GROUP NO. 6

Principle Of Management

Project

F.Y.B.M.S Div: B

Topic: Leadership

Presented By:

1. Akansha Poddar 652. Fahreen Khan 3. Karishma Chouhan4. Raghav Seksaria5. Nisarg Joshi6. Saurabh Makharia7. Yawar Sayyed

Leadership Leadership has been described as “a process of social

influence in which one person can enlist the aid and support of others in the accomplishment of a common task", although there are also other in-depth definitions of leadership.

Leadership is "organizing a group of people to achieve a common goal". The leader may or may not have any formal authority.

Studies of leadership have produced theories involving traits, situational interaction, function, behavior, power, vision and values,qualities, and intelligence, among others. Somebody whom people follow: somebody who guides or directs others.

Definition Of Leadership

Leadership is the ability to evaluate and or forecast a long term plan or policy and influence the followers towards the achievement of the

said strategy.

Adeoye Mayowa: A Leadership Manager in Nigeria (2009)

According to Koontz and O'Donnell ,

"Leadership is the ability of a manager to induce subordinates (followers) to work with confidence and zeal."

According to George Terry,

"Leadership is the activity of influencing people to strive for mutual objectives."

According to Peter Drucker,

"Leadership is the shifting of own's vision to higher sights, the raising of man's performance to higher standards, the building of man's personality beyond its normal limitations."

Four Factors o f Leadersh ip

L e a d e r

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 or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.

F o l l o w e r s

Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee does. A person who lacks motivation 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, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes.

C o m m u n i c a t i o n

You lead through two-way communication. Much of it is nonverbal. 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.

S i t u a t i o n

All situations are different. What you do in one situation will not always work in another. You must use your judgment 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 if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective

Characteristics of leadership Involves guiding and motivating :

Leadership is a managerial process of guiding and motivating the subordinates for achieving organizational goals/objectives. For motivating, communicating is necessary. Leadership is described as an art of influencing and inspiring subordinates to perform their duties efficiently.

Needs subordinates and common interests : It pre-supposes the existence of subordinates. There must be common interest for the leader and his followers due to which they cooperate and participate for achieving common objectives.

Promotes interest in the work : The purpose of leadership is to influence, motivate and encourage subordinates to take active interest in the work assigned and give the best results.

Needs support from all : The leader must recognize the presence of all employees irrespective of their position. The leader cannot become successful unless he obtains support from all.

Influences subordinates through personal qualities : A leader understands the problems of his subordinates and influences them by his personal qualities.

Dynamic and continuous process : Leadership is a dynamic and continuous process. It is a regular activity of guiding and motivating subordinates for improving their performance and contribution towards organizational objectives.

Leadership is situational : An ideal leadership is always situational. A leader has to study the prevailing situation and provide appropriate leadership to his subordinates.

Assumes obligation : A leader always inspires followers. In the event of failure, he does not shift the responsibility to his subordinates but accepts his personal weaknesses in performance. A leader leads by setting good example.

Needs interaction with followers : The objective of the leader and his subordinates should be the same. If the leader attempts for one purpose and his subordinates for some other purpose, it is no leadership. Their interest must be identical.

Achievement of objectives : The success of a leader largely depends on his ability to achieve organizational objectives. When a leader fails to attain the objectives, he is of no utility to the management.

Qualities of Leadership

The Process o f Great Leadersh ip

The road to great leadership that is common to successful leaders:

o Challenge the process - First, find a process that you believe needs to be improved the most.

o Inspire a shared vision - Next, share your vision in words that can be understood by your followers.

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

o Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do; a leader shows that it can be done.

o Encourage the heart - Share the glory with your followers' hearts, while keeping the pains within your own.

Styles Of Leadership

Most common Leadership Types are:- Autocratic leadership.

- Bureaucratic leadership.

- Charismatic leadership.

- Democratic leadership or participative leadership.

- Laissez-faire leadership.

- People-oriented leadership or relations-oriented leadership.

- Servant leadership.

- Task-oriented leadership.

- Transactional leadership.

- Transformational leadership.

 

Autocratic Leadership

Autocratic leadership is an extreme form of transactional leadership, where a leader exerts high

levels of power over his or her employees or team members. People within the team are given

few opportunities for making suggestions, even if these would be in the team's or organization's

interest.

 

Most people tend to resent being treated like this. Because of this, autocratic leadership usually

leads to high levels of absenteeism and staff turnover. Also, the team's output does not benefit

from the creativity and experience of all team members, so many of the benefits of teamwork are

lost.

 

For some routine and unskilled jobs, however, this style can remain effective where the

advantages of control outweigh the disadvantages.

 

Bureaucratic Leadership

Bureaucratic leaders "work by the book", ensuring that their staff follow procedures exactly. This

is a very appropriate style for work involving serious safety risks (such as working with

machinery, with toxic substances or at heights) or where large sums of money are involved (such

as cash-handling).

 

In other situations, the inflexibility and high levels of control exerted can demoralize staff, and

can diminish the organizations ability to react to changing external circumstances.

 

Charismatic Leadership

A charismatic leadership style can appear similar to a transformational leadership style, in that

the leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving

others forward.

 

However, a charismatic leader can tend to believe more in him or herself than in their team. This

can create a risk that a project, or even an entire organization, might collapse if the leader were

to leave: In the eyes of their followers, success is tied up with the presence of the charismatic

leader. As such, charismatic leadership carries great responsibility, and needs long-term

commitment from the leader.

 

Democratic Leadership or Participative Leadership

Although a democratic leader will make the final decision, he or she invites other members of the

team to contribute to the decision-making process. This not only increases job satisfaction by

involving employees or team members in what's going on, but it also helps to develop people's

skills. Employees and team members feel in control of their own destiny, and so are motivated to

work hard by more than just a financial reward.

 

As participation takes time, this style can lead to things happening more slowly than an

autocratic approach, but often the end result is better. It can be most suitable where team

working is essential, and quality is more important than speed to market or productivity.

 

Laissez-Faire Leadership

This French phrase means "let them do" and is used to describe a leader who leaves his or her

colleagues to get on with their work. It can be effective if the leader monitors what is being

achieved and communicates this back to his or her team regularly. Most often, laissez-faire

leadership works for teams in which the individuals are very experienced and skilled self-starters.

Unfortunately, it can also refer to situations where managers are not exerting sufficient control.

People-Oriented Leadership or Relations-Oriented Leadership

This style of leadership is the opposite of task-oriented leadership: the leader is totally focused

on organizing, supporting and developing the people in the leader's team. A participative style, it

tends to lead to good teamwork and creative collaboration. However, taken to extremes, it can

lead to failure to achieve the team's goals. In practice, most leaders use both task-oriented and

people-oriented styles of leadership.

 

Servant Leadership

This term, coined by Robert Greenleaf in the 1970s, describes a leader who is often not formally

recognized as such. When someone, at any level within an organization, leads simply by virtue of

meeting the needs of his or her team, he or she is described as a "servant leader". In many ways,

servant leadership is a form of democratic leadership, as the whole team tends to be involved in

decision-making.

 

Supporters of the servant leadership model suggest it is an important way ahead in a world

where values are increasingly important, in which servant leaders achieve power on the basis of

their values and ideals. Others believe that in competitive leadership situations, people practicing

servant leadership will often find themselves left behind by leaders using other leadership styles.

 

Task-Oriented Leadership

A highly task-oriented leader focuses only on getting the job done, and can be quite autocratic.

He or she will actively define the work and the roles required, put structures in place, plan,

organize and monitor. However, as task-oriented leaders spare little thought for the well-being of

their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties

in motivating and retaining staff. Task-oriented leaders can benefit from an understanding of the

Blake-Mouton Managerial Grid, which can help them identify specific areas for development that

will help them involve people more.

 

Transactional Leadership

This style of leadership starts with the premise that team members agree to obey their leader

totally when they take a job on: the transaction is (usually) that the organization pays the team

members, in return for their effort and compliance. As such, the leader has the right to punish

team members if their work doesn't meet the pre-determined standard.

 

Team members can do little to improve their job satisfaction under transactional leadership. The

leader could give team members some control of their income/reward by using incentives that

encourage even higher standards or greater productivity. Alternatively a transactional leader

could practice "management by exception", whereby, rather than rewarding better work, he or

she would take corrective action if the required standards were not met.

 

Transactional leadership is really just a way of managing rather a true leadership style, as the

focus is on short-term tasks. It has serious limitations for knowledge-based or creative work, but

remains a common style in many organizations.

Transformational Leadership

A person with this leadership style is a true leader who inspires his or her team with a shared

vision of the future. Transformational leaders are highly visible, and spend a lot of time

communicating. They don't necessarily lead from the front, as they tend to delegate

responsibility amongst their teams. While their enthusiasm is often infectious, they can need to

be supported by "detail people".

 

In many organizations, both transactional and transformational leadership are needed. The

transactional leaders (or managers) ensure that routine work is done reliably, while the

transformational leaders look after initiatives that add value.

 

The transformational leadership style is the dominant leadership style taught in the "How to

Lead: Discover the Leader Within You" leadership program, although we do recommend that

other styles are brought as the situation demands.

 

Using the Right Style: Situational Leadership

While the Transformation Leadership approach is often highly effective, there is no one right way

to lead or manage that suits all situations. To choose the most effective approach for you, you

must consider:

 

- The skill levels and experience of the members of your team.

- The work involved (routine or new and creative).

- The organizational environment (stable or radically changing, conservative or adventurous).

- You own preferred or natural style.

 

A good leader will find him or herself switching instinctively between styles according to the

people and work they are dealing with. This is often referred to as "situational leadership"

 

For example, the manager of a small factory trains new machine operatives using a bureaucratic

style to ensure operatives know the procedures that achieve the right standards of product

quality and workplace safety. The same manager may adopt a more participative style of

leadership when working on production line improvement with his or her team of supervisors.

 

Jehangir Ratanji Dadabhoy Tata

Leadership style of JRD TATA

When talking about India’s greatest leaders, one name just cannot be skipped—J.R.D. TATA. For decades the

sole Indian businessman, global leaders had ever heard of, was Tata. 

It’s different today—the Sunday Times, Forbes and even the hallowed Harvard Business Review now carries

articles written by Indian mgt. gurus on Indian case studies. But for years the world passed India by. Only

J.R.D. Tata made an impact.

When J.R.D. became chairman of Tata in 1938, British firms dominated the environment, but the House of

Tata towered above all others. It had 14 companies with sales of Rs. 280 crores. 

The year he died, 1993, it was still India’s biggest business house. Sales had mushroomed to Rs. 15000

crores and there were over 50 large manufacturing companies besides innumerable holdings and concerns.

He was a distinguished and respected industrialist who was also awarded the “BHARAT RATNA”, remarkable

achievement.

What sort of value system made the great man achieve his greatness?

Following is an analysis of some of the virtues & vices, which J. R. D. displayed through the course of his

eventful life:

Virtues:

J.R.D. was………

•Approachable: - J.R.D. had no problems making friends easily. He had one of the most comfortable

personalities that was probably his benchmark of becoming a successful individual.

•Diplomatic: - One of the most difficult talents is to say ‘no’ in a nice manner. But Diplomacy was never a

problem for J.R.D. Even when he was angry at Nehru for going against industrialists, he was never rude but

made his point diplomatically and walked away friends.

•Realistic: - J.R.D. never plunged into unviable projects, howsoever exciting they might be. He briefly flirted

with the idea of making bombers with “Tata Aircraft”—but despite his love for flying, he shot down the

project himself when it became clear that there was no money to be made.

•Charismatic: - When J.R.D. was elected chairman of the group, there was no question about the selection.

There was no one else who could have been chosen by the board. J.R.D. by then was a hero. The daring pilot,

the shrewd businessman. He was already outstanding.

•Courageous: - J.R.D. had always supported Nehru’s views on socialism. Something that the board of Tata

sons did not agree with. But J.R.D. refused to sign the manifesto against socialism. It must have required

considerable courage for a 30- something to stand up for views, which differed so widely from those of the

old guard.

•Compassionate: - People talk of Russi Mody but he manipulated people. J.R.D. genuinely felt for workers.

His approach to labor was that of Fabian socialism. After J.R.D.’s entry, the management of Tisco changed its

policy of confrontation. The trade union became not only acceptable but also an

association which was vital to the interests of the workers.

•Supportive towards innovation: - Apart from his supportive attitude towards Tisco’s lab technicians,

perhaps Tata chemicals provides the best demonstration of J.R.D.’s willingness to support innovation in his

business and among his managers.

•Aware of a sense of responsibility: - There were opportunities for J.R.D. where he was tempted to joined

politics. But he rationalized to himself by concluding that he could do more for the country in business and

industry than in politics. He says, “I had no doubt that freedom was on its way. But who knows, I might one

day have an opportunity to serve in more useful ways than by going to jail today!”

•Committed to values: - J.R.D. never believed in paying under the table for getting a license approved. He

never believed in exploiting the workers, society and earning more profits. It was believed that wealth and

respect are disjoint. J.R.D. was considered to be an exception to this rule.

•A visionary: - J.R.D. was the only director on the board of the Tata group who supported Ratan Tata’s plan

to enter high investment – high risk industries like oil manufacturing & computers. He believed, that being

that stalwart business house of India, such investments were a responsibility.

Vices:

J.R.D. was………..

•Conservative: - J.R.D. always preferred the more conservative approach. His conservativeness left Tisco

unprepared for the outbreak of the second world war and the license-permit raj of free India.

•Aloof: - Unlike G.D. Birla, J.R.D. had kept aloof from the congress leadership. For a group that depends as

much as the Tatas did on government patronage, this was a major lacuna.

•Bad tempered: - Instead of trying to patch up the differences, J.R.D. withdrew into himself. He rejected

Nehru’s invitations to the UN session in Paris, and the invitation to lead Indian Rare Earths, one of the first

PSU’s. J.R.D. forgot the Public Relations implications of these prestigious invitations and the signals his

refusal emitted.

After going through the above virtues and vices of India’s greatest industrialist, we learn a lot about what it

takes to be successful in business, career, and in …………..life

Thank you