LBSIM : PGDIM

Art & practice of leadership

(OL 23)
Trim V

Maj Gen (Dr) G G Dwivedi, SM,VSM&BAR(retd)

M Sc, PGDM, MBA M Phil(double), Ph D(JNU),EC Harvard
Prof- Strategic - IR & Management
E-mail: govinddwivedi999@gmail.com
 Aim
To facilitate:-
• Comprehend nuances of Leadership
• Develop requisite Skills &Competencies
• Deploy leadership potential
• Assume leadership role in professional and
personal life
 Learning Objectives
On Completion of OL Course, Students will be able to :-
• Understand Essence of Leadership
• Cognize Process of Creative Thinking
• Gain Insight –Articulate Vision, Formulate Strategies
• Assimilate Modalities of Leadership Development &
Competencies
• Introspect complexities of Ethical and Authentic Leadership
• Grasp the phenomenon of Building and Leading Teams
• Apply Leadership Competencies in Real Life Situations
 Course Structure
Module No Session No(s) Topics
I 1-4 Fundamentals of Leadership

•Leadership: An Insight(Including
Indian Perspective)
1-2 •Approaches to Leadership
• Transactional & Transformational
• Leadership & Management

3-4 •Adaptive Leadership

•Leadership & Human Behaviour
 Course Structure
Module No Session No(s) Topics
Developing Leadership
II 5-8 Competencies

5-6 Creative Thinking

•Critical and Design Thinking
•Creative Leadership

Leadership Competencies
•Decision Making
7-8 •Problem Solving
•Managing Conflict
•Negotiation Skills
 Course Structure
Module No Session No(s) Topics
III 9-12 Leadership Development

Self-Leadership
9-10 •Self- Efficacy
•Evaluating Leadership Potential

Actionable Leadership
11-12 •Ethical and Principle Centered
Leadership - Competing Values
•Framing and Managing Change
 Course Structure
Module No Session No(s) Topics
IV 13-16 Practicing- Art of Leadership

Deploying Leadership
13-14 • Group and Team Dynamics
• Best Global Practices

Leading Cross Functional & Virtual

Teams
15-16 • Diverse Cultural Environment
• Virtual Teams
• Peer Group Consultation
 Course Structure
Module No Session No(s) Topics
Leadership in the Era of
V 17-20 Disruption
Experiential Learning
•Group Project Presentations
17-18 •Simulative Exercises

19-20 Leadership Era of Disruption

•Opportunities and Challenges
•Concluding Session & Feedback
 Pedagogy
Teaching methodology-Judicious Mix of Experiential Learning, Case
Methods, Role Plays, Scenario Painting, Group Projects and Presentations.

Evaluation Parameters:

End Term Examination : 40 Marks

Mid Term Test : 20 Marks

Internal Assessment : 40 Marks

- Class Work : 10 Marks

- Quiz : 10 Marks

- Live Project/Group Assignment : 20 Marks

Sessions I & II
Leadership-An Insight
“But for nature, no other phenomenon
has impacted the destiny of our planet,
as much as leaders”

(GGD)
Defining Leadership
“A leader is an enabler, game changer;
provides conducive environment and
frame work for ordinary people to
achieve the extraordinary. A leader
cannot be a know all; must know
individual limitations”
(GGD)
Leader & Followership
 “Leader is someone who people
follow. Leaders create followers and
followers create leaders. People just
don’t follow anyone!
 Why People Follow?

• Inspirational vision
• Respect and reverence
• Trust and faith
• Liking and charisma
• Support for constituents
Evolution of Leadership
Concepts and Theories
Indian- Ancient Perspective
Overview
• Ethical/Servant Leadership by example
• Righteous(Dharma)Self Reflection , Emotional Intelligence
• Inclusiveness, Diversity, Harmony
• Qualities-Courage, Wisdom, Detachment, Selflessness , Compassion

Bhishma Advice for a King

• Duty to rule well-Actions shape destiny
• Conduct to be above reproach essentials: Self Esteem,
Humility, Straightforwardness & Passion
• First duty- People well being, Security
Trait Theory
 Traits
Characteristics:-
• Physical
• Personality
• Ability
Common ones:-
• Passion
• Character
• Intelligence-Creativity
• Self Confidence
• Resilience
• Empathy-Sociability
 Behavioural /Style Theory
• Autocratic
• Coaching / Selling Leader
• Participative- Delegation
• Laissez – Faire
• Narcissistic
• Toxic
Situational / Contingency
Theory
 Behavioural /Style Theory
Situational Leadership Theory (SLT)
A contingency theory focuses on followers’
Readiness; More ‘’ready & willing’’- followers- less requirement
for leader’s support and supervision.

LOW State of Follower Readiness High

Requirement of Leader’s
Support & Supervision
High LOW
 Path - Goal
Leadership Theory
Transactional – Transformational
Leadership
 Transformational Leadership

• Vision
• Motivation
• Influence
• Communication
• Inclusive
• Mentorship
Leadership and
Management
Leadership: Myths & realities

• Are Leaders Born or Made?

• Is Leadership Art or Science?
• Leadership: Authority- Power-
Influence- Action.
• Can Leadership be taught?
 Triad
Influence

Interface

Authority Power
 Natural Laws of Leadership
 Creativity
 Contextual
 Influence
 Interaction
 Willing followers
 Risky
 Self referral process.
 Ideal Leader

• Gets things done with very little motion

• Imparts instructions not through many
words, but by few deeds.
• Keeps informed but interferes hardly at
all.
• Acts as Catalysts
• On success takes no credit
(Lao Ze - Founder of Taoism)