ASSIGNMENT

ON
LEADERSHIP QUALITY

Submitted By: --
ARIJIT KUNDU
MBA (IIND Semester)
Class Roll No.:- 09
Exam Roll: - BUR MBA No.:-2010/6

Subject: -- Managing Interpersonal And Group Processes

(MIGP)
Paper Code: -- HRD - 206

Guided By: --
Mr. AMIR JAFAR

CENTRE FOR MANAGEMENT STUDIES (CMS)

THE UNIVERSITY OF BURDWAN
BURDWAN (W.B.)
 LEADERSHIP:--
Leadership is an integral part of work and social life. In fact in any given
situation where a group of people want to accomplish a common goal, a
leader may be required. Leadership behaviour occurs in almost all formal
and informal social situations. Even in a non formal situation such as a
group of our friends too. Sometimes we may have also seen how the
change of situation leads to emergence of a new leader in a group. We also
know leadership behavior occurs in political and organizational set-up,
wherein the leaders may or may not be having formal authority but may
exhibit leadership behavior by influence people to work towards common
goals.

In Short, Leadership is an interactive conversation that pulls people toward

becoming comfortable with the language of personal responsibility and
commitment.

Leadership is applicable to all facets of life: a competency that you can

learn to expand your perspective, set the context of a goal, understands the
dynamics of human behavior and takes the initiative to get to where you
want to be.

 Characteristic of Leaders:--
 Adaptable of situations

 Alert towards social situation

 Cooperative

 Decisive

 Dependable

 Assertive

 Confident and persistent and

 Knowledge
  Types o f Leadership:--
 Visionary Leader

 Integration Leader

 Fulfillment Leader

 Transactional Leader

 Transformational Leaders and

 Charismatic Leader

Five leaders are as below –

A. Ratan Naval Tata
B. Sourav Ganguly
C. Mohandas Karamchand Gandhi
D. Indira Gandhi
E. Adolf Hitlar
TH
A. Ratan Naval Tata – Tata Group Chairman, (Born – 28 of December, 1937
Mumbai, India / Lives India)

Famous for: Being a wealthy billionaire Indian businessman and chairman of the
Tata Group, one of the largest conglomerate companies in India.

 Profile:--

Ratan Tata became the Chairman of the Tata Group in 1981 after serving as
Chairman in charge of the Nelco division of the group. Tata is India's largest
conglomerate and includes the brands Tata Motors, Tata Steel, Tata Power, Indian
Hotels, as well as other brands labeled under the Tata name.

Ratan Tata was born on December 28, 1937 in Mumbai, India in one of the richest
families in the country. His great grandfather, Jamsedji Tata, was the founder of
the Tata group and passed the power and inheritance down to his family. Ratan
Tata grew up in a broken household, however, after his parents split in the mid-
1940s and he and his brother were raised by their grandmother, Lady Navajbai.

Tata was a good student and studied hard at the Campion School in Mumbai
followed by studies in architecture and structural engineering at Cornell
University. He graduated with his bachelor’s degree in 1962 and joined the Tata
Group in December of that same year. Tata's first job with the Group involved
working with the Tata Steel division where he worked with the blue-collar
employees shoveling stone and working with the furnaces.

Although this original job was physically difficult, it helped Ratan Tata gain a
better understanding and appreciation for the business and he gradually began
taking on more responsibility. In 1971, Tata became Director-in-Charge of the
National Radio & Electronics Company Limited (Nelco) in order to help its
struggling finances. Ratan Tata helped build a better consumer electronics
division but the economic recession and union strikes prevented his vision from
taking hold.

Tata was eventually moved to Empress Mills in 1977, a struggling textile mill
within the Tata Group. Ratan Tata renewed the vision for the mill but the larger
Tata Group was not in agreement with his advice. Instead, the mill was shut down
and liquidated in 1986, to Tata's disappointment, and he was moved to the Tata
Industries, another holding company.

With Tata Industries, Ratan Tata was able to transform the management and
vision of the division and bring in significantly larger dividends. This renewed
financial success helped bring the Tata Group to the New York Stock Exchange
and gave the company even more international power and prestige. Ratan Tata
continued to acquire different industries for the Tata Group, eventually purchasing
the steel an aluminum producer, Corus Group as well as Jaguar and Land Rover
brands from the Ford Company.

Ratan Tata lives a very private life in Mumbai, India.

 Leadership Quality of Ratan Tata:--

1. Motivation:

Ratan Tata must always keep motivating his team mates for good work and
should maintain healthy environment. He must give first priority to safety of
workers.

Motivating factor of Ratan Tata in leadership quality –

• Very Dignified
• Ethical
• Dependable
• Believes in keeping promises
• Loyal and believes in relationships
• Questioning in Unquestionable
 • Risk taker not a speculator
• Exemplary leadership qualities and tremendous motivator.

2. Ability to Stand against Critics:

As the success rate increase your critics multiply and become louder. Come to
peace with the fact that you will always have a camp of people who critique
every decision you make. Ratan Tata has this ability.

3. Analysis part of Leadership Quality:

Leadership quality which makes a person stands out different from other
ordinary employees. It is associated with such a person who has
aggressiveness in speech and action, love for employees and who can handle
pressure under different circumstances and a person who is always ready to
fight for the right of employee. Ratan Tata also has this leadership quality.

B. Sourav Ganguly – Former Indian national cricket team captain, (Born – 8TH of July,
1972 Kolkata, India / Lives India)

Famous for: Aggressive behavior in the field.

 Profile:--

Sourav Ganguly is a former Indian cricketer, and captain of the Indian national
team. Born into an affluent family, Ganguly was introduced into the world of
cricket by his elder brother Snehasish. He started his career by playing in state
and school teams. Currently, he is the 5th highest run scorer in ODIs and was the
5th person in history to cross the 10,000 run landmark and only the 2nd Indian to
cross that landmark after Sachin Tendulkar. Wisden ranked him the sixth greatest
one day international (ODI) batsman of all time, next to Viv Richards, Sachin
Tendulkar, Brian Lara, Dean Jones and Michael Bevan.

After a series of plays in different Indian domestic tournaments such as the Ranji
and Duleep trophies, Ganguly got his big-break while playing for India on their
tour of England. He scored 131 runs and cemented his place in the Indian team.
Ganguly's place in the team was assured after successful performances in series
against Sri Lanka, Pakistan and Australia, winning the Man of the Match awards. In
the 1999 Cricket World Cup, he was involved in a partnership of 318 runs with
Rahul Dravid, which remains the highest overall partnership score in the World
Cup tournament history.
Due to the match-fixing scandals in 2000 by other players of the team, and for his
poor health, Indian captain Sachin Tendulkar resigned his position, and Ganguly
was made the captain of the Indian cricket team. He soon received media
criticism after an unsuccessful stint for county side Durham and for taking off his
shirt in the final of the 2002 Natwest Trophy. He led India into the 2003 World Cup
final, where they were defeated by Australia. Due to a decrease in individual
performance, he was dropped from the team in the following year. Ganguly was
awarded the Padma Shri in 2004, one of India's highest awards. He returned to
the National team in 2006, and had successful batting displays. Around this time,
he became involved in a dispute with Indian team coach Greg Chappell over
several misunderstandings. Ganguly was again dropped from the team; however
he was selected to play in the 2007 Cricket World Cup.

Ganguly joined the Kolkata Knight Riders team as captain for the Indian Premier
League Twenty20 cricket tournament in 2008. The same year, after a home Test
series against Australia, he announced his retirement from cricket. After his
retirement, Ganguly continued to play for the Bengal team and was appointed the
chairman of the Cricket Association of Bengal's Cricket Development Committee.
The left-handed Ganguly was a prolific One Day International (ODI) batsman, with
over 11,000 ODI runs to his credit. He is India's one of the most successful Test
Captain to date, winning 21 out of 49 test matches. An aggressive Captain,
Ganguly is credited with having nurtured the careers of many young players who
played under him.

 Leadership Quality of Sourav Ganguly:--

1. Influencing Quality:

Ganguly's greatest legacy lay in his influence on the younger and budding
generation of cricketers. Ganguly felt that every young player should play two
years of domestic cricket before being selected for international assignments.
He also said that every newcomer should be given at least five games to prove
himself. Later he explained that being at the receiving end of an unfair
decision against him that threatened to ruin his international cricket career, it
enabled him to understand the insecurities of other newcomers in the team
better than his predecessors. Ganguly had always backed the influence and
contribution of younger players of the team.

2. 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.

3. No personal Insecurity:

Sourav felt that every young player should play two years of domestic cricket
before being selected for international assignments. He also 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.

4. Visionary:

His vision was to win the world cup for India and indeed came very close to win
one after a gap on 20 years.

5. Preference for Match Winners:

Sourav 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 a bunch of talented
boys.

6. 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.

7. Nurturing Talent:

He always wanted his players to develop skills for their and the 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. Similarly, When Sourav was the captain, his
persistence on Dravid hone up his skills as a wicketkeeper helped him not just
to play an extra batsman/bowler but also won many a matches for India, until
the advent of ‘MSD’.

C. Mohandas Karamchand Gandhi – Pre-eminent political and ideological leader of

India, (Born – 2ND of Oct, 1869 : Death– 30TH Jan, 1948; India )

Famous for: Great Leader of India independence movement.

 Profile:--

Mohandas Karamchand Gandhi was the pre-eminent political and ideological

leader of India during the Indian independence movement. He pioneered
Satyagraha. This is defined as resistance to tyranny through mass civil
disobedience, a philosophy firmly founded upon ahimsa, or total nonviolence. This
concept helped India to gain independence, and inspired movements for civil
rights and freedom across the world. Gandhi is often referred to as Mahatma
Gandhi. In India he is also called Bapu. He is officially honoured in India as the
Father of the Nation; his birthday, 2 October, is commemorated there as Gandhi
Jayanti, a national holiday, and worldwide as the International Day of Non-
Violence.

Gandhi first employed civil disobedience while an expatriate lawyer in South

Africa, during the resident Indian community's struggle there for civil rights.
During this time, he wrote articles for Indian newspapers about black people that
some modern readers consider racist. After his return to India in 1915, he
organised protests by peasants, farmers, and urban labourers concerning
excessive land-tax and discrimination. After assuming leadership of the Indian
National Congress in 1921, Gandhi led nationwide campaigns to ease poverty,
expand women's rights, build religious and ethnic amity, end untouchability, and
increase economic self-reliance. Above all, he aimed to achieve Swaraj or the
independence of India from foreign domination. Gandhi famously led his followers
in the Non-cooperation movement that protested the British-imposed salt tax with
the 400 km (240 mi) Dandi Salt March in 1930. Later, in 1942, he launched the
Quit India civil disobedience movement demanding immediate independence for
India. Gandhi spent a number of years in jail in both South Africa and India.

As a practitioner of ahimsa, Gandhi swore to speak the truth and advocated that
others do the same. He lived modestly in a self-sufficient residential community
and wore the traditional Indian dhoti and shawl, woven from yarn that he had
spun by hand himself. He ate simple vegetarian food, experimented for a time
with a fruitarian diet, and undertook long fasts as a means of both self-purification
and social protest.

 Leadership Quality of Mahatma Gandhi:--

1. Honest:

A leader needs to be honest. An honest leader is trustworthy. People show

tremendous faith in such leaders. It is said that it is easy to preach but difficult
to practice. So a leader should always preach by his action. Mahatma Gandhi
did what he preached; he never compromised with his integrity. This is why
even British respected him. A leader has to show consistency in his words and
deeds. He should not change his stance too often as it would confuse the
masses and soon he will lose his credibility.

2. Good Communicator:

A leader needs to communicate constantly. So it is very important for them to

have good communication skills. They should be able to establish a chord with
the people so that the people feel comfortable in expressing themselves in
front of the leader. A heart-to-heart relationship with the people is a must for
any leader. Mahtma Gandhi was the good communicator.

3. Tolerate Criticizers:
 A leader should have the ability to withstand criticism and not get carried away
by it. It is not possible for any individual to please everyone. So a leader should
tolerate the criticizers and should not allow his decision to be influenced by
such criticism. He should always work for the benefit of the people and should
not try to please everyone. A leader should have the ability to motivate others
and should create a healthy environment around him. Mahtma Gandhi was this
quality also.

4. Situational Leadership Quality:

Gandhiji advocated leadership styles which are dependent on the

circumstances. When Gandhiji was in South Africa, he launched his protests in
a suit and tie. But when he came back to India he thought of Khadi and
launched non-violent protests on a greater scale which shows that Gandhiji’s
situational quality in leadership.

5. Public Relation quality:

On the occasion of Dandi March, Gandhiji had gone at the spot quietly which
would have made a good impact. He knew he had to create an event to make
an impact and so he took his followers on a march that stirred popular
psychology and used it along with his public relation skills.

D. Indira Gandhi - Former Prime Minister of India (Born–19TH November 1917 :

Death– 31TH Oct, 1948; India)

Famous for: Motivating factor.

 Profile:--

Indira Gandhi was born on November 19, 1917 into the politically influential
Nehru Family. Her father was Jawaharlal Nehru and her mother was Kamala
Nehru. It is a common myth to relate the name Gandhi with Mahatma Gandhi, but
her surname is from her marriage to Feroze Gandhi. Her grandfather, Motilal
Nehru, was a prominent Indian nationalist leader. Her father, Jawaharlal Nehru,
was a pivotal figure in the Indian independence movement and the first Prime
Minister of Independent India.

In 1934–35, after finishing school, Indira joined Shantiniketan, a school set up by

Rabindranath Tagore, who gave her the name Priyadarshini (priya=pleasing,
darshini=to look at). Subsequently, she went to England and sat for the University
of Oxford entrance examination, but she failed,[4] and spent a few months at
Badminton School in Bristol, before clearing the exam in 1937 and joining
Somerville College, Oxford. During this period, she was frequently meeting Feroze
Gandhi, whom she knew from Allahabad, and who was studying at the London
School of Economics. She married Feroze in 1942.

Returning to India in 1941, she became involved in the Indian Independence

movement. In the 1950s, she served her father unofficially as a personal assistant
during his tenure as the first Prime Minister of India. After her father's death in
1964 she was appointed as a member of the Rajya Sabha (upper house) and
became a member of Lal Bahadur Shastri's cabinet as Minister of Information and
Broadcasting.

The then Congress Party President K. Kamaraj was instrumental in making Indira
Gandhi the Prime Minister after the sudden demise of Shastri. Gandhi soon
showed an ability to win elections and outmaneuver opponents. She introduced
more left-wing economic policies and promoted agricultural productivity. She led
the nation as Prime Minister during the decisive victory in the 1971 war with
Pakistan and creation of an independent Bangladesh. A period of instability led
her to impose a state of emergency in 1975. Due to the alleged authoritarian
excesses during the period of emergency, the Congress Party and Indira Gandhi
herself lost the next general election for the first time in 1977. Indira Gandhi led
the Congress back to victory in 1980 elections and Gandhi resumed the office of
the Prime Minister. In June 1984, under Gandhi's order, the Indian army forcefully
entered the Golden Temple, the most sacred Sikh Gurdwara, to remove armed
insurgents present inside the temple. She was assassinated on 31 October 1984
in retaliation for this operation.

 Leadership Quality of Indira Gandhi:--

1. Unusual Train in Leadership Quality:

Indira Gandhi's stunning defeat in India's national election of March 1977

seemed to be a conclusive rejection of her leadership by the Indian electorate.
What was even more stunning was her return to power in the election of
January 1980.

2. Multifaceted Individual:

The instrument for assessing the personality of Indira Gandhi's profile was
compiled and adapted from criteria for normal personality types and
pathological variants. Gandhi emerges as a multifaceted individual with four of
her personality scales—the Ambitious, the Reticent, the Contentious, and the
Dominating—approaching the level of mildly dysfunctional.

3. Dominant Personality:

The controlling style is a more inflated variant of the Dominant pattern; it

suggests exaggerated features of the basic personality pattern with the
potential for a mild personality dysfunction. It is associated with forceful,
overbearing, intimidating, and abrasive behavior. Controlling individuals,
 though often somewhat disagreeable, tend to be emotionally stable and
conscientious.

4. Reticent and Self-Efficacious Quality:

Indira Gandhi's reticent and self-effacing behavior could be observed since

childhood. She was hesitant of confiding in anyone; she felt extremely lonely
and was too proud to show it. During her stay at Oxford, she was asked by
Krishna Menon to give a speech to the India League. She reluctantly agreed,
but at the meeting she froze and was unable to utter a word. Even at 42, as a
married woman and president of the Indian National Congress party, she was
described as retiring and ill at ease in social settings.

5. Assertive Quality:

Biographical evidence supports these assertions and the high score yielded in
this domain. Even as a child, when Indira saw the police snatching away the
things she knew belonged to her “Mommy and Papu and Dadu,” she went after
them, particularly the police inspectors, like a fury, and cried and stamped her
feet. When she became an adolescent, she learned how to gain control of a
situation by refusing to respond—verbally or in letters—to others, including her
father. During a visit to Nehru at Almora jail, Indira and her father quarreled,
and she threatened not to see him for six months. This projects her strong
assertive quality.

E. Adolf Hitlar - Former Chancellor of Germany (Born–20TH April, 1889 : Death– 30TH
April, 1945; German)

Famous for: Dictatorship rule

 Profile:--

Adolf Hitler was an Austrian-born German politician and the leader of the National
Socialist German Workers Party (German: Nationalsozialistische Deutsche
Arbeiterpartei, abbreviated NSDAP), commonly known as the Nazi Party. He was
Chancellor of Germany from 1933 to 1945, and served as head of state as Führer
und Reichskanzler from 1934 to 1945.

A decorated veteran of World War I, Hitler joined the precursor of the Nazi Party
(DAP) in 1919, and became leader of NSDAP in 1921. He attempted a failed coup
d'etat known as the Beer Hall Putsch, which occurred at the Bürgerbräukeller beer
hall in Munich on November 8-9, 1923. Hitler was imprisoned for one year due to
the failed coup, and wrote his memoir, Mein Kampf, while imprisoned. After his
release on December 20, 1924, he gained support by promoting Pan-Germanism,
anti-semitism, anti-capitalism, and anti-communism with charismatic oratory and
propaganda. He was appointed chancellor on January 30, 1933, and transformed
the Weimar Republic into the Third Reich, a single-party dictatorship based on the
totalitarian and autocratic ideology of Nazism.

Hitler ultimately wanted to establish a New Order of absolute Nazi German

hegemony in continental Europe. To achieve this, he pursued a foreign policy with
the declared goal of seizing Lebensraum ("living space") for the Aryan people;
directing the resources of the state towards this goal. This included the
rearmament of Germany, which culminated in 1939 when the Wehrmacht invaded
Poland. In response, the United Kingdom and France declared war against
Germany, leading to the outbreak of World War II in Europe.

Within three years, German forces and their European allies had occupied most of
Europe, and most of Northern Africa, and the Japanese forces had occupied parts
of East and Southeast Asia and the Pacific Ocean. However, with the reversal of
the Nazi invasion of the Soviet Union, the Allies gained the upper hand from 1942
onwards. By 1944, Allied armies had invaded German-held Europe from all sides.
Nazi forces engaged in numerous violent acts during the war, including the
systematic murder of as many as 17 million civilians, including an estimated six
million Jews targeted in the Holocaust and between 500,000 and 1,500,000 Roma,
added to the Poles, Soviet civilians, Soviet prisoners of war, people with
disabilities, homosexuals, Jehovah's Witnesses, and other political and religious
opponents.

In the final days of the war, during the Battle of Berlin in 1945, Hitler married his
long-time mistress Eva Braun and, to avoid capture by Soviet forces, the two
committed suicide less than two days later on 30 April 1945.

 Leadership Quality of Adolf Hitlar:--

1. Charismatic Quality:
Hitler gained this 'charismatic status' partially because of his political skill and
magnetism. He had experienced considerable success in cutting the
unemployment figures and this was essential. However, it was somewhat
overshadowed by his unshakeable conviction in his own historical role. Hitler often
spoke of a 'mission' and claimed 'I go with the certainty of a sleepwalker along the
path laid out for me by Providence'. It was this 'mission' achievable only for Hitler
that allowed him to transcend bureaucratic processes and become 'charismatic'.

2. Dictatorship quality:

Hitler was, first and foremost, determined to command personally. According to

his so-called Leader Principle (Führerprinzip), ultimate authority rested with him
and extended downward. At each level, the superior was to give the orders, the
subordinates to follow them to the letter. In practice the command relationships
were more subtle and complex, especially at the lower levels, but Hitler did have
the final say on any subject in which he took a direct interest, including the details
of military operations, that is, the actual direction of armies in the field.

3. Accuracy in Execution:

Hitler had an incredible memory for detail and would become annoyed at any
discrepancies. He supplemented that information by consulting with his field
commanders, on very rare occasions at the front, more often by telephone or by
summoning them back to his headquarters. As the briefing went on he would
state his instructions verbally for his staff to take down and then issue as written
orders.

4. Reliance on Instinct:

Hitler shunned serious, comprehensive intellectual effort and was largely ignorant
of military affairs and foreign cultures. He tended to reject any information that
did not fit with his (often wildly inaccurate) preconceptions. Instead he relied on
his 'instinct' and a belief that the will to win would overcome every obstacle in the
end.

5. Megalomaniac in Nature:

Hitler believed that war was his only tool, that his armies would win the war
simply by winning battles, and that they would win battles in large part because
of their racial and ideological superiority. He never balanced ends and means at
the national level, and no matter how many battles he won, there always seemed
to be another one to fight. In the end, his was the nation that exhausted itself.