A CASE STUDY

LEADERSHIP QUALITIES AND HIGH ACHEIVEMENTS

TOPIC – SOURAV GANGULY
PAPER – 103
ORGANISATIONAL BEHAVIOR ASSIGNMENT
Name Roll Number
Tamal Kanti Das 19
Debarati Ghosh 33
Deepan Banerjee 34
Pritam Kundu 45
Shilpan Guria 56
 QUESTIONS RELATED TO LEADERSHIP, HIGH
ACHIEVEMENT, AND MOTIVATION

• How a leader should take decisions at tough and critical situation??

• Do all leaders have a “shelf life ”?

• What is the important leadership traits of Sourav Ganguly is related

to organizational behavior?

• Can Sourav Ganguly’s leadership quality teach managers about

leading from the front? What can the leaders in businesses learn
from his successes and failures?

• How we can relate Sourav Ganguly as a high achiever?? How it is

related to Mcclelland achievement?
 DO ALL LEADERS HAVE A “SHELF LIFE” ?

• Every leader brings with him/her certain ideas, concepts and

theories which are pertinent to the current working scenario.
However , the only constant is change.

• Therefore, what is contemporary now might be obsolete in

future Therefore every leader must change his/her outlook
based on the business requirements.

• However, those leaders who don’t incorporate these changes
fade away only to bereplaced by a more contemporary one
.All these facts remind us of the fact that all leaders do have
a shelf life.
 HOW A LEADER SHOULD TAKE DECISIONS AT
TOUGH AND CRITICAL SITUATION??

• Every leader succeeds and fails depending on the situation

he or she is working under.

• success can always be measured in any field by

performance. Also, since success is dependent on the
performance it also incorporates the performance of the
other individuals in the group/team, simply because

• Business is also about teamwork. Therefore , the

acceptance of the leader by his/her team, the internal and
external forces which directly/indirectly affect the
business/task, the performance of his colleagues and peers
are responsible for the success of the leader.
 CAN SOURAV GANGULY’S LEADERSHIP QUALITY TEACH
MANAGERS ABOUT LEADING FROM THE FRONT AND LEARN
FROM HIS SUCCESSESAND FAILURES?

• There are primarily 3 basic aspects which we learn from Sourav from his Illustrious Carrier which

are stated briefly in the following
• He was prone to experimentation. He promoted himself to the opening slot and along with
Sachin form the best ODI’s opening partnership in the history of the game . This showcases his
ability to shoulder responsibility. Anopener’s job is a specialist’s job and he took over the
responsibility to display his Flamboyant Panache as a southpaw.
• He always provided vital breakthroughs with his golden arm. He became the first player in the
history of the game to receive 5 consecutive Man of the Match awards in one-dayers ,in a series,
in the Sahara 1997 Cup, which is a world record till date .He also won the Man of the Series.
• Again, due to the lack of form he dropped himself from the opening slot to accommodate
Sehwag who was a more attacking player than him, showcases that he was an honest leader and
is ready to make corrections for betterment of the team. Future Leaders and entrepreneurs can
learn a lot from Sourav .
• His unprecedented Knack for experimentation, Indifference to criticism, an eye for talent, his
Vision and not to mention his extraordinary EQ can make every leader stand up and notice. If
someone can accommodate few of the above mentioned qualities as we see in Sourav, they can
make whole world of difference to their respective organizations.
 HOW WE CAN RELATE SOURAV GANGULY AS A HIGH
ACHIEVER?? HOW IT IS RELATED TO MCCLELLAND
ACHIEVEMENT?
• Despite all the criticism, when Ganguly was dropped from the squad he dint questioned on his abilities.
As a high achiever he was motivated and worked very hard on his skills for several months and
performed well in domestic circuit.

• In November 2006, the most successful captain of the Indian cricket team, Sourav Ganguly (Ganguly)
made a memorable comeback to the Indian team.

• A person like Sourav Ganguly is always 'achievement motivated' and therefore seeks achievement,
attainment of realistic but challenging goals, and advancement in the job.

• There is a strong need for feedback as to achievement and progress, and a need for a sense of
accomplishment. People with a high need for achievement seek to excel and thus tend to avoid both
low-risk and high-risk situations.

• Achievers avoid low-risk situations because the easily attained success is not a genuine achievement. In
high-risk projects, achievers see the outcome as one of chance rather than one's own effort.

• High achieving individuals prefer work that has a moderate probability of success, ideally a 50% chance.
They prefer either to work alone or with other high achievers.
 WHAT IS THE IMPORTANT LEADERSHIP TRAITS
OFSOURAV GANAULY IS REALTED TO ORGANISATIONAL
BEHAVIOR?
Indifference to Criticism
• Gangly always took decisions which he felt right without caring for the critics’ sake. It is perhaps this indifference to criticism that
led to his omission from the team.
No personal Insecurity
• Sourav felt that every young player should play two years of domestic cricket before being selected for international assignments.
Heal so said that every newcomer should be given at least five games to prove himself. Perhaps, he being at a receiving end of a
raw deal that threatened to ruin his international cricket career enabled Sourav to understand the insecurities of  other
newcomers in the team better than his predecessors. Sourav backed the youngsters in the team tremendously and thus, gained
the love of his teammates.3)
Visionary
• His vision was to win the world cup for India and indeed came very very close to win one after a gap on 20 years
 Preference for Match Winners and Motivating Them
• He relinquished himself, to make the space for the opening slot to accommodate Virender Sehwag and Sachin Tendulkar.
• Ganguly will most be remembered though for having forged a winning unit from bunch of talented boys.
Emotional Intelligence
• He as a captain always believed in replying on the face and responding in an appropriate fashion. Again, the prime example of this
is his waving of the shirt violently from the balcony of Lords in 2002 to Andrew Flintoff.
Nurturing Talent
• He always wanted his players to develop skills for their andthe teams’ betterment. For example, He along with Sachin helped
Harbhajan and Zaheer hone up their batting skills which in the future has helped India save many matches from the Jaws of
Defeat.
THANKS