 2004. His incredible career, spanning more than 18 years, has produced some outstanding moments in Australian sporting history. Who could forget his 200 against the West Indies at Sabina Park in 1995, his twin centuries against England at Old Trafford in 1997, or his daring 120 against South Africa in a must-win match at the 1999 World Cup. Captaining the Australian Test team from 1999 to 2004 and the one-day side between 1997 / 98 and 2001 / 02, his leadership qualities have been described as 'inspiring'. "I try and instil faith in the players and give them self-belief and really empower them to be the best.

Although better known for his cricket prowess, he is passionate about helping those less fortunate than himself. His favourite personal philosophy on life is "If you don't stand up for something, you'll fall for everything". This philosophy was put to the test when, during a visit to India in 1986, Steve saw children and adults suffering from disease and poverty. He was struck by those suffering from leprosy and their families and was prompted to get involved. For the past three years Steve has been actively assisting these families through his support of the Udayan Home in Barrackpore, India. The home takes children out of their leprosy environment and provides them with education, healthcare and opportunities in life.

When he started his work, the home catered only for boys. In recent years, with the assistance provided by Steve and others, the home now cares for 60 young girls as well. He is now working towards building another centre which will assist a further 200 girls in need of care. Steve is also working with young people in Australia, through his work as a patron of Camp Quality and the conductive Education Unit for the Spastic Centre of New South Wales. Australians love to hear about Steve's journeys and cricket tours and so he has become Australia's best-selling sports' author.

"I see myself as an average guy who tries to help out my mates and loves my sport. I think in some ways, I'm sort of an underdog and a bit of a battler. I've always had to fight hard for my spot and to achieve what I have, and I've had to give 100%. I think Australians like to see that in people and they like to recognise it." As a cricketer Steve has broken many records. As a person he is a great humanitarian and brings hope to those in need. He is an inspiration, not only for sports-loving Australians, but for many worldwide. Always leading by example, Steve is an extraordinary Australian.HENRY FORD Henry Ford, born July 30, 1863, was the first of William and Mary Ford's six children. He grew up on a prosperous family farm in what is today Dearborn, Michigan. Henry enjoyed a childhood typical of the rural nineteenth century, spending days in a one-room school and doing farm chores. At an early age, he showed an interest in mechanical things and a dislike for farm work.

In 1879, sixteen-year-old Ford left home for the nearby city of Detroit to work as an apprentice machinist, although he did occasionally return to help on the farm. He remained an apprentice for three years and then returned to Dearborn. During the next few years, Henry divided his time between operating or repairing steam engines, finding occasional work in a Detroit factory, and over-hauling his father's farm implements, as well as lending a reluctant hand with other farm work. Upon his marriage to Clara Bryant in 1888, Henry supported himself and his wife by running a sawmill.

THE ENGINEER

In 1891, Ford became an engineer with the Edison Illuminating Company in Detroit. This event signified a conscious decision on Ford's part to dedicate his life to industrial pursuits. His promotion to Chief Engineer in 1893 gave him enough time and money to devote attention to his personal experiments on internal combustion engines.

These experiments culminated in 1896 with the completion of his own self-propelled vehicle-the Quadricycle. The Quadricycle had four wire wheels that looked like heavy bicycle wheels, was steered with a tiller like a boat, and had only two forward speeds with no reverse.

Although Ford was not the first to build a self-propelled vehicle with a gasoline engine, he was, however, one of several automotive pioneers who helped this country become a nation of motorists.

FORD MOTORS COMPANY

After two unsuccessful attempts to establish a company to manufacture automobiles, the Ford Motor Company was incorporated in 1903 with Henry Ford as vice-president and chief engineer. The infant company produced only a few cars a day at the Ford factory on Mack Avenue in Detroit. Groups of two or three men worked on each car from components made to order by other companies.

Henry Ford realized his dream of producing an automobile that was reasonably priced, reliable, and efficient with the introduction of the Model T in 1908. This vehicle initiated a new era in personal transportation. It was easy to operate, maintain, and handle on rough roads, immediately becoming a huge success.

By 1918, half of all cars in America were Model Ts. To meet the growing demand for the Model T, the company opened a large factory at Highland Park, Michigan, in 1910. Here, Henry Ford combined precision manufacturing, standardized and interchangeable parts, a division of labor, and, in 1913, a continuous moving assembly line. Workers remained in place, adding one component to each automobile as it moved past them on the line. Delivery 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 revolutionized automobile production by significantly reducing assembly time per vehicle, thus lowering costs. Ford's production of Model Ts made his company the largest automobile manufacturer in the world.

The company began construction of the world's largest industrial complex along the banks of the Rouge River in Dearborn, Michigan, during the late 1910s and early 1920s. The massive Rouge Plant 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 Lakes steamers and by railroad, and were used to produce both iron and steel. Rolling mills, forges, and assembly shops transformed the steel into springs, axles, and car bodies. Foundries converted iron into engine blocks and cylinder heads that were assembled with other components into engines. By September 1927, all steps in the manufacturing process from refining raw materials to final assembly of the automobile took place at the vast Rouge

SIR JOHN F KENNEDY On November 22, 1963, when he was hardly past his first thousand days in office, John Fitzgerald Kennedy was killed by an assassin's bullets as his motorcade wound through Dallas, Texas. Kennedy was the youngest man elected President; he was the youngest to die.

Of Irish descent, he was born in Brookline, Massachusetts, on May 29, 1917. Graduating from Harvard in 1940, he entered the Navy. In 1943, when his PT boat was rammed and sunk by a Japanese destroyer, Kennedy, despite grave injuries, led the survivors through perilous waters to safety.

Back from the war, he became a Democratic Congressman from the Boston area, advancing in 1953 to the Senate. He married Jacqueline Bouvier on September 12, 1953. In 1955, while recuperating from a back operation, he wrote Profiles in Courage, which won the Pulitzer Prize in history.

In 1956 Kennedy almost gained the Democratic nomination for Vice President, and four years later was a first-ballot nominee for President. Millions watched his television debates with the Republican candidate, Richard M. Nixon. Winning by a narrow margin in the popular vote, Kennedy became the first Roman Catholic President. His Inaugural Address offered the memorable injunction: "Ask not what your country can do for you--ask what you can do for your country." As President, he set out to redeem his campaign pledge to get America moving again. His economic programs launched the country on its longest sustained expansion since World War II; before his death, he laid plans for a massive assault on persisting pockets of privation and poverty.Responding to ever more urgent demands, he took vigorous action in the cause of equal rights, calling for new civil rights legislation. His vision of America extended to the quality of the national culture and the central role of the arts in a vital society. He wished America to resume its old mission as the first nation dedicated to the revolution of human rights. With the Alliance for Progress and the Peace Corps, he brought American idealism to the aid of developing nations. But the hard reality of the Communist challenge remained.

Shortly after his inauguration, Kennedy permitted a band of Cuban exiles, already armed and trained, to invade their homeland. The attempt to overthrow the regime of Fidel Castro was a failure. Soon thereafter, the Soviet Union renewed its campaign against West Berlin. Kennedy replied by reinforcing the Berlin garrison and increasing the Nation's military strength, including new efforts in outer space. Confronted by this reaction, Moscow, after the erection of the Berlin Wall, relaxed its pressure in central Europe.

Instead, the Russians now sought to install nuclear missiles in Cuba. When this was discovered by air reconnaissance in October 1962, Kennedy imposed a quarantine on all offensive weapons bound for Cuba. While the world trembled on the brink of nuclear war, the Russians backed down and agreed to take the missiles away. The American response to the Cuban crisis evidently persuaded Moscow of the futility of nuclear blackmail.

Kennedy now contended that both sides had a vital interest in stopping the spread of nuclear weapons and slowing the arms race--a contention which led to the test ban treaty of 1963. The months after the Cuban crisis showed significant progress toward his goal of "a world of law and free choice, banishing the world of war and coercion." His administration thus saw the beginning of new hope for both the equal rights of Americans and the peace of the world.

THE MAN BEHIND MICROSOFT BILL GATES Who started programming computers at the age of thirteen? Who was the youngest person to become a billionaire? Who co-founded the world's largest computer software company? Who has donated more than $800 million dollars to charities? Who? Well, I'll tell you. His name is William H. Gates III, who you most likely know as Bill Gates.Bill Gates was born to William and Mary Gates on October 28, 1955. Bill was born and raised in Seattle, Washington. He attended a private school, called Lakeside, and there he began programming computers at the age of thirteen.In 1973, Bill entered Harvard University, and invented a computer programming language. He co-founded Microsoft in 1975 with his friend Paul Allen. Bill dropped out of Harvard to devote all his time to the company. In 1980 Bill was asked by IBM to help the company with their personal computer project, code named Project Chess. Eventually asked to design the operating system for the new machine, Bill developed the Microsoft Disk Operating System, or MS-DOS, as it is popularly known.Over two million copies of MS-DOS were sold by 1984. By the early 1990s, Microsoft had sold more than 100 million copies of MS-DOS, making the operating system the all-time leader in software sales. For his achievements in science and technology, Bill was presented the Howard Vollum Award in 1984 by Reed College. He accepted the award in Portland, Oregon.Since Microsoft went public in 1986, Bill has contributed more than $800 million to charities. The focus of his philanthropy is education, world public health, non-profit civic and arts organizations, and Puget Sound capital campaigns. Bill Gates says on this subject: "The principle challenge we face is to close the gap in health status between the developed and the developing worlds."On January 1, 1994, Bill married Melinda French. They met at Microsoft, where she was a product manager. Melinda grew up in Dallas and went to Duke University. They have one daughter, Jennifer Katharine Gates, who was born in 1996.Most everyone knows Bill Gates is one of the richest people in the world. Hopefully now you don't know him just as one of the richest people in the world, but as a very generous person who has accomplished great thingsJRD TATA-A RETROSPECTJehangir Ratanji Dadabhoy Tata, JRD to the world, remains the undisputed doyen of Indian industry, widely respected for his contribution to the development of Indian industry and aviation in particular. Apart 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. For his unparalleled excellence in business management, he came to be referred to as chairmen's chairman.

As an industrialist, JRD is credited with placing the Tata Group on the international map. He proved his mettle by saving it from disintegration in an era when family ownership and management or family rifts were ripping apart family businesses. He 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. As an aviator and pioneer flier, he brought commercial aviation to India. He was greatly revered by artists, sculpture and performing artistes as he generously patronised Indian art and culture.

And as a philanthropist, he was respected for building and keeping alive the tremendously active Tata charitable trusts. His achievements have to be seen through the lens of India's economic and political history. Under British colonial rule until 1947, India was strait-jacketed by a foreign exchange crunch for almost 40 years after Independence, which gravely limited industrial entrepreneurshipFrom 1964 to 1991, stiff government control through the licence-quota regime further curbed the growth of the group. Despite all these bottlenecks, he expanded the Tata empire manifold and made it India's biggest business group. JRD Tata reigned over the Tata group for more than three decades. He started his stint as chairman at the tender age of 34 in 1938. Under his leadership, the Tata assets grew from Rs 62 crore in 1939 to over Rs 10,000 crore in 1990. At the same time, the number of companies under the group grew from 14 to 50 large manufacturing ones, besides innumerable holding, investment, subsidiaries and associate concerns.This chairmen's chairman was born on July 29, 1904, in Paris. He was the second child of Ratanji Dadabhoy Tata and his French wife Sooni. The earliest success of JRD was in cajoling 10 rival cement companies to merge and form the Associated Cement Companies, run by the Tatas. And the rest, as they say, is history. JRD was also a professional to the core and a sensible leader. As one of his executives, Darbari Seth, once said,"Mr Tata was able to harness a team of individualistic executive, capitalising upon their strengths, downplaying their differences and deficiencies; all by the sheer weight of his leadership".

JRD's respect for his managers bound the group. Leadership, according to him, meant motivating others. "As chairman, my main responsibility is to inspire respect," he was wont to say. Be that as it may, Tata spotted talent easily. And once he was confident that a manager would perform, he gave him a long rope. The supportive climate that he built developed entrepreneurs such as Homi Mody, Ardeshir Dalal, Jehanghir Ghandy, Russi Mody and Darbari Seth. It was an environment where scientists of international repute such as Homi Bhabha, leading lawyers like J D Choksi and Nani Palkhivala and economists such as John Matthai, A D Shroff and D R Pendse could flourish.A university dropout, JRD was something of a self-taught technocract, and died long before the phrase `war for talent' was coined. Yet, almost every senior Tata director from the 1930s onwards, held a degree from a foreign university. Tata willingly financed bright young boys who wanted to go abroad for further education. He was also a vital bridge between the scientific establishment and the Government through his founding of the Tata Institute of Fundamental Research and as the longest serving member of the Atomic Energy Commission.According to JRD, quality had to match innovation. He disliked the laid-back Indian attitude, and much of his fabled short temper was triggered by the carelessness of others. He stressed: "If you want excellence, you must aim at perfection. I know that aiming 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. So in that sense, being finicky is essential... A company, which uses the name Tata shares a tradition..."JRD was an expert in managing human resource. At his behest, Tata Steel became one of the earliest companies in India to have a dedicated human resource department. Expressing his surprise that the company had functioned for so long without one, JRD commented: "If our operations required the employment of, say, 30,000 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 30,000 human beings, each with a mind and soul of his own, 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".

As the saying goes, all good things must come to an end, and so did JRD's brilliant life. JRD died in Geneva on November 29, 1993. He left behind an indelible mark on the Indian business terrain as also a huge business empire we all know as the House of Tatas. APJ ABDUL KALAM AZAD - THE GANDHIAN MISSILE MAN '

Achievements

Dr. Avul Pakir Jainulabhudin Adbul Kalam, was born on the 15th October, 1931, at Rameshwaram in TamilNadu. He did his B.Sc. at the St. Joseph's College, Tiruchi, and DMIT in Aeronautical Engineering at the MIT, Madras, during 1954-57. He joined the DRDO in 1958. During 1963-82, he served the ISRO in various capacities.

As Project Director, SLV-3, he was responsible for carrying out design, development, qualification and flight testing of 44 major sub systems. In 1982, as Director, DRDO, was entrusted with the Integrated Guided Missile Development Programme. He conceived the programme cnstituting 5 major projects for meeting the requirements of the defence services and for establishing re-entry technology. The development and successful flight test of Prithvi, Trishul, Akash, Nag, and Agni established the indigeneous capability towards self reliance in defence preparedness. The successful launching of 'Agni' surface-to-surface missile is a unique achievement which made India a member of an exclusive club of highly developed countries. Thus, through SLV and Guided Missile Programme a solid foundation has been created in the indigeneous testing and development of high technology Aerospace Projects.

An Advanced Technology Research Centre, called Research Centre Imarat has also been established by Dr. A.P.J. Abdul Kalam as an extension of DRDL to undertake development in futuristic missile technology areas. He has also established a unique 3 tier management structure to integrate and commit technologists, academic institutions, Industries etc. As a crowing glory to all his achievements, he was appointed Scientific Advisor to Raksha Manthri and Secretary, Dept. of Defence Research and Development.

He is a member of Indian National Academy of Sciences, Astronautical Society of India and many other professional bodies. He has published two books.

Awards

He has been Awarded with the India's Highest civilian Award "The Bharat Ratna" in 1997.

Starting with Anna University's first D.Sc., Honoris Causa, he has received many such including the one given by IIT, Bombay, BHU and others.

Other prestigious awards include Dr.Biren Roy Space Award, Om Prakash Basin Award for Science and Technology, National Nehru Award, Arya Bhatta Award.

Dr. Abdul kalam, is praised as a welder of people and a Gandhian Missile Man by R.K. Laxman, in his cartoon in "Times of India."

As a humanitarian and with his extreme simplicity, easy access, he has become a National Hero. He loves Tamil poetry and is interested in carnatic music. He has himself written poems in Tamil. He adores his Gurus of MIT and cherishes his education and training at MIT.

Dreams To Ignite Young Minds

India has to have vision to become a developed nation. A good dream for our young people is the vision. Can we ignite our young minds? These are the thoughts that frequently 'fire' the mind of India's missile man-- this year (1998) Bharat Ratna awardee Dr. A.P.J. Abdul Kalam.

In an interview to Science Express, the man who built biting molars and awesome muscles into India's missile programme outlined the vision he has of India of tomorrow. "Whenever there is a goal, the dynamics of performance changes, Technology is the economical strength of the nation", says soft-spoken Kalam. "India has people of high calibre and intelligence. The only thing required is more facilities in our labs, government funding and good leadership in scientific areas." After a pause, he fires another missile: "Most importantly, determined youngsters." No wonder he advices the youth of the country to "dream, dream and dream and convert these into thoughts and later into actions."

Kalam's advice to the youngsters of the nation is to "think big" . "We are a nation of a billion people and we must think like a nation of a billion people. Only then can we become big."

Dr. Kalam's, Scientific Advisor to the Defence Minister and Secretary, Defence Research and Development is the second scientist to receive the Bharat Ratna, the highest civilian award, after the late Dr. Homi Jehangir Baba.

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

Science, according to him, is a global phenomenon. He 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.

"This will lead to a highly beneficial economic and social progress for the nation," says Kalam.

The man who said, "Friends, you now have the fire to torch the Agni" turns out to be extremely shy. His love for the Bhagavad 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 with Brahmastras and the power to heal wounds.

That is another passion of Kalam-using missiles that maime and kill to give a fresh hope to the disabled. In a U turn, Kalam 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.

He is one of those scientists who aims at putting technology created by him to multiple use. He used the light weight carbon-carbon material designed for Agni to make calipers for the polio affected. This carbon-carbon composite material reduced the weight of the calipers to 400 grams (from its original weight of 4kgs.) Nizam's Institute of Medical Sciences (NIMS, Hyderabad) was the birthplace for the defence technology spin offs from Kalam's labs via the DRDL (Defence Research and Development Laboratory), DMRL (Defence Metallurgical Research Lab) and the RCI (Research Centre Imarat). "It was a great experience to see, in the orthopaedic Department of NIMS, how the light weight caliper could bring happiness to the polio affected", remembers Kalam.

Another important event that took place in Hyderabad is the development of the Cardiac stent. Cardiac stents are used during a Balloon Angioplasty. The clogged arteries are opened up using a balloon and stents are inserted to prevent the vessels from collapse.

"The stent developed by us costed much less (he is modest not to say that the cost is less than half) than the ones imported," explains Kalam.

Kalam 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. "We are also working on a cost-effective lighter substitute for the Jaipur foot," he adds.

He 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.

But personally, given a chance would he rather opt to use technology solely for social purposes or continue with his missile programmes? "If India has to become a developed nation it has to have overall development. That includes the field of medicine, defence technology and everything else," says Kalam in a matter-of-fact tone.

Having rolled out sophisticated missiles at regular intervals, Kalam is now striving to make the reusable missiles dream a reality. Like 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 Nishant - the Remotely Piloted Vehicle (RPV) or a one-time-use missile that can thumb its nose at even sophisticated radars.

Many of Kalam's pet projects like the Integrated Guided Missile Development Programme (IGMDP) and several other defence ventures under his command, are poised for a quantum leap next year.

According to a status report of major ongoing projects of the Defence Research and Development Organisation (DRDO) headed by Kalam, the development of the five indigenous missiles under the IGMDP is progressing as per schedule.

"Agni" missile, the crown of the IGMDP, is being given top priority and DRDO scientists have been able to indigenously produce carbon-carbon composite material which could withstand temperatures upto 3500 degrees celsius during the flight of the missile.

UNI quoting Defence Minisry sources said production of 150-Km range "Prithvi" missile for the Army had already commenced and two flight trials of the 250-Km range, Indian Air Force (IAF) version, "Prithvi" had also been completed.

User trials of the other three missiles under the IGMDP - the 9 Km short range low level quick reaction Trishul for the three services, the 25Km medium range surface to air missile "Akash" with multiple target handling capability, the third generation 4Km range anti-tank "Nag" missile - were slated to commence next year.

In many ways, the "Akash" missile is emerging as a key weapon which is being developed by the DRDO as it employs ram rocket propulsion to facilitate carrying of bigger pay loads.

'Akash' is the key in the sense that ram rocket technology is also to be employed by India for the futuristic reusable missile systems.

As far as the current status of India's ambitious Light Combat Aircraft (LCA) was concerned, the second LCA was under integration along with the simultaneous development of technology demonstrator TD-1.

Several new technologies had been established with regard to the LCA. They included carbon fibre composite structure, control law for unstable aircraft, digital fly-by-wire control system and advanced computing system.

The Kaveri engine had been developed and was undergoing evaluation. Its integration with LCA was expected in early 1999.

No country can throttle India's missile programme despite technology denial regimes, believes Kalam.

An 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."

Elaborating on his future plans, the senior most serving defence scientist referred to the Technology Mission 2020 which proposes to change the national status from a developing one to a developed one and involve 500 people from academia, industry and government. He also spoke about working on a 10 year self-reliance programme in defence technologies.

Kalam was born into a family of modest means in Rameshwaram, a small town in TamilNadu. It was his father who wanted him to take up science in the college. After graduating from St.Joseph College, Tiruchirapalli, he joined the Madras Institute of Technology (MIT) to specialise in Aeronautical Engg. This was indeed his launching pad for this promising young man who was destined to become the father of Indian missile programme. After a brief stint in the Defence Research and Development Organisation (DRDO), he joined the Indian Space Research organisation (ISRO) in 1963. While at the Vikram Sarabhai Space Centre, he developed the Satellite Launch Vehicle (SLV-3) which put the Rohini Satellite into orbit.

He later re-entered DRDO at the Defence Research and Development Laboratory (DRDL), Hyderabad, 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 Vikram Sarabhai Space Centre, Thiruvananthapuram and a Hyderabad-based INDISPENSIBLE QUALITIES OF A LEADER Character: Be a piece of the rock Charisma: The first impression can seal the deal.

Commitment: It seperates doers from dreamers

Communication: without it you travel alone

Competence: if you build it they will come

Courage: one person with courage is a majority

Discernment: put an end to unsolved mysteries

Focus: the sharper it is, the sharper you are

Generosity: your candle loses nothing when it lights another

Initiative: you wont leave home without it

Listening: to connect with their hearts use your ears Passion: take this life and love it

Positive attitude: if you believe you can, you can

Problem solving: you cant let your problems be a problem

Relationships: if you get along they will go along

Resposibility: if you wont carry the ball you wont lead the team

Security: competence never compensates for insecurity

Self-discipline: the first person you lead is you

Servanthood: to get ahead, put others first

Teachability: to keep leading, keep learning Vision: you can seize only what you can see.

CONCLUSION

The Leadership skills approach takes into account the knowledge and abilities that the leader has. A leader can learn certain skills and turn himself into a remarkable one.

Researchers have studied leadership skills and abilities for a number of years. However, there are two influential models. The first one is a model proposed by Robert Katz in 1955. The second approach is proposed by Michael Mumford and colleagues in the year 2000. These models can be seen as complimentary to each other, since they offer different views on leadership from the skills point of view.

This is a first approach to conceptualize and create a structure of the process of leadership around skills. The model describes leadership in terms of skills and therefore makes leadership available to everyone. This model provides an expansive view of leadership that incorporates wide variety of components (i.e., problem-solving skills, social judgment skills) and a structure consistent with leadership education programs.

BIBLIOGRAPHY

PAGE