LEADERSHIP

Reflection

What comes to your mind

when you read the term
leadership?
Most researched topic….
• Google returns a whopping 724 million web pages that mention
either “leader” or “leadership”.
• Google Scholar lists 173,000 journal articles and books that
have this word in the title.
• Amazon currently lists more than 55,000 printed leadership
books
Why does this topic of leadership command so much of
attention?

11-3
• Imagine you’ve rented a cabin for the weekend up in the
mountains. You’re looking forward to the crisp, cold mountain
air, views of grey and blue snow-covered vistas, and relaxing
with friends at a slow pace while the icicles outside the picture
window in the living room slowly drop sun-catching droplets of
water onto the ground below. 
• You pull into the garage and the glorious cold mountain air hits
your lungs like a thousand ice picks. It is freezing up there!

11-4
• You fumble for the keys and let yourself into the house
expecting warmth, but the indoor temperature is just barely
above the frigid air outside. Chest constricting and teeth
chattering, the first thing you do is go to the turn on the heat. 
• The tiny digital display in the white box on the wall reads 37F.
You flip down the little down ready to hike those numbers up to
a comfortable 72F but there’s a problem. 

11-5
• There are no direction buttons. There’s one button to change
from Fahrenheit to Celsius, but no arrows. No plus or minus
sign. 
• You go to another room, assuming this must be a mistake. But
in every place along every wall, all you find are digital
thermometers reporting back what you already know. 
Somehow, you mistakenly booked a vacation house that has
thermometers, but no thermostat. 

11-6
What does this analogy teach
you?????

11-7
 Managers are like
thermometers, but leaders
are like thermostats. 

11-8
• While managers will tell you what’s going on, feedback to you
the data about the organization, leaders will help you determine
direction to meet your goals and then actively move in that
direction.
• You can have an organization without leaders, but the likelihood
of success is about the same as warming your mountain cabin to
a comfortable temperature without a thermostat. It’s very
unlikely. 

11-9
 Manager vs. Leader
Lessons
• In a stable, high-competition environment, good management is
paramount
• In VUCA environment leadership is key
MISSION MANGAL
• Vineet Nayar, former CEO of IT services company HCL
Technologies, doesn’t see himself as the guy who has to do
everything or have all the answers. Instead, he sees him-self as “the
guy who is obsessed with enabling employees to create value.”

• Rather than coming up with solutions himself, Nayar creates

opportunities for collaboration, for peer review, and for employees
to give feedback on ideas and work processes. Says Nayar, “My job
is to make sure everybody is enabled to do what they do well.”
 Management vs Leadership

1. Leaders Want You To Win

2. Leaders Are Visionary, Managers Are Tactical
3. Managers Micromanage, Leaders Inspire
4. Leaders Ask "Why" Instead Of "How”
5. Leaders Guide Others Towards An Outcome
6. Managers Train, Leaders Develop
7. Leaders Focus On Long-Term Results
 Management vs Leadership

8. Leaders Lead, Managers Follow

9. Leaders Have Courage To Face What Others Fear
10. Leaders Challenge The Status Quo
11. Manager Is A Position, Leader Is A Quality
12. Leaders Know How To Listen
13. Leaders Grow People
14. Leaders Give Their 'Power' Away
15. All Managers Should Be Leaders
•The internet has been raving about Google CEO Sundar Pichai reply to the
sweetest 7-year old girl ever who sent him a letter expressing her dream of
working at Google when she is “bigger”.
•It is perplexing how one of the most probably busiest person on the planet
got the time and interest to send back a reply.
•It turns out though that his believes and upbringing are the keys to
understanding the man who would encourage a 7-year old girl to pursue her
dream and give her a strong motive to work hard from such a young age.
• Sundar Pichai was born and raised in a modest
two-room home in Chennai, Tamil Nadu, India.
He was an excellent student, always reading and
studying, he was shy and always kept to himself
but was very opinionated youngster.
• His father “Regunatha Pichai” was the first
person who quipped Pichai’s interest in
technology as he was an electrical engineer.
• His dedication in school earned him a seat in the
Indian Institute of Technology in Kharagpur, one
of his college professors Sanat Roy said about
him: “He was the class topper, meticulous with
sharp native intelligence that went much beyond
the curriculum. He stood head and shoulders
above the rest. Yet, he was unassuming, always
looking to be part of the class fabric.”
• He also won a scholarship at Stanford
University, but getting there was a challenge on
its own, his parents ended up withdrawing
£1,000 – more than Regunatha earned in a
year – to put him on the plane.
• His appreciation and deep-rooted
acknowledgment to his parents’ devotion and
sacrifices to always provide him with the best
education and support, has affected his
leadership skills immensely.
• With Sundar Pichai’s meteoric rise he did not
once forget his parents’ support or
encouragement to put in the work to follow his
dreams.
• He even bought them a luxurious flat in
Chennai.
1- Never forget your roots:
2- Focus more on others’ success than your own:

•Google CEO practices what he preaches, one of his values is “To not only see your
own success, but to focus on the success of others.”
•He explained: “As a leader, a lot of your job is to make those people successful. It’s
less about trying to be successful (yourself), and more about making sure you have
good people and your work is to remove that barrier, remove roadblocks for them so
that they can be successful in what they do. So that’s how I’ve always thought about
it.”
•It’s the job of a real leader to build on and help others in the best way possible to
achieve their goals and shoot for the stars because setting up collaborative cultures is
where everything comes out from.
•This is an eye-opener for the gracious reply to Chloe the 7-year old.
• He believes that there is a lot of pressure on today’s youth, he found that
8th graders are working hard to be accepted in IIT – Indian Institute of
Technology – and even more shocking fact, that Google CEO hasn’t been
the top of his class in school, as it was stated that he was a brilliant
student but his geography and history used to let him down so he was
never top of his class, he was always around number four.
• As we find Pichai saying: “Focus on education is a big strength. I want to
see the young people focus on creativity and taking more risks.”
• Sundar Pichai recognizes the hard work young people exert and the
dream behind every action they do, furthermore, Google provides many
opportunities to empower school students.
• Like Google annual coding competition -Google Code-in- which was won by Nji, a
17-year old Cameroon boy, overcoming many challenges, he worked from
November to mid-January using coding knowledge he taught himself from online
sources or books as well as, other skills he learned while going.
• Then just a day after the deadline for final submissions, the internet went dead as
an act of the government to control the street protests and strikes by lawyers and
teachers in his country.
• So he made a trip to Yaounde to be able to continue studying and keep in touch
with Google.
• Which Sundar Pichai tweeted: “So inspired by Nji’s story & look forward to
welcoming him and all the winners to the Googleplex.”
• So his encouragements are not limited to sweet, independent and ambition 7-
year old girls.
3- Empower youths:
4- Stay humble and keep learning:

• Sundar Pichai completed his MBA from Wharton University, he climbed the success
ladder and contributed to many of the key-products of Google, he was the one who
convinced Larry Page and Sergey Brin to launch Google’s own browser, Pichai played a
pivotal role in the ultimate launch of Google Chrome in 2008, he kept rising up the ranks
in Google, by 2012 he became the Senior Vice President of Chrome and apps.
• When Andy Rubin, the creator of Android left to work on a different project, Larry Page
assigned Pichai in-charge of Android in 2013. He worked hard still and in 2014 he was
promoted to Product Chief.
The Top 7 Management Styles:

Which Ones Are Most Effective?

1. Authoritarian management style

• Also known as autocratic, coercive, or directive

• "Do as I say."
• Authoritarian managers typically assert strong authority, have
total decision-making power, and expect unquestioned
obedience.
• Allowing employees little to no flexibility at work
• When does this style works????
• during a crisis (like a hostile takeover)
• with a workforce that is either new, unskilled, or unmotivated.
2. Visionary management style
• Inspirational, charismatic, strategic, transformational, or
authoritative.
• Focus on conveying the overall vision of the company, department,
or project to their team.
• "Follow me."
• Motivate their teams not through fear but by showing them how
their work fits into the company’s goals and strategy.
• Pros and cons????
• Better for already knowledgeable and capable enough to do their work with
little or no supervision.
• Lack of focus on the detail can lead to problems, especially if your team
members are inexperienced or new.
3. Affiliative management style

• Focuses on building relationships.

• Create a sense of belonging through positive feedback and a lax
environment, which breeds loyalty in return.
• Better off under stressful situations when broken ties need to be
repaired
• Managers often engage in one-on-one personal talks over lunch
or bring cupcakes when a big milestone has been reached.
4. Coaching management style

• Considers the employee’s long-term professional development

as the main objective.
• Uncovering employees’ strengths and weaknesses, then tying
their personal goals to the company ones.
• Managers give plenty of constructive feedback and challenges to
motivate their trainees in their endeavours.
5. Pacesetting management style

• Leading from the front of the pack

• As a manager, you provide instructions and set a work pace, and
then expect your employees to follow in your footsteps.
• involves setting high or hard-to-reach standards in an effort to
drive your team to achieve new bests and hit bigger goals.
6. Democratic management style

• Collaborative, consultative, or participative

• Team members are encouraged to voice out their thoughts,
while the manager approves the final decision.
• Based on the philosophy that two heads are better than one
7. Laissez-Faire management style

• “Laissez-faire” is French for “let do”

• Allowing employees to do what they want, with no interference
from the management
• Common in high-growth startups, creative businesses, and
those with a flat hierarchy.
• Google uses laissez-faire management as a means of promoting
employee creativity and innovation.
Daniel Goleman’s Six Styles of Leadership
© 2006 by South-Western, a division of Thomson
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Learning. All rights reserved.
Alternative Views of Leadership

• Charismatic Leadership
• Transformational Leadership
• Transactional Leadership
• Servant Leadership
 Alternative Views of Leadership
Charismatic Leadership

• Charismatic leaders create a self-image so powerful that people are naturally

drawn to them.
• Attract devoted followers
• They energetically pursue leader's vision
• Move followers to extraordinary heights of performance
• Profoundly affect aspirations
• Build emotional attachment to leader
11-39
Transformational Leadership
 Leadership actions that involve influencing major changes in the attitudes
and assumptions of organization members and building commitment for the
organization’s mission, objectives, and strategies.

 These leaders know that transformation is what is going to make their

company succeed within a given industry. They challenge the status quo by
introducing a new way of doing something. Be it a new way to consume
music or to connect with people online, these leaders are innovators in every
sense of the word.
Bass and Avolio's Four I's of Transformational
Leadership
Transactional Leadership:
Transactional Leadership:

Leadership actions that focus on accomplishing the tasks at hand

and on maintaining good working relationships by exchanging
promises of rewards for performance.
Transactional leadership is interchangeably called managerial
leadership. It is based on the idea of a transaction between the
leader and the team members.
The "transaction" usually involves the organization paying team
members in return for their effort and compliance. The leader has a
right to "punish" team members if their work doesn't meet an
appropriate standard.
Transactional v/s Transformational
Servant Leadership:
• “Servant leadership” was coined by Robert K. Greenleaf 
• Servant leaders lead by example and work behind the stage.
• Focuses primarily on the growth and well-being of people and the
communities to which they belong.
• Traditional leadership - involves the accumulation and exercise of power
by one at the “top of the pyramid,”
• Servant-leader shares power, puts the needs of others first and helps
people develop and perform as highly as possible.
 “True leaders always practice the three R’s: Respect
for self, Respect for others and Responsibility for their
actions”
 Any Questions ????
“It’s not the load that breaks you down, it’s the way you carry it”