by XMBA 54 - ITM

Amol, Anita, Chandresh, Jagdish, Karan, Pradeep, Sonal, Swamy, Yamit

Contents

What is Leadership

What are the qualities of leaders

Well-known leadership styles?

Other Leadership Styles

Leaders make things happen

Leadership Mapping

Leaders Profile (Narayana Murthy, Mahendra Singh Dhoni, Sir Ratan Tata)

The Characteristics of a leader

What is Leadership?

lead·er·ship

Noun

The action of leading a group of people or an organization

or

The state or position of being a leader.

Synonyms

guidance - lead - direction - management - command

What are the qualities/traits of a leader?

Well-known leadership styles?

• Autocratic Leadership

• Bureaucratic Leadership

• Democratic/Participative Leadership

• Laissez-Faire Leadership

Autocratic Leadership

• Autocratic leadership is an extreme form of transactional leadership, where

leaders have a lot of power over their people.

• The benefit of autocratic leadership is that it's incredibly efficient. Decisions are

made quickly, and work gets done efficiently.

• The downside is that most people resent being treated this way. Therefore,

autocratic leadership can often lead to high levels of absenteeism and high staff

turnover.

• Autocratic leadership is often best used in crises, when decisions must be made

quickly and without dissent.

• For example, the military often uses an autocratic leadership style; top

commanders are responsible for quickly making complex decisions, which allows

troops to focus their attention and energy on performing their allotted

Bureaucratic Leadership

• Bureaucratic leaders work "by the book." They follow rules rigorously, and ensure

that their people follow procedures precisely.

• This is an appropriate leadership style for work involving serious safety risks (such

as working with machinery, with toxic substances, or at dangerous heights) or

where large sums of money are involved.

• Bureaucratic leadership is also useful in organizations where employees do

routine tasks (as in manufacturing).

• The downside of this leadership style is that it's ineffective in teams and

organizations that rely on flexibility, creativity, or innovation.

• Much of the time, bureaucratic leaders achieve their position because of their

ability to conform to and uphold rules, not because of their qualifications or

expertise. This can cause resentment when team members don't value their

expertise or advice.

Democratic/Participative Leadership

• Democratic leaders make the final decisions, but they include team

members in the decision-making process.

• Team members tend to have high job satisfaction and are productive

because they're more involved in decisions.

• The approach can slow decision-making, but most suitable when

working as a team is essential, and when quality is more important

than efficiency or productivity.

• The downside of democratic leadership is that it can often hinder

situations where speed or efficiency is essential.

• For instance, during a crisis, a team can waste valuable time

gathering people's input. Another downside is that some team

members might not have the knowledge or expertise to provide high

quality input.

Laissez-Faire Leadership means "leave it be" in French

• Laissez-faire leaders give their teams complete freedom to do their work and

set their own deadlines. They provide team support with resources and advice,

if needed, but otherwise don't get involved.

• This leadership style can be effective if the leader monitors performance and

gives feedback to team members regularly. It is most likely to be effective

when individual team members are experienced, skilled, self-starters.

• The main benefit of laissez-faire leadership is that giving team members so

much autonomy can lead to high job satisfaction and increased productivity.

• The downside is that it can be damaging if team members don't manage their

time well or if they don't have the knowledge, skills, or motivation to do their

work effectively.

Other Leadership Styles

• Creative Leadership

• Corrective Leadership

• Change Leadership

• Intelligence Leadership

• Multicultural Leadership

• The Transformational Leadership

• Transactional Leadership

Creative, Corrective & Change Leadership

Creative Leadership - Ability to uniquely inspire people

• To generate shared innovative responses and solutions

• To complex and readily changing situations

Corrective Leadership

• Empowers staff to facilitate collaborative and synergism

• Working with and through other people instead of bowing to authoritarianism

Change Leadership

• Endorses alteration

• Rethinking systems to introduce change on parts of the whole and their

relationship to one another

Intelligence & Multicultural Leadership

Intelligence Leadership

• To navigate the future by embracing ambiguity and reframing problems

as opportunities

• A proactive stance in taking their organizations into uncharted territory

Multicultural Leadership

• Fosters team and individual effectiveness

• Drives for innovation by leveraging multicultural differences

• Teams work harder in an atmosphere of understanding and mutual

respect

Transformational & Transactional Leadership

Transformational Leadership - Make change happen in:

• Self, Others, Groups and Organizations

• Charisma a special leadership style commonly associated with

transformational leadership; extremely powerful, extremely hard to teach

Transactional Leadership

• Emphasizes getting things done within the umbrella of the status quo

Leaders make things happen

• They Know What They Want

• They Push Themselves to Act

• They Take More Risks

• They Make More Mistakes

• They Anticipate Problems

• They Accept the Truth

• They See the Big Picture

• They Handle One Thing At a Time

•

Leadership Mapping

IT in India had never been the way it is without one man

Narayana Murthy - Infosys

Completed Master of the Technological innovation in PC Technology from IIIT, Kanpur during year 1969.

He had taken up job in SESA, at London for 3 years, Signed up with Patni Computer Systems in Pune

Infosys was started almost 30 years ago by Mr.Narayana Murthy & 6 people with US$ 250/Rs.10,000 which was borrowed from

his wife. Today, Infosys is world innovator in technological computing with earnings of US$ 7.125 billion dollars ( Q2 FY13).

A receiver of several famous prizes like 'Padma Vibhushan', and also 'Legion of the Honor' (awarded through France

government), Mr. Murthy is regularly on the panel of HSBC, Honda Base and UN Base.

“Our assets walk out of the door each evening. We have to make sure that they come back the next morning.”

Born - 20 August year 1946 Karnataka, Mysore, India

Alma mater - University of the Mysore, Kanpur IIT

Occupation - Infosys, Chairman Emeritus

Net worth - $1.4 billion (year 2012)

Spouse(s) - Sudha Murthy , Children - Two

Employees when the company started - 7

Employees as of 2012-13 - 1,56,688

Mahendra Singh Dhony (MSD) a.k.a Mahi“Ticket Collector to Trophy Collector”

Honorary Awards and Appreciations :

ICC World ODI XI: 2008, 2009, 2010, 2011

ICC ODI Player of the Year : 2008, 2009

Rajiv Gandhi Khel Ratna, 2007–08.

Honorary doctorate degree by De Montfort University in August

2011.

India won the 2011 ICC Cricket World Cup

final against Sri Lanka on 2 April 2011

Born - 7th July 1981 in Ranchi, Bihar (now in Jharkhand)

MSD was a Train Ticket Examiner (TTE) at Kharagpur railway station from 2001 to 2003, under

South Eastern Railway in Midnapore (W), West Bengal.

Dhoni was named the captain of Indian squad for the inaugural ICC World Twenty20 held in

South Africa in September 2007 where India was crowned champions as Dhoni led the team

to victory against Pakistan in a thrilling contest.

It was under his captaincy that India climbed to No. 1 in the ICC Test Rankings in December

2009.

The Visionary - Ratan Tata

Name: Ratan Tata

D.O.B: 28 December 1937

Family: Father: Naval Tata, Mother: Sooni, Grandmother: Navajbai,

Grandfather: Ratan Tata, Great Grandfather: Jamsetji Tata

Education: B.S from Cornell University in 1962, Management

Program from Harvard Business School in 1975

Ratan Tata started his career in Tata Group in 1962 as a general

worker in the Tata steel.

He was made chairman of Tata group in 1991 after the J.R.D Tata’s resignation. At that time many people criticized that

decision as he does not have that level of experience to run a company as big as Tata’s.

Milestone achieved under Ratan Tata

• 1998: The Tata Indica, the conglomerate's first passenger car launched.

• 2000: Tata Tea, now Tata Global Beverages, acquired the Tetley group, Tetley is the largest tea company in the UK.

• 2001: Tata AIG, a joint venture between the Tata group and American International Group Inc (AIG), marks the re-entry of the Tata

group into the insurance sector. The group's insurance company, New India Assurance, founded by Dorab Tata in 1919, was

nationalised in 1956.

• 2002: The group acquires a controlling stake in Videsh Sanchar Nigam Ltd which was founded in 1986 and was the first Indian PSU

to be listed on the New York Stock Exchange.

• 2003: Tata Consultancy Services became the first Indian software company to cross $1 billion in revenue.

• 2004: Tata Motors is listed on the New York Stock Exchange. The company also acquires the heavy vehicles unit of Daewoo Motors

the same year.

• 2007: Tata Steel acquires Anglo-Dutch company Corus, the second-largest steel maker in Europe.

• 2008: Tata Motors unveils the Nano, the country's cheapest passenger car. It was initially dubbed the Rs 1 lakh car, though it now

costs Rs 1.5-2 lakh.

• 2008: Tata Motors acquires the Jaguar and Land Rover businesses from Ford, and forms a new company, Jaguar Land Rover.

• 2012: Tata Global Beverages and Starbucks form a joint venture, Tata Starbucks Ltd, and open their first store in Mumbai.

Major Acquisition by Tata Group

The Characteristics of a leader

Good leaders share common traits and objectives , to help their team succeed all leaders may not utilize the same leadership styles but

their mission is similar to build a rapport with the team members and guide them to their targeted objectives and to deliver to the

organisation the best product possible.

" They do not look alike, talk alike or even work alike, however good leaders do share several common characteristics "

• Show balanced commitments to people and work

• Set a positive example

• Use good communication skills

• Have influence

• Are persuasive

• Exhibit coaching Skills

• Drive, the desire to lead , honesty and integrity, self- confidence , intelligence, job-relevant knowledge and extraversion

• Are appointed or emerge from within a work group

• Can influence other people and have managerial authority

• do not necessarily have the skills and capabilities to be managers

You have to be silent to listen..!

Both words are formed from the same

letters.

• S-i-l-e-n-t

• L-i-s-t-e-n

Thank you.

“A leader is like an artist, a team is like a canvas, it is up to the

leader to paint the portrait of success.

Leader are only as good as the portraits they create. if a leader is

talented then they can produce a priceless masterpiece called

team work ”

Joe L. Clayton

Remember

“If you can dream it, you can do it.”

Walt Disney