IntroductionTHE ULTIMATE MEASURE OF A MAN IS NOT

WHERE HE STANDS IN MOMENTS OF COMFORT AND CONVEINENCE,BUT WHERE HE STANDS AT TIMES OF CHALLENGE AND

CONTROVERSY- DR. MARTIN LUTHER KING

Leadership is one’s ability to get others to willingly follow.

Makes a difference between success and failure.

A process by which a person influences others to accomplish an objective.

Good leaders are developed through self-study, education, training and experience.

WESTERN V/S INDIAN

“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.”

-Western Management- “Leadership is a build-up process. It is an overall

built up of various human attributes that one builts up with ethical values which his followers look upon him.”

-Indian Management-

BHAGAVAD GITA SAYS

YAD YAD ACARATI SRESTNASTAT TAD EVETARO JANAH

SA YAT PRAMANAM KURUTELOKAS TAD ANUVARTATE

Leadership & the ‘Karta’ in HUF

Karta refers to the head or leader of a family

He is responsible for the welfare of all He enjoys absolute authority It is his DHARMA to provide for his family All actions taken by him affect the family

and are done for their greater good.

He lays down a value system

This needs to be followed by all family members or employees in a family managed business

He inspires and motivates others

Are Leaders Born or Made?

Aspect 1: Leaders are born not made

Great Man theory and Trait theories believe that people inherit certain qualities and traits that make them better suited to leadership.

There are certain inborn characteristics that predispose people to be and become leaders. There is a significant difference between “learning a skill” and mastering one, in the same way that others are born with amazing musical gifts or athletic talents. They will excel naturally in these areas but others would be like a fish out of water and may struggle to get to the same point.

To suggest that leaders do not enter the world with extraordinary endowment is to imply that people enter the world with equal abilities, with equal talents.” (Thomas Carlyle 1840)

Born (natural) Leaders are different to made (artificial leaders). All remarkable leaders have great history behind them. They were leaders from the onset of their journey.

Birth is a natural process and the notion to associate leadership with it is arguable.

Aspect 2: Leaders are made not born

Behavioral Theories believe that people can become leaders through the process of teaching, learning and observation. Leadership is a set of skills that can be learned by training, perception, practice and experience over time. Leadership learning is a lifetime activity.

The military embraces this doctrine which is evident through its leadership training programme.

Soft skills can be explained, but not implanted. The ability to share your vision takes more than a sophisticated PowerPoint presentation.

Leadership can be learned by anyone with the basics. But an awful lot of leadership cannot be taught. Some do well but others find themselves poorly equipped rendering mediocre results.

The Verdict

There is also an aspect of being in the right place in the right time. You may be a leader but also a matter of whether or not you are in the position within which your talents can shine forth.

The discussion about leadership also needs to identify the location as well as the environment. Are we speaking about these major performers (born or made) in a small organization, in an industry, in a society, in a country or in the world?

Leadership is often a Choice. A leader is a person who comes forward to take the challenge. If a leader rises up from the multitude, then that person was already a leader to begin with. Should someone have all the best training, nurturing and opportunities, but would rather be hidden in the crowd, an unwilling participant...not a leader.

Leadership styles varies with maturity, followers and situations.

The best estimates offered by research is that leadership is about one-third born and two-thirds made.

It all depends on how one defines leadership. It is possible for either. Depending on how you define leadership everyone can lead and be a leader.

Types of Leadership Styles:

Autocratic Leadership Style:

•Centralized powers with the managers•One way communication•Structured set of rewards and punishments•Effective when staff is new and untrained•Eg: Adolf Hitler

Democratic Leadership Style:

• Encourages the members to participate actively

• Shares decision making and problem solving responsibility

• Open approach of leading• Higher productivity• Eg: John F. Kennedy

Bureaucratic Leadership Style:

• Manages by the rules• Follows procedures and policies

rigorously• Effective when staff is performing

routine tasks

Laissez Faire Leadership Style:

• Freedom to make decisions given to the employees

• Also described as ‘Hands off’ style• Little or no direction to workers• Effective when followers are skilled,

educated• Eg: Mahatma Gandhi

Transactional Leadership Style:

• Based on contingency• Rewards or Punishments is treated as

determinants of performance• Transactional leaders work through creating clear

structures• Punishments are not always mentioned, but

formal systems of disciplines are usually in place

Servant Leadership Style:

● Robert Greenleaf coined this term in 1970s● A leader who does not formally recognise oneself

as a leader● He/she is someone, at any level within the

organisation● Leads in order to meet the needs of the team● Form of Democratic Leadership● They treat their key roles as those of developing,

enabling, and supporting their team members

Spiritual Leadership Style:

● Spiritual leadership comprises the values, attitudes and behaviours required to intrinsically motivate self and others in order to have a sense of spiritual well-being

● Deals with workplace spiritually and spiritual survival

● Strongly aids organizational transformation to create an intrinsically motivated and learning organization

Transformation Leadership Style:

● Transformational leaders are one who motivates individual more than individual expect himself to perform

● These leaders have charisma● Inspire a lot of enthusiasm in their teams ● Very energetic in driving others forward

Transformational Leadership & Gunas

Guna Theory governed by 3D Personality1. Sattva2. Rajas3. Tamas 4 Components:1. Idealized Influence2. Individual Consideration3. Intellectual Stimulation4. Inspiration

Transformational Leaders Change Agents Courageous Believe in people Strong set of values Lifelong learners Complexity, uncertainty & ambiguity Visionaries

Importance of Values in Leadership

Creates Invaluable Credibility

Model to be emulated

Enriched Quality of Work

Greater Self Development

Good Interpersonal Relations

Lord Krishna as a Transformational Leader

Sample verses from the Bhagavad Gita

Lord Krishna as the charioteer for Arjuna in the Mahabharata

Developing the Vision

Development of a vision that will enthuse potential followers.

➔ Krishna offers Arjun a new vision of life and urges him to act according to hi dharma (duty) as a warrior.

Selling the Vision

Requires perseverance and dedication to sell the vision.

➔ Krishna offers to serve Arjun and be his charioteer in the battles of Mahabharata war and thus he is able to actively sell his vision and convince Arjun.

Seeking the way Forward

In parallel with selling the activity is seeking the way forward.

➔ Krishna addresses Arjun’s personal duty as a warrior and advises him on what he needs to do to achieve his goals.

Leading the Charge

The final stage is to lead from the front during action.

Lead with example.

Individualised Consideration

“ If you will not fight this righteous war, then you will fail in your duty, lose your reputation and incur sin ” (2.33)

Intellectual Stimulation

“You grieve for those who are not worthy of grief, and yet speak the words of wisdom. The wise grieve neither the living nor the dead.”

(2.11)

Intellectual Stimulation

“The Atma is neither born nor does it die at any time, nor having been it will cease to exist again. It is unborn, eternal, permanent and primeval. The Atma is not destroyed when the body is destroyed.” (2.20)

Idealised Influence

“Because whatever noble persons do, others follow. Whatever standard they set up, the world follows.” (3.21)

Inspirational Motivation

“Dedicating all works to me in a spiritual frame , free from desire, attachment and mental grief, does your duty.” (3.30)

Conclusion

Charismatic Leader

Successful shift between leadership styles

Ability to adapt on the basis of the situation

Chanakya Style of Leadership

Models in LeadershipSituational Leadership

Hersey and Blanchard prescribed its essential elements in 1977 which is based on the amount of direction (task behavior) and the amount of socio-emotional support (relationship behavior) that leader must provide given the situation and the level of maturity of the followers

➔ The four Leadership styles are:-Telling: providing clear instructions and

specific direction (high task and low relationship behavior)

Selling: encourage two–way communication and motivate employees (high task and relationship behavior)

Participating: leaders and followers share decision making (low task and high relationship behavior)

Delegating: used by leaders whose followers are competent and motivated to take full responsibility and are ready to accomplish a particular task (low task and relationship behavior)

Managerial Grid

Blake and Mouton propounded the two-dimensional view of leadership also known as Managerial Leadership in 1964, the two dimensions being, ‘concern for production’ and ‘concern for people’

Mentoring

Mentoring is mostly defined as a professional relationship in which an experienced person assists another in developing specific skills and  knowledge that will help the unexperienced person to grow .

The function performed by a mentor are as follows :-

o  Teaches the mentee on a particular issueo  Coaches the mentee on a particular skillo  Facilities the mentee’s growth by sharing resources and

networko  Challenges the mentee to move beyond his or her comfort

zoneo  Create a safe learning environment for taking riskso   focuses on the mentee’s total development

Problems in Mentoring Mentoring  has varied overtime and has

affected economic and social factor. Due to automation employee performance

is affected. Due to changes people are facing problem

in retaining qualified personnel. Employees feel less loyalty to the

organization for which they work.

Relation of a Mentor and a mentee The mentoring concept  is as old as human race. Every mentor helps his/her mentee realize and attain their full

potential . Every student has a teacher like Dronacharya, but the teacher

tutors other student also as Dronacharya did for Kauravas and Pandavas.

The guru removes the darkness in the mind of discipline and puts him on the enlightened path and also helps him through collaborative and co-creative process.

The mentors duty is to protect his/her mentee from danger by giving  him advice and helping him/her to grow.

It is the a responsibility of a mentee to find out a mentor who can guide and lead the mentee towards a good life and career.

Thank you09 BIYANI RISHI SHYAM SUMAN19 GANDHI NACHIKET KETAN SANGITA29 KANOJIA ROHIT RAJKUMAR MAYA39 LATH SAAKSHI PRAMOD ALKA49 PANDERE SHRADDHA SANDEEP SAYLI59 REBELLO JOANN JAMES JANE69 SHAH SAMARTH SUNIL SEJAL79 TAMBE KAJAL KIRAN MANISHA89 GHEEWALA MOHAMMED MUSTAFA RAZA IMTIYAZ SHEHNAZ99 ANAMIKA JAYENDRAN RAGINI109 TEKCHANDANI KARUNA MANOJ UMA