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leadership and corporate sector

leadership and corporate sector

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Published by Sushila Sahani

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Published by: Sushila Sahani on Mar 05, 2011
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not a role. when one peruses the list of management tomes.¶ liberalizing the foreign trade regime. many of which directly or indirectly led to a substantial liberalization of the corporate sector. The reforms aimed at easing restrictions on firms¶ activities and enhancing Overall competition by putting an end to the µlicense raj. The freeing of capital markets and entry of foreign investors brought new financing and ownership opportunities and significantly raised the volume of new equity issues. India launched a series of economic reforms in 1991 in response to a severe balance of payments crisis. The economic reforms since 1991 have brought many changes to the environment in which Indian companies previously operated. we need to see that leadership is an occasional act. dynamic. Today. So today. thus moving from dictatorial to more participative styles but the essence has remained basically unchanged for centuries. We have tweaked the meaning of leadership a little bit. and opening the financial sector. But this way of thinking about leadership is only one part of the leadership story -. It has always been about the person in charge of the group. there have been leaders but the fundamental meaning of leadership has not changed in all of recorded history. We traditionally think of leadership as the skills.INTRODUCTION: As long as there have been human beings.one that does not fully recognize leadership as a process grounded in relationships that are fluid. one sees more and more books about . The meaning of leadership has always entailed occupying a static position at the head of a group. Being a leader has always meant having power over people and the au thority to make decisions for the group. qualities and behavior of an individual who exerts influence over others to take action or achieves a goal using their position and authority. But with the arrival or corporate sector the role and definition of leaders and leadership is changing. non-directive and non-unilateral.

national. By the last decade of the 20th century. we enable them achieve their goals.societal growth. For the conventional view. WHAT IS LEADERSHIP? . They contribute to National Income Generation. They generate income. this means the power of personality to dominate a group. team management and cross -functional teams were clearly best practice concepts. Our definition of leadership needs to change for a knowledge driven world that is no longer rigidly hi erarchical.teamwork and team management. Infrastructural Growth and Development of the Economy. fast changing and less formally structured. They are the industrial development side of our society. We consume what they produce (services included). WHAT IS A CORPORATE SECTOR? A Corporate Sector is a section of society consisting of Companies/ Industries/ Business Houses. We will never mobilize leadership at the scale needed for significant progress on social change or any other complex issue without expanding our thinking about what leadership is. Researchers even suggested that the best teams might be those that used rotating leadership or no leaders at all. how it works and how we can support it. They foster regional. we help them generate the same. Leadership in the 21st century is no longer a fixed role. They represent the Producer side of Economy and we represent the Consumer Side of Economy. Leadership has always been based on power. Cross-functional teams have been one of the most important concepts of Late 20th Century Management and leadership has to be understood in that context. stable or static but one that is fluid.

as initiation of structure. as the exercise of influence. The literature also debates upon the differences between managers and leaders such as managers do thing right and leaders right things´ (Bennis. as a matter of personality. The lukewarm desires for achievement are transformed into a burning passion for accomplishment´ (Terry. A leader breathes into the group and motivates it towards goals. Leadership is by nature is dialectical. as a power relation. as particular behaviors. ³Leadership has been conceived as the focus of group processes. 1988). as a matter of inducing compliance. and as many combinations of these definitions´ (Bass & Stogdill. He breaks away from established norms. contingency. The successful organization has one major attribute that sets it apart from unsuccessful organization is dynamic and effective leadership. it is not as if he single-handedly performs miracles but he convinces people of his ideas and thoughts. as an effect of interaction. as an instrument to achieve goals. and occupation of an administrative position. 1989). Leadership is essentially a continuous process of influencing behaviors. power. as a form of persuasion.Leadership is the process of influencing the behavior of others to work willingly and enthusiastically for achieving predetermined goals. behavior. gears up to challenge mediocrity and brings and binds . 1990). as a differentiated role. ³Leadership has been defined in terms of traits. WHO IS A LEADER? A leader is not a single unit.

together people him diverse backgrounds. but when they are wearing their managerial hat. Leadership does not manage people . ´ Linderman ) (By E. Managers organize and engage themselves in the process of controlling and problem solving and leaders engage in a process of alignment and seek to motivate and inspire´ (Kotter. Managers can be as inspiring as leaders. but good managers are not always good leaders.that's management. . Leadership refers to the trade-off between more or less managerial control and the ability of individuals to influence a group to realize a given objective. Leaders don't make decisions. Leadership distinguishes itself from µnormal management¶ on several essential points . judgments. 1990). MANAGEMENT AND LEADERSHIP Managers develop plan while leaders create a vision and strategy to achieve them.C ³The Leader is believed to have the capacity to influence the people within his organization to high performance´ (Kotter. they try to inspire employees to improve performance rather than move them to change direction as leaders do. not leaders. Management means having responsibility for people and other resources with the goal of getting work done as efficiently as possible. Most leaders are good managers. 1996). ³An individual whose rationalization. Managers aim to get things done efficiently. and feelings are accepted (responded to) by the group as bases of belief and action. The energy and the personality of the leader charge up his followers. Managers are often seen as administrators. The act of leadership is pure informal influence. Whereas managers try to ensure that people do things. leaders ensure that people want to do things.

Leaders today find that a mentoring. sensitive. They define the requirements that are now essential to today's leaders. These themes are some of the new ideas coming from leadership studies. Today we see that not only have the people changed but the rules have changed as well.THE CHANGING MEANING OF LEADERSHIP: Leadership re-invented as an occasional act. Those at the top sometimes lead. . not a role or position. sometimes just manage. What worked yesterday no longer works today. They guide their followers toward mutual goals rather than forcing them to achieve imposed goals and allow members to share in the feeling of success. Companies are no longer looking for good people to manage their businesses' assets but leaders who will maximize their company's assets to the greatest degree. Making the most out of t he resources available and making those resources the best they can possibly be is the standard to which leaders are held. and sharing approach is more effective.  DIFFERENCE BETWEEN CONVENTIONAL LEADERSHIP AND REINVENTED LEADERSHIP: CONVENTIONAL LEADERSHIP REINVENTED LEADERSHIP . like creativity. Embracing new challenges and inspiring others to do the same is what defines today's leader. Doing the very best and exceeding goals is the direction today's leaders are heading towards.

leaders playing multiple roles.A single heroic leader. rational. and predictability Personal benefits and advantages Meaningfulness beyond personal benefits Organizations absorb the risks of Employees share the risks of failure failure and benefits of success Ultimate responsibility and accountability for measurable success at the top . stability. and sensible²with SMART goals Consistency. community organizations. and meaningful²with profound purpose SOCIAL RESPONSIBILITY AND THE MODERN CORPORATE LEADERS: .one. They occupy Multiple positions of authority. and discipline contradiction symbolic. All employees can promote new directions. including workers. emotional.Adaptability and addressing work challenges as they arise and rewards from success Responsibility and accountability for measurable success for every. evaluation. One leader from beginning to end A continuity of leaders Paradox and Congruence and consistency logical. managers. and funders Engaging only in valueadded activities Decision-making and leadership at the Employee and union partnerships top in planning. decision-making. regulators. training.

production. IMPORTANT ATTRIBUTES OF RESPONSIBLE LEADERSHIP Integrity  A high level of ethical awareness/moral reasoning  Won't let unethical behavior go unchallenged . outputs and service excellence. And for this they need to bring about change s at three levels. what he or she needs to know (knowledge) and what they must be (attitudes) in order to implement corporate responsibility into their business decision -making. social justice and environmental protection is also important. It is important that leaders have the ability and willingness to recognize that business decisions are not always driven by a process of economic rationality. These are:  Creating a greater awareness of the issues relevant to the changing role of business in society  Developing an ability in managers to undertake a critical analysis of potential corporate responses  Instilling the courage to take actions that are consistent with the values of the organization and appropriate to the situation recognizing the wider responsibilities of business.one needs to examine the management attitudes that contribute to responsible leadership.It is important to understand how a corporate leader acts (skills). The leaders need to move beyond traditional descriptions of business excellence in terms of finance. The leader needs to know how corporate responsibility is integrated into a company¶s culture.

trade unions. challenging others to adopt new ways of thinking Taking a long-term perspective  A belief that bottom line success can be achieved in an ethical way  Does not focus exclusively on cost and budgets  Recognizing that business does have responsibilities to the broader society  Understanding the role of each player in society .government. NGOs and ci vil society  Taking a strategic view of the business environment Demonstrating ethical behavior  Ethical behavior embedded in personal actions and day to day behavior  Willing to take the organization beyond minimum legal standards  Willing to be a public role model for ethical behavior  Able to change beliefs of followers consistent with own high values Care for people  Commitment to the growth and development of employees  Respect for employees at all levels  Respect for diversity and equal opportunities for all . Honest and trustworthy  Willing to explore ethical dilemmas  A willingness to take ethical action without a clear picture of the final outcome Open-minded  Willing to act on criticism from inside or outside the organization  Will not be complacent and assume things can't be improved  Questioning business as usual by being open to new ideas. business.

the world is more dynamic. if you add complexity. measuring and publicly reporting on company progress with regard to social and environmental issues Managing responsibly outside the organization  Treating suppliers fairly  An interest in the impact of the business on surrounding local communities  Building relations with external stakeholders. Won't make unrealistic demands on self and others. In any organization people first and foremost look at their personal gains. Also. therefore. So today there is need for multiple leaders in corporate sector who lead at their own level.g. e. e.g. not working all hours  A management style of empowerment rather than control Communications  Listen to others with respect for diverse views  A broad model of communications . engaging in consultation and balancing demands  Building capacity and external partnerships and creatin g strategic networks and alliances CONCLUSION: Change is much more rapid today. making it harder to maintain the static state in which one person stays at the head of affairs. It is the . to provide the group with direction. it is much harder for any one person to know what to do and.a two-way dialogue with staff  Being honest and open with staff in the organization  A belief in the principles of accountability.

In conclus ion we can say that a leader has to be a people manager. Making the impossible possible: leading extraordinary performance--the Rocky Flats story. Leadership is not simply the ability to manage people or about visionary skill. Morrell 2005. Lavine. Ltd Cameron. show willingness to take risk and inspire excellence and loyalty among his subordinates. To create a winning team leader has to promote independent thinking.in . He should work democratically. He has to be Charismatic. A leader also needs to be patient. logical and weigh all the pros and cons before arriving at a decision . Finally a leader has to manage the overall environment of his organization-both internal and external to facilitate the progress and growth of the organization. Berrett-Koehler Publishers Heald. encourage new ideas.  REFERENCE: Saxena . Actualizing Managerial Roles through Corporate Leadership: Exploring Indian Corporate . awe -inspiring and an iron hand. Kim S. Transaction Publishers http:/books. He also has to help employees focus on their strength and help them realize their full potential.google. 1900-1960.Dr. giving them ownership of processes.co. It goes further than all that.Laxmi Publications. The social responsibilities of business: company and community. Tulika 2009. however small it may be.leader who inspires them to work towards the common goal of betterment and advancement of the organization as well as society . Marc 2006. At the core of the concept of leadership is a sharp understanding of all the business factors. .

co.in .http:/google.

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