LEADERSHIP FILE

Submitted in partial fulfilment of degree in the requirement of

Master of Business Administration

Of
J.C. BOSE UNIVERSITY OF SCIENCE AND TECHNOLOGY, YMCA,
FARIDABAD
Session 2021-22

SUBMITTED TO: SUBMITTED BY:

Ms Parul Nishchal Shweta Baghel
Assistant Professor Roll No. : 21/MBA09
University Roll No. : 21012701009

B.S. ANANGPURIA INSTITUTE OF TECHNOLOGY &

MANAGEMENT, ALAMPUR (FARIDABAD)
 TABLE OF CONTENT

S.NO. Title Page No.

Chapter 1 PowerPoint Presentation on Leadership Attributes and 1-8

Behaviour

Chapter 2 Indian Manger: Ratan Tata 9-14

Chapter 3 Great Business Leader: Sunder Pichai 15-24

Chapter 4 Activity on Team Building 25-30

CHAPTER - 1
CHAPTER - 2
 LEADERSHIP STYLE OF INDIAN MANAGER : RATAN TATA

About Sir Ratan Tata

Sir Shri Ratan Tata is a leader who engages more democratic style of leadership approach.
He is more democratic because he always encourages his group leadership to be creating
good communication and participation.
Leadership is integrated part of our life. We all experience leadership in our life from early
childhood in our families, through friendships, social and sports activities, school & higher
education, to politics & government and of course in our work, we all recognize leadership in
other people and often in ourselves. The development of leadership theory also parallels the
development of organizational theory.

Future leadership are well informed about future strategy and they are very well engaged in
decision making process. Most of the group long-term and short-term strategies are
formulated by the lower rank of the leadership. They are treated as stake holders. Until now
TATA Group has got leadership within them.

Ratan Tata has occasionally shown some form of autocratic style of leadership. Sometimes
when needed especially when quick and informed decisions have to be taken, but he is never
too commanding in his nature, being a man of few words and being more of a man of action,
this is evident from the manner he aggressively pushes for bold international deals, such as
during the global acquisitions of business powerhouses such as Corus, Jaguar and Land
Rover, and Tetley Tea.

Net Worth

India's top industrialist, philanthropist Ratan Tata ranks way down on rich list. Ratan Tata's
wealth, largely sourced from Tata Sons, stood at Rs 3,500 crore.
Qualities of Sir Shri Ratan Tata:

1. A Visionary Leader

2. Ability to Motivate Others

3. Humility

4. A Man of Values

5. A Man with Positive Attitude

6. Risk Taker

7. A Man with Promise

Sir Shri Ratan Tata has great leadership qualities and skills from which we can learn how to
be a great and influential leader in the future. We will discuss some of his illustrious
leadership qualities and skills. We can consider these as lessons from Ratan Tata.

Five Factor Model

1. Emotional Stability: Ratan Tata has very low anxiety within him and has great sense of
security with his future leadership.

2. Extroversion: Even being a bachelor Ratan Tata is very sociable. He has produced very
positive affect on future leadership of TATA Group.

3. Openness: He believes in originality and versatility. By making £1200/- car he has shown
his great interest with and innovation seeking personality.

4. Agreeableness: Within his management team Ratan Tata is well trusted and very friendly.

5. Conscientiousness: He is very dutifulness. He spent most of his life working for TATA
Group without any self-interest. He is very well organized as well.

6. Style (Behavior) Theory in TATA Group: As per style theory, there are three types of
leadership models are evident in leadership. These are as follows.

a. Autocratic

b. Democratic

c. Laissez-faire

Sir Shri Ratan Tata is an inspiration for me.

Achievement and Awards

Ratan Tata received the Padma Bhushan in 2000 and Padma Vibhushan in 2008, the third
and second highest civilian honours awarded by the Government of India. In 2021 he received
the highest civilian award of Assam 'Assam Baibhav' for his exceptional contribution towards
furthering cancer care in Assam.

Major Works

Mr Tata was the chairman of major Tata companies, including Tata Motors, Tata Steel,
Tata Consultancy Services, Tata Power, Tata Global Beverages, Tata Chemicals, Indian
Hotels and Tata Teleservices. He is also associated with various organisations in India and
overseas.
Tata Empire
CHAPTER - 3
 SUNDAR PICHAI: A GLOBAL BUSINESS LEADER

Pichai Sundararajan (born June 10, 1972), better known as Sundar Pichai is an
Indian-American business executive. He is the chief executive officer (CEO) of
Alphabet Inc. and its subsidiary Google.
He is self-deprecating, empathetic, supportive and graceful at navigating
political minefields. He avoids confrontation, instead emphasizing cooperation.
He waits out conflicts rather than confronting opponents.

In particular, his transformational leadership depicts him as a strategist and an

achiever. As an achiever, Pichai's stunning performance in a technology-based
corporation such as Google is attributable to his knowledge and passion in this
field.
Leadership Qualities Of Sunder Pichai
1. Humanity- Mr. Pichai’s approach to digital technologies that You want a deeply
thoughtful, caring human person, thinking about those issues and leading the company
making those things happen. This humanity manifests itself in compassion,
understanding, and a willingness to put people before profits.

2. Understated - As a leader, Pichai was always well-liked and more focused on results
instead of standing out. When a leader focuses on results instead of “standing out,” it
means their focus is on building the organization not being the center of attention.

3. Relationships - When Mr. Pichai says, “I wanted to create a sense of community,” he

is describing the value he places on relationships. This comes out in everything
including his speaking style at Google I/O, where his conversational and personal
style created an emotional connection. This relational style of speaking is important
to understand, because instead of relying on the charisma of personality, it focuses on
the human connection.

4. Collaborative - he is self-deprecating, empathetic, supportive and graceful at

navigating political minefields. He avoids confrontation, instead emphasizing
cooperation. He waits out conflicts rather than confronting opponents. “He has great
relationshipsWhen someone values relationships they tend to have a collaborative
leadership style.

5. Deal maker - Pichai was very successful in that deal making and helped to get
Google’s products pre-installed on tens of millions of computers. Those deals were
worth billions of dollars to Google, and recaptured another large slice of customers
who were potentially being lost to Bing.

6. Mastery - Speaking softly in his lilting South-Indian accent, Pichai parries questions
with his trademark calm and poise. He’s not a sound bite man. So his excitement at
what Google will show off – at what the company is becoming – is masked by his
long, meandering and thoughtful answers, always rich with context about the
evolution of computing, the history of Google and what users expect.
 7. Fearless - Mr. Pichai displayed his fearlessness in this conversation occurring
approximately 8 years ago. He was willing to question a project in development for
over a year. His words “files are so 1990,” reveal a focus on building the company
not his resume. A focus rooted in getting results not attention.

8. Transformational - Mr. Pichai wants to be a transformational CEO. He wants to

radically change the world. Transactional leaders are primarily interested in sales,
revenue, and the stock price. Wall Street is god and customers are sacrificed to please
her. Transformational leaders are primarily interested in a vision. The problems of
the world challenge even disturb them, and they are willing to sacrifice their comfort
to solve them.

9. Visionary - he vision described above is transformational, and what will allow Mr.
Pichai to turn Google into the company it wants to be. He sees beyond the United
States and 1st world to a place where the rural farmer is as important as the
billionaire. His is a vision reflecting the heart of googlers I meet every day. These are
people who want to change the world. They are the ones who became interested in
our work once they heard we were providing a voice to non-verbal.

10. Communication - The ability to communicate reflects emotional

intelligence. Emotional intelligence is not generally seen as the dominant quality in
the science or engineering field Mr. Pichai clearly has this in his leadership skill set,
which makes him an excellent choice to guide the science company we call Google,
into a future where they advance every life from the billionaire to the rural farmer.

Achievemnts and Awards

In 2022, Pichai received the Padma Bhushan from the Government of India, its third-highest
civilian award. On 3rd Dec 2022, Taranjit Singh Sandhu (India's Ambassador to the US)
handed over the Padma Bhushan Award to Google and Alphabet CEO Sundar Pichai in San
Francisco.
Major Works

He initially worked on the Google Toolbar, which enabled those using the Microsoft Internet
Explorer and Mozilla Firefox Web browsers to easily access the Google search engine. Over
the next few years, he was directly involved in the development of Google's own
browser, Chrome, which was released to the public in 2008.
 CHAPTER - 4

\
 Team building refers to the various activities undertaken to motivate the
team members and increase the overall performance of the team. You just
can’t expect your team to perform on their own. A motivating factor is a must.
Team Building activities consist of various tasks undertaken to groom a team
member, motivate him and make him perform his best.

We all are human beings and love appreciation. Any individual performing
exceptionally well must be appreciated well in public. He feels happy and
motivated to perform even better the next time. If any team member has come
out with a unique idea; treat him with any thing that makes him happy. Never
criticize any team member or demotivate him if he has failed to perform. Ask
him to “Buck up”.

Team Building Exercises

 Encourage many trust building exercises in your team. Team

members must trust each other for the maximum output. Blindfold
half of your team members and ask them to jump over bricks with the
help of members who can see. Repeat this exercise and now blindfold
those who could see earlier. This exercise goes a long way in building the
trust among the team members. An individual might be a little hesitant
initially, but the moment he jumps over the brick with his fellow team
member without getting hurt, he starts trusting him. The trust factor
increases with time and relations among the team members improve.

 One must know his fellow team member well. You can’t work with
someone you don’t know. Include a lot of exercises which help the team
members know each other well.
 TEAM BUILDING ACTIVITY: BIRTHDAY LINE UP

OBJECTIVE: This simple team-building exercise instils qualities like leadership,

communication, collaboration, and problem-solving skills.

TIME: 10-12 minutes

TOOLS: None required

PARTICIPANTS: 12-20

HOW TO PLAY: Pair participants into teams of 8-12 and ask them to stand side-by-side. Now
ask them to stand in order of their birthday (month and day). The catch to this simple game is
that employees have to complete the entire task without talking to each other. They must use
signs and symbols to get into order.

The team which is able to get into order successfully the earliest wins.

RESULT: This game is highly effective if you want to foster great communication and
interpretation among your employees. Consequently, it also gives every employee to hone their
leadership skills while giving out directions to their team members on how to solve the task.
 BELBIN’S SELF-PERCEPTION INVENTORY FOR TEAM
ROLEASSESSMENT
DIRECTIONS:
1. Distribute 10 points per question among the sentences which you think best describe your
behaviour. (You can distribute points among several sentences or allot all 10 points to a single
sentence.)
2. Enter your scores in Table 1.
3. Transpose scores into Table 2 one line at a time.
I What I believe I can contribute to a team:
a I think I can quickly see and take advantage of new opportunities.
b I can work well with a very wide range of people.
c Producing ideas is one of my natural assets.
d My ability rests in being able to draw people out whenever I detect
theyhave something of value to contribute to group objectives.
e My capacity to follow through has much to do with my personal
effectiveness.
f I am ready to face temporary unpopularity if it leads to worthwhile
results in the end.
g I can usually sense what is realistic and likely to work.
h I can offer a reasoned case for alternative courses of action without
introducing bias or prejudice.
Total 10
II If I have a possible shortcoming in teamwork, it could be that:
a I am not at ease unless meetings are well structured and controlled and
generally well conducted.
b I am inclined to be too generous towards others who have a valid
viewpoint that has not been given a proper airing.
c I have a tendency to talk too much once the group gets on to newideas.

d My objectives outlook makes it difficult for me to join in readily and

enthusiastically with colleagues.
e I am sometimes seen as forceful and authoritarian if there is a need to
get something done.
 f I find it difficult to lead from the front, perhaps because I am over-
Responsive to group atmosphere.
g I am apt to get too caught up in ideas that occur to me and so losetrack
of what is happening.
h My colleagues tend to see me as worrying unnecessarily over detailand
the possibility that things may go wrong.
Total 10
III When involved in a project with other people:
a I have an aptitude for influencing people without pressuring them.
b My general vigilance prevents careless mistakes and omissions being
made.
c I am ready to press for action to make sure that the meeting does not
waste time or lose sight of the main objective.
d I can be counted on to contribute something original.
e I am always ready to back a good suggestion in the common interest.
f I am keen to look for the latest in new ideas and developments.
g I believe my capacity for judgment can help to bring about the right
decisions.
h I can be called upon to see that all essential work is organized
Total 10

IV My characteristic approach to group work is that:

a I have a quiet interest in getting to know colleagues better.
b I am not reluctant to challenge the views of others or to hold a
minorityview myself.
c I can usually find a line of argument to refute unsound propositions.
d I think I have a talent for making things work once a plan has to be
putinto operation.
e I have a tendency to avoid the obvious and to come out with the
unexpected.
f I bring a touch of perfectionism to any job I undertake.
g I am ready to make use of contacts outside the group itself.
 h While I am interested in all views I have no hesitation in making up
mymind once a decision has to be made.
Total 10
V I gain satisfaction in a job because:
a I enjoy analyzing situations and weighing up all the possible choices.
b I am interested in finding practical solutions to problems.
c I like to feel I am fostering good working relationships.
d I can have a strong influence on decisions.
e I can meet people who may have something new to offer.
f I can get people to agree on a necessary course of action.
g I feel in my element where I can give a task my full attention.
h I like to find a field that stretches my imagination.
Total 10
VI If I’m suddenly given a difficult task with limited time and unfamiliar people:
a I would feel like retiring to a corner to devise a way out of the
impassebefore developing a line.
b I would be ready to work with the person who showed the most
positiveapproach.
c I would find some way of reducing the size of the task by
establishingwhat different individuals might best contribute.
d My natural sense of urgency would help to ensure that we did not
fallbehind schedule.
e I believe I would keep cool and maintain my capacity to think
straight.
f I would retain a steadiness of purpose in spite of the pressures.
g I would be prepared to take a positive lead if I felt the group was
making no progress.
h I would open up discussions with a view to stimulating new
thoughtsand getting something moving.
Total 10
VII With reference to the problems to which I am subject in working in groups:
a I am apt to show my impatience with those who are obstructing
progress.
 b Others may criticize me for being too analytical & insufficiently
intuitive.
c My desire to ensure that work is properly done can hold up
proceedings.
d I tend to get bored rather easily and rely on one or two stimulating
members to spark me off.
e I find it difficult to get started unless the goals are clear.
f I am sometimes poor at explaining and clarifying complex points
thatoccur to me.
g I am conscious of demanding from others the things I cannot do
myself.
h I hesitate to get my points across when I run up against real
opposition.
Total 10

TABLE 1. SUMMARY OF SELF-SCORING

SECTION a b c d e f g h
I 10
II 10
III 10
IV 10
V 10
VI 10
VII 10

TABLE 2. CALCULATION OF ROLES

1. Transpose the scores from Table 1, Enter them section by section in Table 2. (For example,
if you have a 5 in Row I, Column C of Table 1, it will be placed inRow I, Column PL of Table2
as indicated by the C on the LHS of this cell.)

2. Add up the points in each column to give a total team-role score.

3. Divide by the shown amount to calculate a relative team-role score.

SECTION CW CP SH PL RI ME TW CF
I G D F C A H B E
II A B E G C D F H
III H A C D F G E B
IV D H B E G C A F
V B F D H E A C G
VI F C G A H E B D
VII E G A F D B H C
TOTAL
 LEADERSHIP STYLES

There are many different leadership styles. Different styles work in different situations. A team
will be astronger with a variety of different leadership styles.

Take the quiz below to help you find out what leadership style you are more inclined to follow.

Leadership Style Quiz

Circle the response that reflects your first reaction. There is no right or wrong answer.

As a leader, I tend too Always Often Sometimes Never

1. Make my own decisions. 4 3 2 1

2. Tell others what to do. 4 3 2 1
3. Suggest a decision to others. 4 3 2 1
4. Persuade others to do things my 4 3 2 1
way.
5. Participate just like any other person. 4 3 2 1
6. Provide resources to others 4 3 2 1
7. Gather others feedback before 4 3 2 1
Deciding.
8. Rely on my own judgment. 4 3 2 1
9. Make sure the majority rules. 4 3 2 1
10. Turn decision over to others. 4 3 2 1
11. Ask others to brainstorm choices. 4 3 2 1
12. Share my own ideas. 4 3 2 1

Add the numbers together from the following set of questions. The highest number will show
what leadership style that seems natural for you. You should strive to understand different
leadership stylesand thinks of ways you might use them for different situations.
Add the numbers you circled Total Leadership Style for the following questions

Question 1, 2, 4, 8 Autocratic

Question 3, 7, 9, 11 Participative

Question 5, 6, 10, 12 Delegate (Free Rein)

Question 1, 5, 4, 10 Situational
Authoritarian Leadership (Autocratic)
Authoritarian leaders, also known as autocratic leaders, provide clear expectations for
what needs to bedone, when it should be done, and how it should be done. There is also a
clear division between the leader and the followers. Authoritarian leaders make decisions
independently with little or no input from the rest of the group.

Researchers found that decision-making was less creative under authoritarian leadership.
Lewin also found that it is more difficult to move from an authoritarian style to a
democratic style than vice versa. Abuse of this style is usually viewed as controlling,
bossy, and dictatorial.

Authoritarian leadership is best applied to situations where there is little time for group
decision-makingor where the leader is the most knowledgeable member of the group.

Participative Leadership (Democratic)

Lewin’s study found that participative leadership, also known as democratic leadership, is
generally themost effective leadership style. Democratic leaders offer guidance to group
members, but they also participate in the group and allow input from other group
members. In Lewin’s study, children in this group were less productive than the members
of the authoritarian group, but their contributions were of a much higher quality.

Participative leaders encourage group members to participate, but retain the final say over
the decision-making process. Group members feel engaged in the process and are more
motivated and creative.

Delegative (Free Rein) Leadership

Researchers found that children under delegative leadership, also known as laissez-fair
leadership, werethe least productive of all three groups. The children in this group also
made more demands on the leader, showed little cooperation and were unable to work
independently.

Delegative leaders offer little or no guidance to group members and leave decision-
making upto group members. While this style can be effective in situations where group
members are highly qualified in an area of expertise, it often leads to poorly defined roles
and a lack of motivation.

Situational Leadership
In situational leadership, three factors affect the leader's decisions: the situation, the capability
of the followers and the capability of the leader. The leader adjusts to whateverlimitation is laid
out in front ofhim by his subordinates and the situation itself. Adaptability is key here. The
leaders need to be as dynamic as the different situations they are faced with.