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CENTRE FOR MANAGEMENT STUDIES JAMIA MILLIA ISLAMIA Presented by: • • • • • • •

CENTRE FOR MANAGEMENT STUDIES

JAMIA MILLIA ISLAMIA

Presented by:

MUZAMIL AMIN KANTROO SALMAN AHMED AAQIB CHAUDHARY

MOHD MAAZ KHAN

MUZAMMIL MALIK S. ALI MOHSIN ZAIDI AKRAM SAYEED TANVEER ALAM

ORGANIZATION BEHAVIOUR ASSIGNMENT ON:

DEVELOPING LEADERSHIP FOR TOMORROW

SUBMITTED TO: Dr. Yasmeen Rizvi

SAKHT LAUNDE

What is Leadership and why is it important? Leadership is setting a new direction or vision

What is Leadership and why is it important?

Leadership is setting a new direction or vision for a group that they follow, i.e. a leader is the spearhead for that new direction.

Good leadership is essential to business, to government and to the

numerous groups and organizations that shape the way we live, work and play. Leadership is an important factor for making an organization successful. Here we are concerned with the manager as a leader.

Leadership transforms potential into reality.

Leaders are a key human resource in any organization. We generally

think of companies competing by means of their products, but they probably compete more by means of their leaders than their products. Better leaders develop better employees and the two together develop

better products.

The importance of leadership in management cannot be over-

emphasized. To get things done by people, management must supply leadership in the organization. Team-work is essential for realizing organizational goals. Managers must influence the team for work accomplishment through leadership. And, leadership aids authority.

Developing Leadership for Tomorrow  Focus on Development  Identify Linchpin Positions  Make it Transparent

Developing Leadership for

Tomorrow

Focus on Development Identify Linchpin Positions Make it Transparent Measure Progress Regularly Keep it flexible

FOCUS ON DEVELOPMENT  Leadership development as was practiced earlier used to focus on one-off educational

FOCUS ON DEVELOPMENT

  • Leadership development as was practiced earlier used to focus on one-off educational events but there has been a major transformation in the traditional practices. The research has suggested that the participants often return to the office from such events with full of energy and felt motivated only to be stifled by the reality of corporate life.

  • Succession planning must be integrated with developmental activities like classroom training with real life exposure to a variety of jobs and bosses using techniques like job rotation and special assignments to get the idea of working in different environment and under different circumstances and under a different pressure i.e. ACTION AND LEARNING.

  • For example, Eli Lilly, brings together potential leaders that are selected by line managers and the human resources department and the selected candidates are tested and guided by experts and leaders and out of the selected one stands out.

IDENTIFY LINCHPIN POSITIONS  Linchpin positions – jobs that are essential to the long-term health of
IDENTIFY LINCHPIN POSITIONS
Linchpin positions – jobs that are essential to the long-term health of the organization.
Identifying middle to senior management positions such as Regional manager and even
lower level management positions such as Plant manager, that are essential to your
organization’s long term health.
Determining and identifying linchpin positions and the candidates with high potential for
the position.
Thereby, developing their leadership skills by assigning them with linchpin assignments
coupled with team support, training and even assigning them mentors to guide them
through their way
For example, At Sunoco Products, plant manager is a linchpin position. The VP and the
HR scrutinized all plant managers’ performance and promotion potential at all-day
offsite meetings and designed a challenging assignment for the selected candidates
and offered one manager who outstood the others.
MAKE IT TRANSPARENT  The idea is that if you don’t know where you stand, one
MAKE IT TRANSPARENT
The idea is that if you don’t know where you stand, one will continue to strive to climb
the ladder.
The thinking of keeping secrecy worked well in the older and paternalistic age as it
allowed the top level executives for last-minute changes of heart without any agitation
and angry reactions from the employees but it is more far more effective if they know
whether they are headed to the right direction as they will contribute more if they know
so. The employees will take steps to do head straight with right information and under
right guidance.
For example, at Lilly, each employee is expected to update his or her personal
information and development plans including a resume outlining career history,
educational background, skills and strengths and possible career scenarios.
    

MEASURE PROGRESS REGULARLY

Whether the right people are moving at the right pace into the right jobs at the right time.

The ultimate goal is to ensure a solid slate of candidates for the top jobs who are flexible enough to handle every situation with or without pressure in the best possible way.

For example, at Lilly’s, the managers there track and keep in check several succession management metrics, including the overall quantity of talent in the managerial pipelines and the number of succession plans where there are two or more READY NOW candidates.

Keep it Flexible

Traditional succession planning is very RIGID – people don’t move on and off the list

more fluidly.

Refining and adjusting the systems on the basis of feedback from line executives and

other participants and monitoring developments in technology and responding where there is scope.