LEADERSHIP

SHORT STORY ON LEADERSHIP

A group of workers and their leaders are set to perform a
task of clearing a road through a dense jungle on a
remote island to get to the coast where an estuary
provides a perfect site for a port. The leaders organize
the labour into efficient units and monitor the distribution
and use of capital assets – progress is excellent. The
leaders continue to monitor and evaluate progress,
making adjustments along the way to ensure the
progress is maintained and efficiency increased
wherever possible. Then one day amidst all the hustle
and bustle and activity, one person climbs up a nearby
tree. The person surveys the scene from the top of the
tree and shouts down to the assembled group below “
WRONG WAY”.
 NAMES AND ROLL NO
• RAHUL B MEHTA • 8532
• RICHA GUPTA • 8524
• PALLAVI NANDA • 8553
• NAVJOT KAUR • 8549
• SIDDHARTH THUMMA • 8551
• SHASHANK SAKPAL • 8548
• MANSA SODUM • 8562
 INTRODUCTION
• A simple definition of leadership is that
leadership is the art of motivating a group
of people to act towards achieving a
common goal. Put even more simply, the
leader is the inspiration and director of the
action. He or she is the person in the group
that possesses the combination of
personality and skills that makes others
want to follow his or her direction.
 According to Keith Davis
• “Management is doing things right,
leadership is doing the right things.” –
Warren Bennis & Peter Drucker
• “Leadership is the ability to persuade
others to seek defined objectives
enthusiastically. It is the human factor
which binds a group together and
motivates it towards goals.”
 FEATURES
• Honesty
• Confidence
• Patience
• Focus
• Dedication
• Consistency
• Motivate Others
• Effective Communication
• Intelligence
• Maturity
• Sense of responsibility
• Vision and foresight
FUNCTIONS OF LEADERSHIP
The leadership functions of the managers are
closely related with his managerial functions:-

PLANNING
Seeking all available information.
Defining group tasks, purpose or goal.
Making a workable plan (in the right decision
making framework)
INITIATING
Briefing team on the aims and the plans.
Explain why aim or plan is necessary.
Allocating task to team members.
Setting team standards.

CONTROLLING
Maintains group standards.
Influence tempo.
Ensuring all actions are taken towards
objectives .
SUPPORTING
Expressing acceptance of persons and their contribution.
Encouraging team /individuals.
Discipline team /individuals.
Creating team spirit.
Relieving tension with humour.
Reconciling disagreements or getting others to explore
them.

INFORMING
Clarifying task and play.
Giving new information to the group, keeping
them in the picture.
Receiving information from the group.
Summarizing suggestions and ideas coherently.
EVALUATING
Checking feasibility of an idea.
Testing the consequences of proposed solution.
Evaluating team performances.
Helping team or individual to evaluate their own
performance
against standards
 IMPORTANCE
• Initiates action
• Motivation
• Providing guidance
• Creating confidence
• Building morale
• Builds work environment
• Co-ordination
 7 traits associated with
leadership
Drive
Leaders exhibit a high effort level. They have
relatively high desire for achievement, are
ambitious, have lots of energy and show
initiative.
Desire to lead
They have a strong desire to influence
and lead others. They demonstrate
willingness to take responsibility.
Honesty and integrity
Leaders build relationship between themselves
and followers by being truthful, non- deceitful
and show high consistency between word and
deed.
Self- confidence
Followers look to leaders for an absence of self
doubt. Leaders show self- confidence in order
to convince followers of the rightness of their
goals and decisions.
Intelligence
leaders need to be intelligent to gather,
synthesize and interpret large amount of
information and should be able to create
vision, solve problems and make correct
decision.
Job relevant knowledge
leader should have a high degree of
knowledge about industry, company and
technical matters.
Extra version
leaders are energetic, lively, sociable and
assertive.
FORMAL N INFORMAL
LEADERS
LEADERSHIP SKILLS
LEADERSHIP STYLES
 AUTHORITARIAN
LEADERSHIP
• Leadership style in which
the leader dictates policies and procedures,
decides what goals are to be achieved, and
directs and controls all activities without any
meaningful participation by the subordinates.

• Some people tend to think of this style as a

vehicle for yelling, using demeaning language,
and leading by threats and abusing their power.
This is not the authoritarian style, rather it is an
abusive, unprofessional style called “bossing
people around.”
 DEMOCRATIC
LEADERSHIP
• The democratic leadership style is a very open and
collegial style of running a team. Ideas move freely
amongst the group and are discussed openly.
Everyone is given a seat at the table, and discussion
is relatively free-flowing.
• The democratic leadership style means facilitating
the conversation, encouraging people to share their
ideas, and then synthesizing all the available
information into the best possible decision. The
democratic leader must also be able to communicate
that decision back to the group to bring unity the plan
is chosen.
 FREE REIGN
LEADERSHIP
• In this style, the leader allows the employees to
make the decisions. However, the leader is still
responsible for the decisions that are made.
• This is not a style to use so that you can blame
others when things go wrong, rather this is a
style to be used when you fully trust and
confidence in the people below you. Do not be
afraid to use it, however, use it wisely!
MANAGERSHIP vs LEADERSHIP
 THEORIES OF LEADERSHIP
• The concept of leadership have been
supported by theories of leadership.
• The stories have been developed through
the several stages of evolution, ranging
from great man approach to
transformation theory of leadership.
 PERSONALITY THEORY
• Much has been said and written about
leadership since the ancient time when
man emphasis was placed on the
personality of leader himself. The
personality theory is classified in to
 “GREAT MAN THEORY”
 “TRAIT THEORY”
 GREAT MAN THEORY
• Are some people born to lead? If we look at the great leaders of the past
such as Alexander the Great, Julius Caesar, Napoleon, Queen Elizabeth I,
and Abraham Lincoln, we will find that they do seem to differ from ordinary
human beings in several aspects. The same applies to the contemporary
leaders like George W. Bush and Mahatma Gandhi. They definitely possess
high levels of ambition coupled with clear visions of precisely where they
want to go. These leaders are cited as naturally great leaders, born with a
set of personal qualities that made them effective leaders. Even today, the
belief that truly great leaders are born is common.
• Top executives, sports personalities, and even politicians often seem to
possess an aura that sets them apart from others. According to the
contemporary theorists, leaders are not like other people. They do not need
to be intellectually genius or omniscient prophets to succeed, but they
definitely should have the right stuff which is not equally present in all
people. This orientation expresses an approach to the study of leadership
known as the great man theory.
• ASSUMPTIONS:-
The leaders are born and not made and posses
certain traits which were inherited.
Great leaders can arise when there is a great
need.
• CRITICS:-
This Theory of leadership has no scientific basis
& has not been supported by empirical
studies.
Many of the traits cited as being important to be
an effective leader are typical masculine traits. In
contemporary research, there is a significant shift
in such a mentality.
 TRAIT THEORY
• Leadership trait theory is the idea that
people are born with certain character
traits or qualities.
• Since certain traits are associated with
proficient leadership, it assumes that if you
could identify people with the correct traits,
you will be able to identify leaders and
people with leadership potential.
• ASSUMPTIONS:-
People are born with inherited traits.
Some traits are particularly suited to
leadership.
People who make good leaders have
the right (or sufficient) combination of
traits.
• CRITICS:-
It lacks scientific basis and does not
offer any explanation why leadership
occurs.
 BEHAVIOURAL THEORY
• Assumptions
Leaders can be made, rather than are born.
Successful leadership is based in definable,
learnable behavior
• Description
Behavioral theories of leadership do not seek
inborn traits or capabilities. Rather, they look at
what leaders actually do.
If success can be defined in terms of describable
actions, then it should be relatively easy for
other people to act in the same way. This is
easier to teach and learn then to adopt the more
ephemeral 'traits' or 'capabilities'.
 CASE STUDY
Mr. Ranjan Kumar is the Managing Director of a
soap manufacturing company. To increase
sales, the Board of Directors wanted to start a
full- fledged marketing department, Mr. Kumar is
entrusted with the task of finding a suitable
candidate to head the proposed marketing
department. After considering a number of
candidates, he has narrowed down his choice to
two persons: Vishwanath Dutt and Rajanarain.
Mr. Vishwanath Dutt has an excellent track
record in the company. During his fruitful
association with the company, to be precise 10
years, he has always shown a high degree of
enthusiasm and initiative in his work. He is still
young (35 yrs) dynamic and aggressive. He is
result- oriented and is more interested in ends
rather than means. One of the workers, testifying
his leadership qualities, remarked thus: “though
he is harsh at times, you will know where you
stand when you work with him. When you have
done a good job, he lets you know it.” Mr. Dutt is
willing to shoulder additional responsibility. He
decides things quickly and when action is
required he is ‘always on his toes’.
During his 15 years tenure in the company, Mr.
Rajanarain has endeared himself to all his colleagues
by his superior workmanship and pleasing manners.
He always believes in the principle of employee
participation in the decision- making process. Unlike
Dutt , he encourages his subordinates to come out
with innovation ideas and useful suggestions. Before
arriving at a decicion he always makes it a point to
consult his subordinates. Not surprisingly, all his
subordinates are very pleased to work under him
appraise his leadership qualities. They readily admit
that the participative climate has encouraged them to
use their talents fully in the service of the organisatio.
Company records also bear evidence for the increase
in the production soon after Rajanarain became the
head of his department
 QUESTIONS
• Analyze the leadership qualities and
styles of Mr. Dutt and Mr. Rajanarain.?
• Between these two people, whom would
you recommend for the position of a
marketing manager? why?
CONCLUSION