LEADERSHIP

LEADERSHIP

A report submitted to the faculty of School of Business as a partial requirement of

Principle of Management (MGT 210) course, Fall 2009.

Prepared For:

Md. Mujibul Hoque (MJB)

Course Instructor (MGT 210)

School of Business

North South University

NORTH SOUTH UNIVERSITY

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Prepared By
Group:05
Sec:08

1.Fatema Tuj Johora Id:082 227 030

2.Sayeda Id:
3.Israt Jahan Lopa Id:
4. Id:
5. Tahiya Jamal Id:0910011030

December 14, 2009

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Md. Mujibul Hoque

Faculty

School of Business

North South University

Dhaka.

Re: Submission of Report on “leadership.

Dear Sir,

It is our great pleasure to submit the report titled “Leadership” that you assigned to us as a partial
requirement of the course MGT 210. We thank you for allowing us the opportunity to do the project on
this topic.

All of us put our best effort to follow your guidelines and have come to the most rational conclusion. Still
there might be some errors due to our lack of experience. We appreciate all sort of criticism and welcome
further queries.

We will always be available for any supplementary interpretation or clarification that may require. This
report definitely gives us an exceptional experience that will be in use in the future.

We hope that our report will live up to your expectations and will throw some light on the issue.

Sincerely,

Fatema Tuj Johora

Id:082227030

Sayeda

Id:083

Israt Jahan Lopa

Id:082

Roksana

Id:091

Tahiya Jamal

Id:0910011030

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ACKNOWLEDGEMENT

This project has been an eye-opener for us and we have been fortunate to have the
support, assistance and encouragement of a number of individuals while preparing this
report. Without their support it would have been hard to complete this study.

First of all, we would like to express our sincere gratitude to our respected course
instructor Mr.Mujibul Hoque, Faculty, School of Business, North South University for
guiding us and for his suggestions regarding our project which helped us a lot throughout
preparing the project till the completion. Without his support this report would not have
been possible.

A special thank goes to the team members whose unflagging capacity for creative work
and long hours made the project successful – under the pressure of deadlines.

A special recognition is extended to all of those who contributed to this report by taking
part in preparing the report and thus presenting their valuable opinions to us.

All in all, it was a wonderful experience to work as a team in doing the project work and
preparing this report on such a flourishing company of a fast growing industry.

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TABLE OF CONTENT
LETTER OF TRANSMITTAL 3

ACKNOWLEDGEMENT 4

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1st person
LEADERSHIP

Leadership can be defined as one's ability to get others to willingly follow. A simple definition of
leadership is that leadership is the art of motivating a group of people to act towards achieving a

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common goal. Leadership is a winning combination of personal traits and the ability to think and
act as a leader, a person who directs the activities of others for the good of all. Anyone can be a
leader, even if the only person they’re leading is themselves.

Some ideas about leadership are:

"Leadership is "the behavior of an individual . . . directing the activities of a group toward a

shared goal." -(Hemphill & Coons, 1957).

"Leadership is "the influential increment over and above mechanical compliance with the
routine directives of the organization."- (Katz & Kahn, 1978).

Leadership is "the process of influencing the activities of an organized group toward goal
achievement." -(Rauch & Behling, 1984)

"Leadership is about articulating visions, embodying values, and creating the environment
within which things can be accomplished."- (Richards & Engle, 1986)

The concept of leadership can be easily related to many aspects of live. Leadership is required to
run a country, leadership is essential by a president to win the hearts of the millions of people of
the country. Leadership of a father and mother guides a house; whereas leadership of a manager
creates prosperity of an organization. Even in a cricket or football match good leadership from
the coach and captain is vital for winning the match. Leadership is a rare quality in individuals
and not everyone possesses it.

From amongst the many forms of leadership in our live only the leadership of a country and
leadership in an organization in the context of Bangladesh would be highlighted through this
report.

Leaders
Leader is the person who holds a dominant or superior position within its field, and is able to
exercise a high degree of control or influence over others. It then goes on to say that a leader is
"a person who has commanding authority or influence".

Many writers and socialists have presented their point of view about leadership:

“A leader takes people where they want to go. A great leader takes people where they don't
necessarily want to go, but ought to be.” -Rosalynn Carte.

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“If your actions inspire others to dream more, learn more, do more and become more, you are a
leader.”John Quincy Adams (American 6th US President 1825-29)

“In simplest terms, a leader is one who knows where he wants to go, and gets up, and goes.”
-John Erksin.

“The leader is one who mobilizes others toward a goal shared by leaders and followers...
Leaders, followers and goals make up the three equally necessary supports for leadership.” -Gary
Will.

The definition of leader given by John Quincy Adams (American 6th US President 1825-29) is
more appealing as it describes the emotional aspects of a leader and his ability to inspire people
to follow his vision. This is a quality that must be present in a leader of a country or
organization. There have been many leaders of Bangladesh who possessed this extra ordinary
feature in their character Maulana Abdul Hamid Khan Bhashani, A. K. Fazlul Huq, Sheikh
Mujibur Rahman and Ziaur Rahman are some of those great leaders.

Best leaders of all time:

Hazrat Mohammad (Sm): He is the greatest leader of all the time. He was sent to show the
derailed and absent minded people the right and just way. He showed the people the way to be
happy and united and have faith in almighty Allah.

Mohandas Karamchand Gandhi: pronounced (2 October 1869 – 30 January 1948) was the pre-eminent
political and spiritual leader of India during the Indian independence movement. He was the pioneer
of satyagraha—resistance to tyranny through mass civil disobedience, firmly founded upon ahimsa or

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total nonviolence—which led India to independence and inspired movements for civil rights and freedom
across the world.

Mahathir bin Mohamad: He was the fourth Prime Minister of Malaysia. He held the post for 22
years from 1981 to 2003, making him Malaysia's longest-serving Prime Minister, and one of the longest-
serving leaders in Asia.[1] During his term in office, he was credited for engineering Malaysia's
rapid modernisation.[2] Mahathir is also known for his criticisms towards western and developed countries.
[3]

During his administration, he was considered to be one of Asia's most influential leaders.[4]Mahathir is also
noted in the Western world as an outspoken critic of Western-styleglobalization.

Barak Obama: As a leader his swift and decisive action on the economic crisis has been
impressive. He has the courage to go first, to lead, where none have gone before. When he
speaks he gives those who hear him confidence, not in him but in themselves.

Professor Dr. Muhammad Yunus: Muhammad Yunus’s vision is the total eradication of poverty
from the world. 'Grameen', he claims, 'is a message of hope, a programme for putting
homelessness and destitution in a museum so that one day our children will visit it and ask how
we could have allowed such a terrible thing to go on for so long'.

Beside this in our world there are many great people who act as a successful leader. They help
people, motivate and influence people with their extraordinary skills and qualities.

Character develops over time. Many think that much of a person's character is formed early in
life. However, we do not know exactly how much or how early character develops. But, it is safe
to claim that character does not change quickly. A person's observable behavior is an indication
of her character. This behavior can be strong or weak, good or bad. A person with strong
character shows drive, energy, determination, self-discipline, willpower, and nerve.

Strong personality and good characteristics

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A strong person can be good or bad. A gang leader is an example of a strong person with a bad
character, while an outstanding community leader is one with both strong and good
characteristics. An organization needs leaders with both strong and good characteristics, people
who will guide them to the future and show that they can be trusted.

A leader must be able to communicate his or her vision in terms that cause followers to buy into
it. He or she must communicate clearly and passionately, as passion is contagious. A good leader
must have the discipline to work toward his or her vision single-mindedly, as well as to direct his
or her actions and those of the team toward the goal. Action is the mark of a leader. A leader
does not suffer “analysis paralysis” but is always doing something in pursuit of the vision,
inspiring others to do the same.

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Characters of a good leader:

 Integrity is the integration of outward actions and inner values. A person of integrity is
the same on the outside and on the inside. Such an individual can be trusted because he or
she never veers from inner values, even when it might be expeditious to do so. A leader
must have the trust of followers and therefore must display integrity.

 Honest dealings, predictable reactions, well-controlled emotions, and an absence of

tantrums and harsh outbursts are all signs of integrity. A leader who is centered in
integrity will be more approachable by followers.

 Dedication means spending whatever time or energy is necessary to accomplish the task
at hand. A leader inspires dedication by example, doing whatever it takes to complete the
next step toward the vision. By setting an excellent example, leaders can show followers
that there are no nine-to-five jobs on the team, only opportunities to achieve something
great.

 Magnanimity means giving credit where it is due. A magnanimous leader ensures that
credit for successes is spread as widely as possible throughout the company. Conversely,
a good leader takes personal responsibility for failures. This sort of reverse magnanimity
helps other people feel good about themselves and draws the team closer together. To
spread the fame and take the blame is a hallmark of effective leadership.

 Leaders with humility recognize that they are no better or worse than other members of
the team. A humble leader is not self-effacing but rather tries to elevate everyone.
Leaders with humility also understand that their status does not make them a god.
Mahatma Gandhi is a role model for Indian leaders, and he pursued a “follower-centric”
leadership role.

 Openness means being able to listen to new ideas, even if they do not conform to the
usual way of thinking. Good leaders are able to suspend judgment while listening to
others’ ideas, as well as accept new ways of doing things that someone else thought of.
Openness builds mutual respect and trust between leaders and followers, and it also keeps
the team well supplied with new ideas that can further its vision.

 Creativity is the ability to think differently, to get outside of the box that constrains
solutions. Creativity gives leaders the ability to see things that others have not seen and
thus lead followers in new directions. The most important question that a leader can ask
is, “What if … ?” Possibly the worst thing a leader can say is, “I know this is a dumb
question ... ”

 Fairness means dealing with others consistently and justly. A leader must check all the
facts and hear everyone out before passing judgment. He or she must avoid leaping to

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conclusions based on incomplete evidence. When people feel they that are being treated
fairly, they reward a leader with loyalty and dedication.

 Assertiveness is not the same as aggressiveness. Rather, it is the ability to clearly state
what one expects so that there will be no misunderstandings. A leader must be assertive
to get the desired results. Along with assertiveness comes the responsibility to clearly
understand what followers expect from their leader.

 Many leaders have difficulty striking the right amount of assertiveness, according to a
study in the February 2007 issue of the Journal of Personality and Social Psychology,
published by the APA (American Psychological Association). It seems that being under
assertive or overassertive may be the most common weakness among aspiring leaders.

 A sense of humor is vital to relieve tension and boredom, as well as to defuse hostility.
Effective leaders know how to use humor to energize followers. Humor is a form of
power that provides some control over the work environment. And simply put, humor
fosters good camaraderie.

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2nd person (Tanni)

History of leadership in Bangladesh

‘Bengali Language Movement’ in 1952

Bangladesh is a proud nation which always fought back whenever anyone tried to harm its pride.
Bangladeshi fought back through the ‘Bengali Language Movement’ in 1952 when the Pakistani
government of that time tried to abolish Bengali language by making urdu the national language
of this country. The first movement on this issue was mobilised by Tamaddun Majlish headed by
a leader Professor Abul Kashem. Gradually many other non-communal and progressive
organisations joined the movement, which finally turned into a mass movement, and ended in the
adoption of Bengali as the state languages.

Leaders of ‘The Freedom fight’ of Bangladesh

Maulana Abdul Hamid Khan Bhashani (1880-1976)

Maulana Abdul Hamid Khan Bhashani was a popular political leader in Pakistan and
Bangladesh, a self-educated, village-based man. Maulana Bhashani was the first among the
politicians to conceive of an independent Bangladesh. In early 1950s he felt that an integrated
Pakistan was no longer maintainable with hegemony of West Pakistan.

He was one of the founding members and President of the Pakistan Awami Muslim League
which later became Awami League (AL). He played a very critical role in the 1969 movement
which eventually led to the collapse of the Ayub regime and the release of Sheikh Mujibur
Rahman and other co-accused in the so-called Agartala conspiracy case against Pakistan. In 1967
Bhashani protested against the governmental ban against Tagore. Bhashani often resorted to

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hunger strikes as mode of peaceful protest. On one occasion his hunger strike continued for as
long as thirty one days.

In May 1976 National Leader of Bangladesh Maulana Bhashani led a massive Long–March
demanding demolition of the Farakka Barrage constructed by India to divert flow of Ganges
waters inside its territory, triggering the drying up of river Padma and desertification of
Bangladesh. Hundreds of thousands of people from all walks of life from all over the country
gathered in Rajshahi town to participate in the Long March. It was the first popular movement
against India demanding a rightful distribution of the Ganges's water. Since then Historic
Farakka Long March Day is observed on 16 March every year.

A. K. Fazlul Huq (26 October, 1873—27 April, 1962),

Abul Kashem Fazlul Huq (often referred to as Sher-e-Bangla (Bengali: েশের বাংলা Shere Bangla,
from Urdu: Sher-e Banglā "Tiger of Bengal") was a well-known Bengali statesman in the first
half of the 20th century.

Fazlul Huq got initiation in politics in the hands of Sir Khwaja Salimullah and Syed Nawab Ali
Chowdhury. With their assistance he entered the Bengal Legislative Council in 1913 as an
elected member from the Dhaka (Dacca) Division. For 1913-1916 Huq served as the Secretary of
the Bengal Provincial Muslim League and Joint Secretary of the All India Muslim League. Then
he served as the President of the All India Muslim League from 1916 to 1921.

After the partition of India in August 1947, Huq settled in Dhaka and served as the Advocate
General of East Pakistan from 1947 to 1952. He soon got involved against Bengali Language
Movement. Huq injured many people by the police lathi charged on the demonstrating students.
On 27 July 1953, Shere-e-Bangla founded the 'Sramik-Krishak Dal'. Fazlul Huq along with
Maulana Abdul Hamid Khan Bhasani and Suhrawardy formed the United Front to contest the
election of 1954.

Hassan Shahid Suhrawardy (24 October 1890 - 5 March 1965)

Huseyn Shaheed Suhrawardy was a politician from Bengal in undivided India, and later in East Bengal,
who served as Prime Minister of Pakistan from 1956 until 1957.

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Trends of leadership in Bangladesh

At present time Bangladesh is a democratic country ruled by political parties who are
elected through general election by the common people. In this way Bangladeshi people
gets to choose their own leader. For the past 4 election periods Bangladesh is led by either
female leaders as prime minister. So it is clearly evident that Bangladeshi people have no
cross gender issues and have no problem in accepting women leadership.

After 35 years of independence of Bangladesh one of our female leader has ruled the
country for about 10 years (longest period). She has been elected to five separate
parliamentary constituencies in the general elections of 1991, 1996, and 2001, a feat
unachieved by any other politician in Bangladeshi history. In 2006, Forbes ranked her at
number 33 in its list of the 100 Most Powerful Women in the world.

Movement against autocracy

Under woman leadership their party launched a relentless struggle against the autocratic
regime of the army. During the 9-year-long struggle the political leaders of Bangladesh did
not compromise with his autocratic and illegitimate government. For their strict adherence

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to the principles, the government restricted some of the leader’s movements by using
prohibitive laws. Some of them were even detained for seven times in eight years.

In the face of a mass upsurge spearheaded by alliances led by the political leaders, the
autocratic ruler at last handed over power to a neutral caretaker government on December
6, 1990. In the parliamentary elections held under this government on February 27, 1991
and democracy prevailed ever since.

Our leaders have played a commendable role in revitalising the South Asian Association
for Regional Cooperation.

Student politics

Our country has the trend of student politics. Many of our current leaders have emerged
from student politics

Achievements

A major achievement of Sheikh Hasina was to strike a treaty between India and
Bangladesh concerning the Farakka Barrage, a bone of contention between the two
countries ever since it was built in the 1960s. According to the treaty, Bangladesh was to
receive 33 thousand cubic feet per second (930 m³/s) of water.

Hasina next went on to create a 'Peace Treaty' with the tribal rebels in the mountainous
southeast of the country, thus seemingly solving a problem as old as Bangladesh itself.
Though rebel activities have reduced greatly after the treaty, the region remains a hotbed
of tensions.

Criticism of our leaders

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Khaleda Zia's leadership was plagued by rising religious militancy, continuing its spiralling
of corruption (including successive damning reports by Transparency International), a rise
in alleged attacks on minority groups (such as Hindus and Ahmadiyas as documented by
the US State Department and Amnesty International) and an increasingly explosive
political environment.

Begum Zia's son, Tareque Rahman, was also arrested in March 2007 for corruption. It was
later reported that, beginning on April 9, the government barred other politicians from
visiting Begum Zia's residence due to the state of emergency, imposed in January, which
prohibits political activity. Another son of Zia, Arafat Rahman Koko aka Coco, was
arrested on April 16.

On September 2, 2007, a case was filed against Zia by the interim government for
corruption regarding the awarding of contracts to Global Agro Trade Company in 2003,
and on September 3 she was arrested. Her son Arafat Rahman along with 11 others was
also detained after police recorded a corruption case against them involving irregularities
at Chittagong port.

On the other hand, the Awami League was criticized for harbouring gangsters turned
politicians, most notably Jainal Hazari of Feni. Her government was also criticized for
overusing Sheikh Mujibur Rahman — the country's founding leader and also father to
Sheikh Hasina — in the media and naming many major institutions and constructions after
him.

Sheikh Hasina was accused of forcing Bangladeshi businessman to pay bribes before his
company could build a power plant in 1998. Hasina accepted 30 million takas (US$441,000,
or €383,211) to get his project approved by the government, according to a police official.

On April 11, murder charges were filed against her by the police, alleging that she
masterminded the killing of four supporters of a rival political party in October 2006. The
four alleged victims were beaten to death during clashes between the Awami League and
rival party activists. On July 16, 2007 Hasina was arrested by state police at her home and
taken before a local court in Dhaka.

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Following Malaysia as an Example

Bangladesh has been the number one country in corruption according to reports of
Transparency International. This country is still a developing nation with very slow
economic growth rate. Expansion in population has been the major problem and high
inflation rate adds more problem to the economy.

All these facts prove the lack of good leadership in the country. The Bangladeshi political
leaders are mostly corrupted and do not have proper education. They lack good leadership
qualities and have failed to make massive progress for the country.

Meanwhile Malaysia, a country very near to Bangladesh, has made drastic economic
progress under the able leadership of Mahathir Mohammad. Bangladesh and Malaysia
were both in similar economic stage only about a decade ago. Then Malaysia focused the
development on economy, not on politics any more and the world of intellectual could measure
the result of Mahathir’s effort to develop his country, through income per capita or GDP or
Human Development Index.

So Mahathir Mohammad can be the best example for the leaders of developing countries like
Bangladesh for reforming their country’s economy.

Mahathir has a dynamic personality, as a leader is so aggressive in style of prime minister, together with
Malaysian bussinesman, Mahathir made a new trade relation with Africa and South America. Petronas is
a good example, how this oil company of Malaysia extend the oil resources in middle East and Africa.
Bangladesh can follow this example and extent its economic relationship with various foreign countries.

. Mahathir is considered by the West of “bad boy”, because if any policy of the West is not in
line for the sake of developing countries, he will shout for the sake of developing countries or the
Muslim world. So Mahathir and his government is success to overcome the financial (monetary)
crisis in 1997, without the support of IMF. Thus the Bangladeshi leaders can reduce the
dependence of this country on loans from IMF and World Bank.

Malaysia already becomes middle income (upper middle country).This economic success of
Malaysia cannot be without the tough leadership of Mahathir. Whereas the leaders of Bangladesh
have failed to lead the country to economic prosperity.

Mahathir Mohammad is a great leader of modern time. He led Malaysia to sovereignty and
flourished its prosperity by following his great vision. His vision of a countries development is
known as “Vision 2020” which can be a great example for the leaders of Bangladesh. Vision
2020 has nine points to be achieved by a country to gain success, the points are:

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1. a united, peaceful, integrated and harmonious nation

2. a secure, confidence, respected and robust society committed to excellence
3. a mature, consensual and exemplary democracy
4. a “fully moral” society with citizens strongly imbued with spiritual values and the highest ethical
standards
5. a culturally, ethically, religiously diverse, liberal, tolerant and unified society
6. a scientific, progressive, innovative and forward looking society
7. a caring society with family based welfare system
8. an “economically just” society with inter-economic parity
9. a fully competitive, dynamic, robust, resilient and prosperous economy

For to-day and to-morrow, Bangladeshi leaders need to learn the good example of leadership of
Mahathir Mohammad. So they can navigate in this period of globalization, in which Bangladesh is
facing the problem of fierce competition from other developing countries.

3rd person

Leadership in an organization

Leadership is very vital for the growth of an organization. Without proper guidance from an able
leader an organization faces the risk of extinction. A company might have many managers who
can manage the organization, but if none of them has leadership qualities then that company
would not progress. So it is the duty of a leader to use his creativity and innovative quality to
create uniqueness in that organization.

Leader is someone who leads, influences others and has managerial authority. He is appointed or
emerges from within a work group and is able to influence others for reasons beyond formal
authority. If we study the business history we can see many great persons who were actually a
great leader. They used to influence others and motivate them for doing many good works.

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Most of these leadership ideas can be easily related to the activities of a living leader of
Bangladesh, Dr. Mohammad Yunus. The founder of Grameen Organization Dr. Mohammad
Yunus is one of the greatest leaders of Bangladesh’s short business history. Being the only
Bangladeshi born noble peace prize winner he has inspired this nation through his vision and
determination. His innovative ideas about micro credit program has made him the pioneer of
microfinance organization and community development bank. It is due to this effort of his that
millions of poor villagers of Bangladesh has taken loans from Grameen Bank and improved their
economic conditions. His micro financing project is now being closely observed and followed by
many other developing nations. His vision of Grameenphone has revolutionized the
telecommunication sector of our country through mobile phone outburst.

Leaders vs. Managers

The debate between leadership and management has been raging for a number of years. I
feel that the distinction between management a leadership is useful one, in that it help us
gain a better understanding of leadership and causes us to reflect on our own behaviour,
asking ourselves, "Are we really leading?" So what are the differences between managers
and leaders?

According to Warren Bennis:

"There is a profound difference between management and leadership, and both are
important. To manage means to bring about, to accomplish, to have charge of or
responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action,
opinion. The distinction is crucial"

Summary of the differences between managers and leaders as follows:

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Managers Leaders

The manager administers; the leader innovates.

The manager is a copy; the leader is an original.

The manager maintains; the leader develops.

The manager focuses on systems; the leader focuses on people.

and structure

The manager relies on control; the leader inspires trust.

The manager accepts reality; the leader investigates it.

The manager has a short-range view; the leader has a long-range perspective.

The manager asks how and when; the leader asks what and why.

The manager has his or her eye; the leader has his or her eye on the horizon.

always on the bottom line

The manager imitates; the leader originates.

The manager accepts the status quo; the leader challenges it.

The manager is the classic good soldier; the leader is his or her own person.

The manager does things right; the leader does the right thing.

Leadership Qualities:

Leadership is nothing but the 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 the employees, and who can handle pressure under different circumstances and a
person who is always ready to fight for the rights of employee. A leader is useless without
followers. It is the followers who make a person as a leader and if required overthrow him.

Leaders play a critical role during change implementation, the period from the announcement of
change through the installation of the change. During this middle period the organization is the
most unstable, characterized by confusion, fear, loss of direction, reduced productivity, and lack
of clarity about direction and mandate. It can be a period of emotionalism, with employees

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grieving for what is lost, and initially unable to look to the future. In addition to forecast and
amiability, the characteristics that leader must have are ability to recognize employees' talents,
the know-how to make teams work and an open mind. Leadership does vary to some extent as
per the positions i.e. it may be slight different for manager and different for a union leader but
the basic qualities of leadership does not change.

1. Good communication skill:

Communication is the key to be a great leader. The reason for this is simple: if he possesses the
other nine leadership qualities but if he fails to communicate well, he will never be great leader.
What he can do is communicate with others in the organization about what IT can do to move the
company forward. In other words, good communication is the key for developing good business
relationships. If he can’t establish a good business working relationship, he is not going to be that
leader, that team player. He will not be able to communicate how IT can add long-term value to
the company. The modern leaders must therefore be equipped with good communication skill
and use new ways to do effective communication.

2. Honesty:

The most valuable asset of a leader is honesty. He must be honest with both his employees and
the management committee. Another part of his features is integrity. Once a leader compromises
his or her integrity, it is lost. That is perhaps the reason integrity is considered the most
admirable trait. The leaders therefore must keep it "above all else."

3. Visionary outlook:

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Leadership qualities are different for different position. For a CIO he must be thinking for
stabilizing the current business and always looking for future scope of expansion. He has to be
able to look beyond where we are today, know where the business is going, and be able to use
that vision to move the company forward. Being able to do this is a rare skill indeed.

4. Selecting a good team:

A good CIO although he possesses sound technical skills he assures that the team he selects is
efficient enough to back up any skill he lacks. Choosing the best people for such team is a skill.
A CIO after all is a human being and does not have answer for everything. But by working
together he creates an atmosphere of mutual trust and respect; the team then always fined the
best solution.

5. Action speaks louder than words:

Managers must be able to put aside their concerns to listen to (and appear to listen to) those
around them. As a result, they come know what is going on, and know what is both said, and
said between the lines. They have the knack of appearing to know what people need even if those
needs are not expressed directly. However, knowing what is going on, and identifying the needs
of those around them is not sufficient. The responsive manager also acts upon that knowledge,
attempting to help fulfill the needs of employees, superiors, etc. Responsive managers wield
influence to solve problems for those around them, often before even being asked.

6. Ability to motivate people around:

A good leader must always keep motivating his team mates for good work and should maintain
healthy environment. He must give first priority to safety of workers and see that they are not
exploited by superiors.

7. Consistency:

Leadership effectiveness is impossible without consistency. Every leader has an approach that is
unique to them. Don't change your personal style radically after all; it got you in a leadership
position. Modify the rough spots but take care not to confound your staff by displaying
inconsistency. Your expectations, though subject to modification based on ever-changing

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business needs, should remain as constant as possible. The business world is confusing enough
without you adding unwelcome surprises into the mix. Keep things simple and consistent.

8. Ability to stand against critics:

As the success rate increases 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. They are
generally the ones who are excellent problem-identifiers rather than problem-solvers. Develop
your skills of repelling such critics so that they do not diminish your confidence or enthusiasm.

It takes focus and confidence not to be adversely affected by criticism. Strong leaders learn the
art of listening to critics, but ultimately making decisions for the good of the department, not to
simply please the critics. The following quote sums it up nicely: "Some of the most talented
people are terrible leaders because they have a crippling need to be loved by everyone." As
rightly stated by James Schorr.

4th person

Leadership styles:

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To become a good leader, you will need to know when to use a certain leadership style for a
given situation. There are six simple leadership styles that you will want to become familiar
with. In this article I will go over them, and you can decide which one is best to use for a given
situation. You will want to choose the one which will help you succeed.

The first leadership style is called the authoritative method. This style should be used when you
wish to persuade those that follow you to carry out a specific task. A leader who uses the
authoritative method is telling their followers to "join them." This is a style of leadership which
will convey a great deal of confidence. You don't want to demand that your followers carry out a
certain task. This is a very considerate style.

The second style of leadership is called the coercive method. When a leader uses this style, they
are telling their followers to "do as I say, not as I do." This style is not good for people who run
their own businesses. A business person who uses this style will find it hard to build strong
bonds with their employees, because they don't set a good example. This style should rarely be
used, especially if you are the manager or CEO of a company. It is not efficient for laying down
long term objectives.

The third style of leadership is called the affiliative method. Another name for this style could be
called "followers come first." This is one of the best leadership styles in existence. A leader who
uses this style realizes that they are nothing without those that follow them. These leaders will
typically be quick to perform difficult tasks with those beneath them, and will not place
themselves above those they lead, even though they have enough power to do so. This method
has been used by many well known multi-billion dollar companies.

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The fourth style is called the democratic method. Leaders who use this method will want their
followers to have a say in the decisions they make. This is a very good style of leadership that is
similar to the affiliative method. When employees are allowed to play a part in the decisions that
are made by the leader, they will feel valuable, and research has shown that they will become
very productive. Unfortunately, this is not a method that is used by many large companies. Most
companies are run by a CEO and board of directors who make the decisions, and their employees
are not allowed to participate. The employees will often have a view of the company that the
corporate executives may not see, and could be instrumental in helping the company improve.

The fifth style of leadership is called the pacesetting method. With this style, a leader will create
high standards that they will follow, and will expect their employees to perform in the same
manner. With this style, the leader is basically telling their employees to "act as I do."

The sixth and last leadership style is called the coaching method. With this style, the leader will
place an emphasis on the development of his followers. This is a goodstyle of leadership because
it allows you to invest in your followers, and when their skills or knowledge is enhanced, they
will be more productive.

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Leadership skills:

Pupils who show sound leadership skills focus on organizing the group they are leading and
make sure they have enough space and equipment. They have a clear plan of activities without
an equally clear rationale or view of the outcomes to be achieved. They communicate
instructions clearly and encourage those they lead, but provide little constructive feedback.
Those they lead know what to do but seldom what they are expected to achieve. When pupils
display leadership skills that are well developed, there is a clear rationale for the session and they
know how to recognize the outcomes they are expecting to achieve. There is enough appropriate
equipment available and an effective risk assessment has taken place. They relate well to those
they are leading and they make sure they encourage and support them well. They communicate
well, giving clear instructions and feedback. The pupils they are leading are motivated,
concentrate and make progress.

Identify the pupils or groups of pupils whose leadership skills you most want to improve. Do you
want to have more pupils actively involved in leadership activities? Or do you want to give those

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pupils who are already young leaders the chance to lead in a more complex context and improve
their leadership skills?

For each of your specific objectives, write down what you will see pupils doing and hear them
saying when their leadership skills have improved.

How are you going to achieve your objectives for improving pupils’ leadership skills? Offering
pupils a range of leadership roles, providing leadership courses, Giving pupils opportunities to
continue developing their skills, Recognizing leaders.

Once you have decided which pupils you are going to target and what you are going to do, you
need to take a baseline. This means getting a clear picture of how well your targeted pupils lead
at the moment, so that you can look back in the future to see whether you have made a
difference. Using the observations you have already made about the quality of pupils’ leadership,
write a clear summary of how well they lead at the moment

Whatever strategies you have decided to use, you need to implement them well.

On a regular basis, perhaps every month or so, look back at the baseline you took at the start of
the work and see how much progress you’re making. Using the same processes that you used
when you took your baseline, track any changes. In the light of what you discover, do you need
to change the strategies and approaches that you are using?

The secrets of successful leaders:

A common problem that many leaders have is trust from those that follow them. When you don't
showcase your ethics or values, people will be wary of trusting you. The reason for this is
because they can't be certain of what actions you will perform. When people understand the
value and ethics of a leader, they will be more inclined to trust them.

When a leader makes the mistake of behaving in a way that is contrary to their stated values and
ethics, they will lose the trust of their followers, and it will be next to impossible for them to ever
get it back. The role of trust is important to for those who want to increase their leadership skills.
Trust has been broken down into three parts, and these are the ability to trust, the image of
competence, and the image of intentions. If you have set down important guidelines that you fail
to follow, you will lose the respect of those that work under you.

However, when you follow rules that you have created, you will earn the respect of those who
are beneath you. In addition to this, you will have a powerful effect on their actions. One secret

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to being a successful leader is to pick the values that you want to define you. Some words that
should come to mind are accuracy, respect, honesty, reliability, and efficiency. You will want to
pick the values that will define your behavior, and you will want to live by it. When you live by
the values you choose, you will greatly influence those that follow you.

A number of things have been written about the attributes of a good leader. However, there are
some characteristics which stand out from others. Great leaders are those that make the decision
to lead, and they want to be the individuals that will be followed by others. A great leader is
someone who has a powerful vision, one that is so strong that they can practically taste it. In fact,
the greatest leaders in history are those that thought of nothing but the goals they wished to
achieve. Another important trait of a good leader is the ability to motivate and inspire those that
follow them. In addition to this, they will make their own followers feel important, instead of just
elevating themselves.

Many people have debated about whether great leaders are made or born. I believe the answer to
this question is both. While there have been great leaders throughout history who have naturally
demonstrated the ability to lead, there have been cases of normal people who have become great
leaders as well. In other words, I feel that great leaders can be both made and born. Leadership is
not the same as management. Many people make the mistake of confusing the two. There are
some key differences between the two concepts.

When someone talks about management, they are referring to those that are responsible for
giving directions to employees or workers. A manager may be responsible for designing a
number of systems which allow employees to work efficiently. They are also responsible for
handling any problems that may arise among those they manage. The goal of a manager is to get
employees to work in a manner that is highly proficient. While a manager may have some of the
traits seen in leaders, they are not the true definition of one.

Success of Dr. Mohammad Yunus as a business leader

Dr. Mohammad Yunus is the inspiration and director of the Grameen Organization. He is the
person in the group that possesses the combination of personality and skills that makes others
want to follow his or her direction. He goes first and leads by example, so that others are
motivated to follow him. Just as Banglalink, Aktel, tries to improve their network and launches

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new packages following Grameenphone Company. Moreover, Brack Bank, Asha, follows the
path laid by Grameen Bank in micro crediting or micro financing sector. This is why Grameen
Organization or in fact, Dr. Mohammad Yunus is the leader while others are followers. To
remain as the leader, Dr. Mohammad Yunus appointed many managers in Grameen Organization
who possess leadership quality and have a deep-rooted commitment to the goal that they strive to
achieve.

5th person
LEADERSHIP THEORY

A review of the leadership literature reveals an evolving series of 'schools of thought' from
“Great Man” and “Trait” theories to “Transformational” leadership (see table). Whilst early
theories tend to focus upon the characteristics and behaviours of successful leaders, later theories
begin to consider the role of followers and the contextual nature of leadership.
Great Man Theories

Based on the belief that leaders are exceptional people, born with innate qualities, destined to
lead. The use of the term 'man' was intentional since until the latter part of the twentieth century
leadership was thought of as a concept which is primarily male, military and Western. This led to
the next school of Trait Theories
Trait Theories

The lists of traits or qualities associated with leadership exist in abundance and continue to be
produced. They draw on virtually all the adjectives in the dictionary which describe some
positive or virtuous human attribute, from ambition to zest for life

 Behaviourist Theories

These concentrate on what leaders actually do rather than on their qualities. Different patterns of
behaviour are observed and categorised as 'styles of leadership'. This area has probably attracted
most attention from practising managers

 Situational Leadership

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This approach sees leadership as specific to the situation in which it is being exercised. For
example, whilst some situations may require an autocratic style, others may need a more
participative approach. It also proposes that there may be differences in required leadership
styles at different levels in the same organisation

 Contingency Theory

This is a refinement of the situational viewpoint and focuses on identifying the situational
variables which best predict the most appropriate or effective leadership style to fit the particular
circumstances

 Transactional Theory

This approach emphasises the importance of the relationship between leader and followers,
focusing on the mutual benefits derived from a form of 'contract' through which the leader
delivers such things as rewards or recognition in return for the commitment or loyalty of the
followers

 Transformational Theory

The central concept here is change and the role of leadership in envisioning and implementing
the transformation of organisational performance
From ‘Great Man’ to ‘Transformational’ Leadership
Each of these theories takes a rather individualistic perspective of the leader, although a school
of thought gaining increasing recognition is that of “dispersed” leadership. This approach, with
its foundations in sociology, psychology and politics rather than management science, views
leadership as a process that is diffuse throughout an organisation rather than lying solely with the
formally designated ‘leader’. The emphasis thus shifts from developing ‘leaders’ to developing
‘leaderful’ organisations with a collective responsibility for leadership.

The Trait Approach to Leadership

The Trait Approach arose from the “Great Man” theory as a way of identifying the key
characteristics of successful leaders. It was believed that through this approach critical leadership
traits could be isolated and that people with such traits could then be recruited, selected, and
installed into leadership positions. This approach was common in the military and is still used as
a set of criteria to select candidates for commissions.

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Leadership traits:

Drive:

leaders exhibit a high effort level. They have relatively high desire for achievement.
They are ambitious. They have a lot of energy. They are tirelessly persistent in their
activities; and they show initiative. As the leader of your organisation you need to
have drive. Drive for yourself so that your group can see and feel your drive and
they will follow in your Footsteps. Imagine that you have two children a large
mortgage to pay and not a lot of income coming in. Circumstance like that will give
you the drive to Succeed through the bad times. (Keep trying)

Desire to lead:

leaders have a strong desire to influence and lead others. They demonstrate the
willingness to take responsibility. Leaders are born to lead. Rahul Gandhi love
people have a heart for them

Honesty and integrity:

leaders build trusting relationships between themselves and followers by being

truthful non deceitful and by showing high consistency between word and deed.

The most important trait of a good leader is honesty. A leader will always lead.
However, if he leads with honesty, he is likely to last longer. A dishonest leader,
wins his audience for a shorter time, however, an honest leader, is always

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immortalized. Ever wondered why there is usually a new Prime Minister every five
years?

Integrity inspires trust and respect, which in turn inspires people to follow
someone as their leader. A leader who displays integrity can be trusted because he
or she never veers from inner values, in spite of outside pressure, stresses and
temptations. Integrity not only refers to values but also to behaviour – so for
example, a leader who displays honest dealings, predictable reactions, well-
controlled emotions, and does not indulge in tantrums and harsh outbursts shows
signs of integrity as a person.

Self confidence:

follower looks to leader for an absence of self doubt. Leaders, therefore need to
show self confidence in order to convince followers of the rightness of their goals
and decisions.

Leader has to be able to listen to his own inner voice and endure the lonely
moments when an important decision falls on your shoulders. he has to be able to
speak his mind and act decisively, knowing that he can withstand the
consequences. It’s not a matter of acting tough. It’s having a tough inner core, or
what some refer to as emotional fortitude. Underlying fears and insecurities can be
just as detrimental to your know-hows as can excessive self-confidence in the form
of narcissism or arrogance.

Some leaders have a need to be liked. They therefore tend to go easy on people.
They have an especially hard time dismissing people who have been loyal to them.
Such leaders often find their own progress slowed, because they promote people for
the wrong reasons, tolerate no performers and allow the social system to corrode.

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A fear of response is also common. Such leaders tend to avoid conflicts and find it
hard to challenge people on their performance or point of view. They back off when
they should be giving brutally honest feedback and sometimes have a third party do
that work for them.

Leaders with a fear of failure are often indecisive, defensive and less likely to spot
opportunities because they’re risk averse. They find it hard to select goals for fear
of choosing the wrong ones and wait too long to connect the dots in the external
environment or to reposition the business.

Self-confidence also affects a leaders use or abuse of power. Every leader has to
use power from time to time in assigning tasks, allocating resources, selecting or
promoting people, giving differentiated rewards or redirecting dialogue. An
excessive fear of failure or fear of response can make a leader uncomfortable using
power, and not using power appropriately actually erodes it. Failure to deal with a
recalcitrant direct report, for instance, diminishes the leader’s power. On the other
hand, narcissistic leaders tend to abuse power, using it irrationally or against the
interests of the organization.

Intelligence: leaders need to be intelligent enough to gather synthesize and

interpret large amounts of information, and they need to be able to create visions.
Solve problems and make correct decisions.

General mental ability, which psychologists refer to as “g” and which is often called
IQ in everyday language, has been related to a person’s emerging as a leader
within a group. Specifically, people who have high mental abilities are more likely to
be viewed as leaders in their environment.We should caution, though, that
intelligence is a positive but modest predictor of leadership. In addition to having
high IQ, effective leaders tend to have high emotional intelligence (EQ). People with
high EQ demonstrate a high level of self-awareness, motivation, empathy, and
social skills. The psychologist who coined the term emotional intelligence, Daniel
Goleman, believes that IQ is a threshold quality: it matters for entry- to high-level

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management jobs, but once you get there, it no longer helps leaders because most
leaders already have high IQ. According to Goleman, what differentiates
effective leaders from ineffective ones becomes their ability to control
their own emotions and understand other people’s emotions, their
internal motivation, and their social skills.

Job relevant knowledge:

Effective leaders have a high degree of knowledge about the company. Industry and
technical matters. In depth knowledge allows leaders to make well informed
decisions and to understand the implication of those decisions.

Extraversion: leaders are energetic lively people. They are sociable, assertive
and rarely silent or withdrawn. Leaders are always Thinking of everybody. They
have a Vast knowledge.

extraversion is related to leadership. extraverts are sociable, assertive, and

energetic people. They enjoy interacting with others in their environment and
demonstrate self-confidence. Because they are both dominant and sociable in their
environment, they emerge as leaders in a wide variety of situations. Out of all
personality traits, extraversion has the strongest relationship to both leader
emergence and leader effectiveness. Research shows that conscientious people are
also more likely to be leaders. This is not to say that all effective leaders are
extraverts, but you are more likely to find extraverts in leadership positions. An
example of an introverted leader is Jim Buckmaster, the CEO of Craigslist. He is
known as an introvert, and he admits to not having meetings because he does not
like them.

The table below lists the main leadership traits and skills identified by Stogdill in 1974.

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Traits Skills

- Adaptable to situations - Clever (intelligent)

- Alert to social environment - Conceptually skilled

- Ambitious and achievement- - Creative

orientated
- Diplomatic and tactful
- Assertive
- Fluent in speaking
- Cooperative
- Knowledgeable about group task
- Decisive
- Organised (administrative ability)
- Dependable
- Persuasive
- Dominant (desire to influence others)
- Socially skilled
- Energetic (high activity level)

- Persistent

- Self-confident

- Tolerant of stress

- Willing to assume responsibility

Leadership Skills and Traits (Stogdill, 1974)

Blake and Mouton's Managerial Grid

The Managerial Grid developed by Robert Blake and Jane Mouton focuses on task (production)
and employee (people) orientations of managers, as well as combinations of concerns between

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the two extremes. A grid with concern for production on the horizontal axis and concern for
people on the vertical axis and plots five basic leadership styles. The first number refers to a
leader's production or task orientation; the second, to people or employee orientation.

Blake and Mouton propose that “Team Management” - a high concern for both employees
and production - is the most effective type of leadership behavior.

Conclusion