MBA (FS) - FS 1O1: Management Process and

Organizational Behaviour

Leadership

Presented by : Harsh Raghuvanshi

CK Sharma
Contempory issues
 Visionary leadership

Visionary leadership creates conditions for learners to

get excited about passionate impulses inside
themselves that need exploration. Not only does
visionary leadership arouse passions, but also
manages the context for those passions to come to
fruition in relation to the task(s) at hand
Visionary leader
uses all leadership
styles in the right
measure at the right
time and in the right
proportion
Contemporary Leadership Roles: Providing Team Leadership

Team Leadership Roles

• Act as liaisons with external
constituencies
• Serve as troubleshooters
• Managing conflict
• Coaching to improve team
member performance
 Contemporary Leadership Roles: Mentoring
Mentor
A senior employee who
sponsors and supports a
less-experienced employee (a
protégé)
Mentoring Activities
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance
Contemporary Leadership Roles: Self-Leadership

Self-Leadership
Creating Self-Leaders
A set of processes • Model self-leadership
through which individuals
control their own • Encourage employees to
create self-set goals
behavior.
• Encourage the use of self-
rewards
• Create positive thought
patterns
• Create a climate of self-
leadership
• Encourage self-criticism
 Online Leadership
• Leadership at a Distance: Building Trust
• The lack of face-to-face contact in electronic communications removes the
nonverbal cues that support verbal interactions.
• There is no supporting context to assist the receiver with interpretation of an
electronic communication.
• The structure and tone of electronic messages can strongly affect the
response of receivers.
• An individual’s verbal and written communications may not follow the same
style.
• Writing skills will likely become an extension of interpersonal skills
Challenges to the Leadership Construct
Attribution Theory of Leadership
The idea that leadership is merely an attribution that people
make about other individuals

Qualities Attributed to Leaders

• Leaders are intelligent, outgoing, have strong verbal skills,
are aggressive, understanding, and industrious.
• Effective leaders are perceived as consistent and
unwavering in their decisions.
• Effective leaders project the appearance of being a leader.
 Finding and Creating Effective Leaders
• Selection
• Review specific requirements for the job
• Use tests that identify personal traits associated with leadership, measure
self-monitoring, and assess emotional intelligence
• Conduct personal interviews to determine candidate’s fit with the job
• Training
• Recognize that all people are not equally trainable
• Teach skills that are necessary for employees to become effective leaders
• Provide behavioral training to increase the development potential of nascent
charismatic employees
 Transformation of bosses into Leaders
• Develop EI
• Create a culture of coaching and mentoring
• 360 degree feedback
• Facilitate leader to leader development
• Diverse experiences,stretch assignments and rotational assignments
• Communication and conflict resolution/ management
 SSB OLQs
• EI • COOPERATION
• RA • SOR
• POE • STAMINA
• SC • GP INFLUENCING ABILITY
• DETERMINATION • LIVELINESS
• OA • SOCIAL ADAPTABILITY
• INITIATIVE • SOD
• COURAGE
 Leadership Traits
1. Alertness 13. Bearing
2. Courage 14. Decisiveness
3. Dependability 15. Endurance
4. Enthusiasm 16. Initiative
5. Integrity 17. Judgement
6. Trust 18. Knowledge
7. Loyalty 19. Sense of humour
8. Truthfulness 20. Esprit-de-corps
9. Unselfishness 21. Tact
10. Self confidence 22. Maturity
11. Humility 23. Patience
12. Mental stability 24. Honesty
 Leadership Dharma
 Dhriti/Dhairy (Patience)

 Kshama (Forgiveness)

 Dum (Control over desire)

 Asteya (No stealing)

 Shauch (Phy & Spiritual Cleanliness)

 Indriyanigrah (Control over sensory organs)

 Dheeh/Jnyan (Wisdom)

 Vidya (Edn &Trg)

 Satya (Truthfulness)

 Akrodha (Anger management)

COMBAT MODEL : UNIVERSAL LAWS
Maintain absolute integrity

Know your stuff

Declare your expectations

Show uncommon commitment

Expect positive results

Take care of your people

Put duty before self

Get out in front

 LEADERS ARE…….
 Achievers, Role Models & Navigators
 Dreamers – they create vision
 Std bearers – keepers of values and ethics
 Motivated and enthusiastic as motivators

 Repository of knowledge & skills

 Good communicators - good IP skills

 Problem solvers – conflict resolvers

 Create a climate of growth and development

 LEADERS OF FUTURE

 Dream Collectively
 Balance the short term goals with long term
 Build an Org that value people
 Understand the reality of org
 Conclusions
 Research and resultant theory on how organizations evolve and adapt to a changing environment suggests that
the mix of skills required for effective leadership may change over time.

 The skills required by an entrepreneurial manager to build a new organization are not identical to the skills
required by the chief executive of a large, established organization.

 The skills required to lead an organization in a stable, supportive environment are not identical to the skills
needed to lead an organization facing a turbulent, competitive environment.

 The nature of management and leadership is changing owing to the unprecedented changes affecting
organizations. In an effort to cope with these changes, managers may still need the traditional competencies, as
well as additional competencies.

 As the pace of globalisation, technological development, and social change keeps on increasing, there appears
to be a premium on competencies such as:-
 Cognitive complexity
 Emotional and social intelligence
 Self awareness
 Cultural sensitivity
 Behavioural flexibility
 The ability to learn from experience
 Adapt to change.
 Conclusions
Spears (2002, p.2) summarises the relevance of the integrative leadership theories for learning organizations in the
21st century very well when he writes:

“In these early years of the twenty-first century, we are beginning to see that traditional, autocratic, and hierarchical
modes of leadership are yielding to a newer model – one based on teamwork and community, one that seeks to
involve others in decision making, one strongly based in ethical and caring behaviour and one that is attempting to
enhance the personal growth of workers while improving the caring and quality of our many institutions.”
 References

https://www.leadership-central.com/leadership-theories.html accessed 05/11/19, 2:00 PM

https://repository.up.ac.za/bitstream/handle/2263/25691/04chapter4.pdf?sequence=5 accessed 05/11/19, 4:18 PM

Org behaviour by Jeff Hharris et al

Org behaviour by M N Mishra

HR and OB – A Global perspective by R S Dwivedi

OB 16 e by S P Robbins et al

Management – A global perspective by Heinz Weihrich et al

Leadership an ARTRAC publication

The Hindustan Times Oct 29 Edition