From a Manager to a LeaderBridging a Gulf or Jumping a Chasm

Presented by:Harsh Patel (141316)

Madhur Agarwal (141323)Rajas Sontakke (141337)

Shubham Gupta (141346)Siddharth Gupta(141348)

Sonakshi Goel (141349)Suket Gupta (141351)

GROUP NO. - 10

Introduction

• Most organizations are of the view that they may encounter shortage of critical resource in future i.e. of leadership.

• Hard and soft resources can be trained or these skills can be acquired.

• It was assumed that the process of developing managers would also lead to the development of leaders.

Traditional Means of Control and Present Context

Positional Power

Superior Experience

Greater access to Information

Leadership DevelopmentLe

ader

ship

Taking Charge

Setting goals and priority

Establishing a direction to the others in the organization

Getting the people to do what they need to do willingly, effectively, enthusiastically, and

with a sense of purpose

CEO’s role as a leader is unique

sets the overall direction and the purpose of the organization.

defines the value system prevalent in the organization and Its ethicalclimate.

defines the way the other organizational members interact with oneanother.

Lower level leaders can also

define their own climate.

their own value systems

sense of purpose.

Adopted Techniques by Organizations In Quest of Leaders

Academic Training ProgrammeConcepts and research findings in leadership are

presented and discussed.

Experiential Training ProgrammesParticipants in groups experience what it is to be a leader

and assess their own abilities.

Mentorship Programmes

Issue: Limited impact They are externally directed while leadership is a process of internal development.

Leadership

Highly demanding activity because of the need to reconcilenumerous dimensions and evolve a holistic, integrated model foroneself.

Unstructured process and involves a process of questioning,reflection, gathering knowledge, learning from the experience ofoneself and of others, and discovery.

“One does not train oneself into a leader; one has to become a leader”-Bennis (1998)

Transition-1: From a Manager of ‘Facts’ and ‘Data’ to a Manager of

‘Emotions’

Management education concentrates on decision based on

facts and data.

Problem solving approach involves cold and unemotional

analysis of alternatives and get optimal solution.

Harold Geneen of ITT was best example of Data cruncher.

Bajaj auto company had institute a voluntary retirement

scheme for downsizing company for optimal and rational

solution.

Some times more difficult to manage such emotions like

commitment, loyalty and sense of ethics.

Keep the essential character in corporation who effectively

manage these kind of emotions.

Some manager are strong in abilities and weak in managing

emotion so they would uncomfortable to deal with

‘unpredictable’ and ‘unreasonable’ human beings.

Transition-2: From an ‘Emotions Manager’ to an ‘Emotions

Generator’

While it is said that Nietzsche shook the philosophers with his three words ’God is Dead’, Gandhi shook the entire India and the British Empire with two words ’Quit India!’

Leaders generate emotions of fear and insecurity in organizations when they become complacent or want to achieve a new goal.

It may be necessary to generate positive as well as negative emotions.

To generate these emotions, leaders work not through logic but through hope.

Leaders have to be adept at capturing, in a few words, the essence of what the organization stands for and generate an emotional commitment.

Managers work through a system of motivation while leaders work through generating inspiration.

Transition 3From a Follower of Standards to

a Setter of Standards

“The reasonable man adapts himself to the world ;the unreasonable one persists in trying to adapt the world to himself” – Bernard Shaw

Leaders have the ability to see new vision , a new opportunity ,an idealto be followed.

Leadership is about not maintaining the status quo.

WHY is it a challenge for a manager aspiring to be leader

A manager has been trained to play by the rules and not to ‘rockthe boat’

• A manager also finds it more comfortable to deal with peoplewho are orderly in their thinking and their behavior.

• Managers are conditioned effectively through their entire career

Transition 4From a Realist to a Dreamer

“We want a few mad people now .See where all the sane ones have landed us!” – Robert, Saint Joan

(play)

Manager is told not to ‘dream’ up fanciful notions and ideas but do reality check on what will work .

Leaders are dreamers constantly dreaming of fantastic visions.

Dreamers are branded as not fit for higher responsibilities.

Transition 5From Optimizer to a Compromiser

Sole responsibility of management is to maximize profits is or hardly can ever be practiced – The

dictum of Freidman (1970)

• Management education starts with an assumption that a job of a manager is to maximize some parameters – Profits ,profitability, shareholder value and so on- economic parameters.

• During leadership the dilemmas involve non-economic elements .

• Involve choices between right and right and wrong and wrong. The choice cannot be optimal ; it has to be compromise.

• People trained in managerial educational mould may find difficult to accept that there could be situation where there are not right answers. Yet, decisions have to be made and consequences have to be faced.

Making The Transition

Involvement of fundamentally different processes and major re-learning on the part of manager

Acquisition of new perspective

Experience is only half experience. Other half is the interpretation

Manager to Leader : SELF DEVELOPMENT

Examine yourself

“Know thyself”

Become what you are

Decide what you want to become

The transition is really not walking over a bridge smoothly but jumping a chasm