Leadership

Personal Effectiveness
and Team Building
Second Edition

Ranjana Mittal
Sr. Corporate Trainer
and
Addl. General Manager, NTPC

VIKAS® PUBLISHING HOUSE PVT LTD

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Leadership: Personal Effectiveness and Team Building

ISBN: 978-93259-8753-1

Second Edition 2015

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 Contents
Foreword vii
Preface to the Second Edition ix
Acknowledgements xiii
About the Author xv

SECTION I
Part A: Leadership Skills, Concepts and Practices
Introductory Case 3
Chapter 1 Leadership: Overview and Concept 9
1.1 Universality of Leadership 12
1.2 Definition of Leadership 12
1.3 Understanding Leadership 14
1.4 The Role and Functions of a Leader 20
1.5 Characteristics of an Effective Leader 21
1.6 Leadership and 3-Forces Model 24
Summary 25
Exercises 26
Projects 27
References 27
Chapter 2 Leadership and Power 29
2.1 Definition and Types of Power 32
2.2 Effective Leadership Ways to Use Power 36
2.3 Creating Appropriate Power Base 37
2.4 Current Trends in Leveraging of Power 38
2.5 Conclusion 38
Summary 39
Exercises 39
Case Study 41
References 41
Chapter 3 Leadership Traits 42
3.1 Early Historical Perspective on Leadership 43
3.2 The Great Man Theory 44
3.3 Trait Theory 45
3.4 Self and Personality in Leadership 49
3.5 Leadership Traits and Motive Profile 51
3.6 Conclusion 53
Summary 53
Exercises 54
Case Study 56
References 57
iv | Leadership: Personal Effectiveness and Team Building

Chapter 4 Leadership Behaviour and Styles 59

4.1 Lewin’s (Iowa) Leadership Styles 61
4.2 Ohio State Leadership Study 64
4.3 The University of Michigan Study 65
4.4 Integrative View of Trait and Behavioural Approaches 66
Summary 67
Exercises & Questions 67
References 69
Chapter 5 Contingency Theories of Leadership 70
5.1 Fiedler’s Contingency Model 71
5.2 The Path-Goal Theory 76
5.3 The Hersey-Blanchard Situational Leadership Theory 80
5.4 Conclusion: Contingency Theories 87
Summary 88
Exercises 88
Case Study 91
References 91
Chapter 6 Contemporary Leadership Styles 93
6.1 Transformational Leadership 95
6.2 Transactional Leadership Style 103
6.3 Comparison: Transactional and Transformational Leadership Styles 105
6.4 Charismatic Leadership 107
Summary 110
Exercises 110
Case Study 111
References 112
Chapter 7 Emotional Intelligence and Leadership 115
7.1 Emotions and Their Impacts 118
7.2 What Is Emotional Intelligence? 118
7.3 Emotional Intelligence: Concept and Competencies 119
7.4 Significance of EI for Leaders 123
7.5 Conclusion 125
Summary 126
Exercises 126
Case Study
Case I: Case of a Boss with Poor Emotional Intelligence 128
Case II: Self-motivation and Optimism 129
References 130
Chapter 8 Leadership and Empowerment 132
8.1 Leadership: Empowerment Skills 134
8.2 Coaching Skills (Leader as Coach) 137
8.3 Delegation 142
8.4 Empowering Interpersonal Skills 147
Summary 154
Exercises 155
 Contents | v

Case Study 157

References 158
Chapter 9 The Authentic Leader 160
9.1 Ethics and Leadership 162
9.2 The Role of a Leader 164
9.3 Servant Leadership 170
Summary 174
Exercises & Questions 174
References 175
Part B: Team Leadership
Chapter 10
Part (I): Team and Development 177
10.1 Group vs. Team 178
10.2 Some Important Team Characteristics 180
10.3 Types of Teams 186
10.4 Team Development: Tuckman’s Team Development Stages 191
10.5 Characteristics of Effective Teams 194
10.6 Team Building 196
Part (II): Team-Leadership 200
10.7 A Team Leader 201
10.8 Belbin Team Roles 209
10.9 Team Meetings and Leadership 210
10.10 Ginnett-Team Effectiveness Leadership Model (TELM) 214
10.11 High-Performance Teams (HPTs) and Leadership 215
Summary 217
Exercises 217
Case Study 222
References 224

SECTION II

Brief Cases 230

Leadership Traits and Behaviour 231
A Transformational Leader: Narayana Murthy 233
A Sports Team-leader: Dileep Turkey 235
Value-based Leader: Azim Premji 237
Case of a Great Team-leader: M. V. Prabhakaran 240
E Sreedharan: The Man Who Re-wrote The Rule Book 243
Same Position, Same Place: Different Leaders, Different Styles 245
G. J. Deshpande: A People’s Leader 248
A Strategic Leader: Arup Roy Choudhury 252
Leading from the Front: M. S. Dhoni 255
First Break All Rules—Story of Two Leaders and Two Steves:
Steve Wozniak vs. Steve Jobs 257
vi | Leadership: Personal Effectiveness and Team Building

Rahul Jhamb: A Leader or A Learner 261

An Achievement-oriented Leader: I. J. Kapoor 264
A Leader of the 21st Century: Chanda Kochhar 268
Leader as A Coach: Ajay Kumar Bansal 271
The Horse Gets Whipped...Again 274
The Legend: Ratan Tata 278

SECTION III

Part A: Leadership Development Practices in Organizations 283

Part I: Leadership Development Practices 285
12.1 Leadership Development at Infosys 286
12.2 Leadership Development at TATA Group 287
12.3 Leadership Development at Wipro 288
12.4 Leadership Development at GE 289
References 290
Part B: Your Very Own Leadership Workbook 292
Part II: Self-Leadership 293
References 331
Suggested Reading 332
Glossary 333
Index 336
 Foreword
Leadership is the central element for success in any collective human endeavour,
organization, institution, government and its agencies at all levels. Most of the failures in
all these entities can be attributed to leadership deficit. The number of articles, researches,
writings, books and other literature on the subject of leadership will probably be among
the highest in the field of management. Moreover, the training programs on leadership
and team building are among the most popular in most of the public, private and non-
government organizations. Yet the subject remains highly enigmatic, complex and difficult
to teach and learn for developing human qualities, competence and skills for inspiring
and effective leadership, especially among the management students and executives in
organizations.
In this confusing scenario, it is rare to find a book that presents the subject by illustrating
it with real-life familiar examples, deep personal insights, demystifying the researches and
relating them to practical work situations. The book has been systematically designed to
help students, managers and other readers to understand, introspect and apply the relevant
concepts and insights in working and other inter-personal relationships as a leader. The
book Leadership: Personal Effectiveness and Team Building comes as a fresh breeze in the
realm of management text books on leadership.
The book is divided into three sections. The first section is devoted towards the various
dimensions of the phenomenon of leadership with insightful observations and examples. It
also provides a comprehensive coverage of concepts, theories and also includes researches
on leadership with high focus on Indian examples, cases, and reflective exercises. The
second section contains 17 comprehensive cases developed as per the author’s personal
experiences, structured interviews, and in some cases, by using the secondary data. The
third section is the most important feature of the book as it contains a self-leadership
workbook comprising self-assessment instruments, and reflective exercises that enable the
reader to analyze, understand one’s self, and apply the learnings for personal development
and dealing with different leadership situations.
Another innovative approach in writing this book is an opening case that is utilized as
a running case to illustrate various aspects and concepts pertaining to leadership in various
chapters. This is supplemented by brief opening cases in each chapter, thereby constantly
relating theory to practice throughout the book.
For me, a good book can make the reader relate his/her own experiences to the text, and
highlight the observations, analysis and description by the author. It engages the reader
in the journey of exploring the subject and sustains the interest of the reader. I find these
characteristics in this book by the clarity of thought and style of presentation by the author.
The introductory chapter on leadership has many perceptive observations and quotes
from leading authorities on leadership that demonstrate deep insights and originality of
thinking of the author.
viii | Leadership: Personal Effectiveness and Team Building

For example, she states that ‘what is of significance is to understand that leadership is a
verb, not a noun. It is an action and not a position’. She quotes that it is a ‘positive influence’,
that ‘involves influencing, inspiring, aspiring others’. ‘Leadership is about inspiring people
to take ownership in achieving a vision’. ‘Fundamental role of any leader, no doubt, is
to define the purpose, align people to it and then to actually achieve it’. ‘Leadership is
required to provide direction, to enthuse and most importantly to introduce and manage
change’. ‘Competence to a large extent can still be developed, but ‘Character’ one needs
to possess. Therefore, organizations must hire for character and train for competence’. ‘A
leader sets the context, and a manager works in the given context’. ‘Managers manage
within paradigms, leaders lead between paradigms.’
The author has developed a unique ‘3-Is’ model of leadership. She states: ‘I feel
leadership is about making people feel Interested, Involved and Important’. Going beyond
the mundane description of skills required of a leader, she states: ‘Underlying all these
skills (Conceptual, technical expertise, people skills, and judgment), especially the people
skills and judgment is the character of a leader, emotional and spiritual growth’.
The emphasis on the need for developing transformational leaders in India, and
coverage of more contemporary developments in the leadership theory, such as ‘Emotional
Intelligence’, and ‘Servant Leadership’, bring the book close to frontiers of emerging
paradigms in the theory and practice of leadership.
The book, in my opinion, is a valuable addition to the literature on leadership. It will
be highly useful for the students, teachers, working managers and all others who wish to
enhance their knowledge, insights, skills and personal qualities to improve their leadership
skills and practices.
Prof. Abad Ahmad
Former Dean FMS and Pro-Vice Chancellor
University of Delhi
Preface to the Second Edition
There is revolution and changes everywhere and may be its speed will increase over
the course of time. Leadership is the core of all these changes. It is leadership which is
responsible for all these changes everywhere—in society, organizations, in people and in
self.
Today’s competitive word is based on intellectual capital. In this knowledge era, self-
leadership is gaining massive importance and is replacing supervision. Organizations are
expecting people with leadership attitudes and skills. Hence, the focus of all B-schools is
on teaching or developing leadership with most of them deciding to offer it as an elective
course. In spite of so much being written on leadership, the need of a good resource book
on the subject is very much felt.
In spite of this, deciding to write this book was difficult for me and so was the process.
Not from the point of view of hard work and research needed, but from the point of view
of deciding the scope and its purpose. I was neither inspired, nor convinced about writing
a pure textbook focusing only on leadership theories and principles or only from the point
of view of curriculum.
I had spent more than a decade with several business schools of northern India. Teaching
and training there—I recognized that all these future executives and entrepreneurs required
an active learning mode. When we look at the abstractness and dynamics of leadership, it
can be understood that it is not so simple and direct to learn. Students and executives need
experiential approach to learn and understand. Similarly, teachers also require combining
the concepts with the skill development.
During many of my interactions, I also found that most of the engineering college
students, and young corporate executives, were feeling lost about team and leadership
skills and certainly needed some help. These experiences made me come out with
this new perspective of combining the two approaches—of concepts and application
together—to give impetus to learning and development whether one is reading for
exams or not.
I was fully mindful of the fact that Leadership cannot be taught, but I also believed
that leadership can be learnt—hence, I wanted to bring certain insights for my readers, and
hence this different approach.

RELATING THEORY WITH PRACTICES: MULTIPLE STRATEGY

Through this book, a humble attempt has been made to synthesize text approach with skill-
building approach and tools with theories. I have tried to bring the theory and practice near
to each other. At one hand the book talks about the basic concepts, but simultaneously it
also makes an attempt to peep into the world of some real leaders—irrespective of their
x | Leadership: Personal Effectiveness and Team Building

designations/positions–from corporate world, sports and from other areas of society. The
book uses multiple strategies to attain the following objectives:

(a) To introduce readers to the conceptual knowledge of both classical and modern
approaches of leadership and also to develop insights. It not only presents, but rightly
discusses the approaches.
(b) To develop awareness of one’s own styles and to reflect upon their effectiveness and
ineffectiveness.
(c) To focus on evolving self-leadership with concentration on path of continuous
development.

EMERGING ISSUES AND CONCEPTS

I started writing this book around two and a half years back, since then the idea and the
concept of this book has undergone tremendous changes.
The whole business world and society is going through a paradigm shift—both in terms
of systems and ideology, this, in turn, is impacting the leadership thoughts and practices.
The book, while covering the traditional leadership concepts, has also focused on the
following emerging issues and concepts:
● Emotional intelligence and leadership
● Empowering leadership (coaching, delegation and active listening)
● Transformational leadership
● Leadership development

STRUCTURE OF THE BOOK

The book is written in continuity and yet there are three independent sections:
The first section consists of 10 chapters covering various dimensions of leadership and
team. Here, the emphasis is to develop insight and provide knowledge about concepts,
theories and practices of leadership. The emphasis is to discuss these approaches and not
merely present the knowledge. Style: Keeping this objective in mind, the language is kept
simple. I have also deliberately used a conversational style and deviated from standard
practice by using ‘I’ for self and ‘you’ for readers with the natural intent of making it
interactive. The reader will find it useful both from examination point of view and also for
self-development. The broad structure of this section is as follows:
● Chapters 1 and 2 provides the basic foundation of leadership concepts.
● Chapters 3 to 5 covers the classical theories and concepts. These chapters provide the
opportunities of analytical thinking and interactive learnings too.
● Chapters 6 to 9 contains insights on recent theories, practices and other significant issues.
They cover contemporary approaches of transformational and charismatic leadership
and emotional Intelligence. Chapter 8 focuses on coaching skills, delegation and other
behavioural skills related to empowerment. Chapter 9 covers the most important and
relevant aspect of ethics in authentic leaders.
 Preface to the Second Edition | xi

● Chapter 10 covers a significant part of the curriculum and focuses on team and team-
leadership. Divided into two sub-parts, it addresses team formation, type of teams, team-
building, team roles and skills for team leaders.
There is a section containing 17 Cases from real-life leadership. These cases are based on
real-life scenarios of people from various leadership positions. The focus is on developing
critical thinking skill by comprehensive application of different concepts where one can
test his/her ideas.
The third section is on leadership development. This is further divided into two sub-parts.
The first part contains the practices of leadership development in some of the well-known
companies. The second part is in the form of a workbook, which contains several exercises
and tools on various leadership competencies for skill building and self-assessment.
It is said that by doing a course in leadership, one doesn’t become a leader-may be
because most of the textbooks or teaching focus only on concepts. This book provides tools
with a hope that it will lead to thought-provoking, introspection and some skill enhancement
techniques. Hence, the book is a part of journey and effort to facilitate readers to start their
own journey (inward and forward), to become better and to become leaders.

PEDAGOGICAL TOOLS AND CHAPTER GUIDES

The book contains some special features and pedagogical tools for enhanced learning.
Each chapters contains:
● An Opening Case—to build the context and perspective.
● Learning Objectives—to set the expectations right.
● Reflecting Questions and Exercises—to facilitate readers to pause, reflect and then to
develop critical thinkings form their own perspectives.
● Quotes for inspirations and meaning.
● Numerous self-exercises, application questions—for analysis and to build insights.
● Real-life leadership situations and examples to understand practical applications.
● Ample end-of-the-chapter questions, MCQs, experiential exercises and conceptual
questions to check understanding and practice.
● End-of-the-chapter Brief Cases from real-life leaders—to relate the theory with practice
and for critical thinking.
● Key Terms with definitions for easy revision.
● Chapter Summary for easy recapitulation.
● Learnings from Movies—for inspirational learning.

LEADERSHIP FOR EVERYONE

Despite all the theories, applications, exercises and cases, there is no shortcut for skill
development and no single formula for becoming leader. What works for one person may
not fit other as every individual has a unique learning way. So the first step is to take
initiatives in group and project work and try out what works. Although the book is intended
xii | Leadership: Personal Effectiveness and Team Building

for everyone who wants to become better and leaders, but specifically it is intended for the
following group of readers:
(a) Students pursuing business management courses (whether pursuing a course on
leadership or not).
(b) Engineering students to develop key leadership skills.
(c) Young executives or learners, ready to begin their career in the corporate world
(especially, senior engineering students).

The book is intended not only to be read as a course book, but also to make you pause,
reflect and to help you develop further.

Ranjana Mittal
 Acknowledgements
Behind every work lies the inspiration, guidance and support of so many people. This work is
no different. This book is a result of my experiences with hundreds of students, participants
of my training programs who taught me a lot with their questions and dialogues. Many of
them made the specific request of putting my teachings together. I am indeed thankful to all
of them for they sowed the seeds of capturing my thoughts and feelings into words.
My special gratitude goes to some of the great leaders that I have come across in my
journey so far. Naming all of them may not be possible, but their inspiration and teachings,
both directly and indirectly, contributed greatly in making this task possible.
I am greatly indebted to Mr A. N. Dave who has exemplary leadership actions. He has
not only provided guidance, but also the purpose. I am really thankful to him for his time,
valuable dialogues and for the much needed support and inspiration which he provided all
through.
I would like to convey my deepest thanks to all my interviewees—for their valuable
time and allowing me a peep in their lives and thoughts. My gratitude and heart-felt thanks
to Dr Ajay Bansal, Mr Dileep Turkey, Mr Rajat Bakshi, M. V. Prabhakaran, Ritu Mathur,
Rahul Jhamb, and Sam—for their insights, perspectives and open discussions. Here,
I would like to specially mention Mr Arup Roy Choudhury (CMD, NTPC) and Mr I. J.
Kapoor (Director–Commercial, NTPC), who, in spite of having extremely busy schedules
(I witnessed this myself ), not only gave time for interaction, but also gave their undivided
attention. This speaks a lot about their great leadership attitude.
I am also grateful to Mr Pankaj Ekbote for contributing a live case—The Horse Gets
Whipped... Again to the Brief Cases section of this book.
The book would remain incomplete without mention of Mr G. J. Deshpande (Regional
Executive Director, NTPC)—a leader, greatly respected by everyone. Interactions with
him have provided many valuable lessons about team leadership.
This book could not have been written, but for the unwavering confidence and
unconditional support of my husband, parents, and my daughters. Throughout those days,
they helped me in several ways. I am really grateful to them for bearing my mental absence
for days together. I had a goal, but they played a big role.
I extend my sincere thanks to Vikas Publishing House Pvt. Ltd. and its people, especially
Rahul Kumar for his continuous involvement in several occasions of development of
this book. Many times, I was abstract in my demands, and I also deviated from standard
practices. I am really grateful to him for understanding ‘my ways’ of working and honouring
my flexibility. I am really thankful to everyone for helping me in bringing out this book in
its present form.
I would like to place on record my profound thanks and gratitude to Prof. Abad Ahmed.
He is a perfect role model for any leader, trainer and human being. I am indeed indebted
to him for writing the foreword. His contribution has added a lot of richness to this book.
xiv | Leadership: Personal Effectiveness and Team Building

My profound thanks are also due to various management thinkers and other authors
whose theories and researches have been cited here.
Last but the most, my heart felt gratitude to Almighty Last, but not me least, my gratitude
to the Almighty–for inspiration, thought of writing and also giving me faith in myself.
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