GROUP NO.

Principle Of
Management
Project
F.Y.B.M.S

Div: B

Topic: Leadership

Presented By:

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Akansha Poddar 65
Fahreen Khan
Karishma Chouhan
Raghav Seksaria
Nisarg Joshi
Saurabh Makharia
Yawar Sayyed

Leadership
Leadership has been described as a process of social
influence in which one person can enlist the aid
and support of others in the accomplishment of a
common task", although there are also other in-depth
definitions of leadership.
Leadership is "organizing a group of people to achieve a
common goal". The leader may or may not have any formal
authority.
Studies of leadership have produced theories involving
traits, situational interaction, function, behavior, power,
vision and values,qualities, and intelligence, among others.
Somebody whom people follow: somebody who guides or
directs others.

Definition Of Leadership
Leadership is the ability to evaluate and or forecast a long term plan
or policy and influence the followers towards the achievement of the
said strategy.
Adeoye Mayowa: A Leadership Manager in Nigeria (2009)

According to Koontz and O'Donnell,

"Leadership is the ability of a manager to induce subordinates (followers) to

work with confidence and zeal."
According to George Terry,
"Leadership is the activity of influencing people to strive for mutual
objectives."

According to Peter Drucker,

"Leadership is the shifting of own's vision to higher sights, the raising of

man's performance to higher standards, the building of man's personality
beyond its normal limitations."

Four Factors of Leadership

Leader
You must have an honest understanding of who you are, what you know, and
what you can do. Also, note that it is the followers, not the leader or
someone else who determines if the leader is successful. If they do not trust
or lack confidence in their leader, then they will be uninspired. To be
successful you have to convince your followers, not yourself or your
superiors, that you are worthy of being followed.

Followers
Different people require different styles of leadership. For example, a new
hire requires more supervision than an experienced employee does. A person
who lacks motivation requires a different approach than one with a high
degree of motivation. You must know your people! The fundamental starting
point is having a good understanding of human nature, such as needs,
emotions, and motivation. You must come to know your employees' be,
know, and do attributes.
Communication
You lead through two-way communication. Much of it is nonverbal. For
instance, when you set the example, that communicates to your people
that you would not ask them to perform anything that you would not be
willing to do. What and how you communicate either builds or harms the
relationship between you and your employees.
Situation
All situations are different. What you do in one situation will not always work
in another. You must use your judgment to decide the best course of action
and the leadership style needed for each situation. For example, you may
need to confront an employee for inappropriate behavior, but if the
confrontation is too late or too early, too harsh or too weak, then the results
may prove ineffective

Characteristics of leadership
Involves guiding and motivating :
Leadership is a managerial process of guiding and motivating the
subordinates for achieving organizational goals/objectives. For
motivating, communicating is necessary. Leadership is described
as an art of influencing and inspiring subordinates to perform their
duties efficiently.
Needs subordinates and common interests :
It pre-supposes the existence of subordinates. There must be
common interest for the leader and his followers due to which they
cooperate and participate for achieving common objectives.
Promotes interest in the work :
The purpose of leadership is to influence, motivate and encourage
subordinates to take active interest in the work assigned and give
the best results.
Needs support from all :
The leader must recognize the presence of all employees
irrespective of their position. The leader cannot become successful
unless he obtains support from all.
Influences subordinates through personal qualities :
A leader understands the problems of his subordinates and
influences them by his personal qualities.

 Dynamic and continuous process :

Leadership is a dynamic and continuous process. It is a regular
activity of guiding and motivating subordinates for improving their
performance and contribution towards organizational objectives.
Leadership is situational :
An ideal leadership is always situational. A leader has to study the
prevailing situation and provide appropriate leadership to his
subordinates.
Assumes obligation :
A leader always inspires followers. In the event of failure, he does
not shift the responsibility to his subordinates but accepts his
personal weaknesses in performance. A leader leads by setting
good example.
Needs interaction with followers :
The objective of the leader and his subordinates should be the
same. If the leader attempts for one purpose and his subordinates
for some other purpose, it is no leadership. Their interest must be
identical.
Achievement of objectives :
The success of a leader largely depends on his ability to achieve
organizational objectives. When a leader fails to attain the
objectives, he is of no utility to the management.

Qualities of Leadership

The Process of Great Leadership

The road to great leadership that is common

to successful leaders:
o Challenge the process - First, find a
process that you believe needs to be
improved the most.
o Inspire a shared vision - Next, share
your vision in words that can be
understood by your followers.
o Enable others to act - Give them the
tools and methods to solve the problem.
o Model the way - When the process gets
tough, get your hands dirty. A boss tells
others what to do; a leader shows that it
can be done.
o Encourage the heart - Share the glory
with your followers' hearts, while keeping
the pains within your own.

Styles Of Leadership

Most common Leadership Types are:

- Autocratic leadership.
- Bureaucratic leadership.
- Charismatic leadership.
- Democratic leadership or participative leadership.
- Laissez-faire leadership.
- People-oriented leadership or relations-oriented leadership.
- Servant leadership.
- Task-oriented leadership.
- Transactional leadership.
- Transformational leadership.

Autocratic Leadership

Autocratic leadership is an extreme form of transactional leadership, where a leader exerts high
levels of power over his or her employees or team members. People within the team are given
few opportunities for making suggestions, even if these would be in the team's or organization's
interest.
Most people tend to resent being treated like this. Because of this, autocratic leadership usually
leads to high levels of absenteeism and staff turnover. Also, the team's output does not benefit
from the creativity and experience of all team members, so many of the benefits of teamwork are
lost.
For some routine and unskilled jobs, however, this style can remain effective where the
advantages of control outweigh the disadvantages.

Bureaucratic Leadership

Bureaucratic leaders "work by the book", ensuring that their staff follow procedures exactly. This
is a very appropriate style for work involving serious safety risks (such as working with
machinery, with toxic substances or at heights) or where large sums of money are involved (such
as cash-handling).
In other situations, the inflexibility and high levels of control exerted can demoralize staff, and
can diminish the organizations ability to react to changing external circumstances.

Charismatic Leadership

A charismatic leadership style can appear similar to a transformational leadership style, in that
the leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving
others forward.
However, a charismatic leader can tend to believe more in him or herself than in their team. This
can create a risk that a project, or even an entire organization, might collapse if the leader were
to leave: In the eyes of their followers, success is tied up with the presence of the charismatic
leader. As such, charismatic leadership carries great responsibility, and needs long-term
commitment from the leader.

Democratic Leadership or Participative Leadership

Although a democratic leader will make the final decision, he or she invites other members of the
team to contribute to the decision-making process. This not only increases job satisfaction by

involving employees or team members in what's going on, but it also helps to develop people's
skills. Employees and team members feel in control of their own destiny, and so are motivated to
work hard by more than just a financial reward.
As participation takes time, this style can lead to things happening more slowly than an
autocratic approach, but often the end result is better. It can be most suitable where team
working is essential, and quality is more important than speed to market or productivity.

Laissez-Faire Leadership

This French phrase means "let them do" and is used to describe a leader who leaves his or her
colleagues to get on with their work. It can be effective if the leader monitors what is being
achieved and communicates this back to his or her team regularly. Most often, laissez-faire
leadership works for teams in which the individuals are very experienced and skilled self-starters.
Unfortunately, it can also refer to situations where managers are not exerting sufficient control.

People-Oriented Leadership or Relations-Oriented Leadership

This style of leadership is the opposite of task-oriented leadership: the leader is totally focused
on organizing, supporting and developing the people in the leader's team. A participative style, it
tends to lead to good teamwork and creative collaboration. However, taken to extremes, it can
lead to failure to achieve the team's goals. In practice, most leaders use both task-oriented and
people-oriented styles of leadership.

Servant Leadership

This term, coined by Robert Greenleaf in the 1970s, describes a leader who is often not formally
recognized as such. When someone, at any level within an organization, leads simply by virtue of
meeting the needs of his or her team, he or she is described as a "servant leader". In many ways,
servant leadership is a form of democratic leadership, as the whole team tends to be involved in
decision-making.

Supporters of the servant leadership model suggest it is an important way ahead in a world
where values are increasingly important, in which servant leaders achieve power on the basis of

their values and ideals. Others believe that in competitive leadership situations, people practicing
servant leadership will often find themselves left behind by leaders using other leadership styles.

Task-Oriented Leadership

A highly task-oriented leader focuses only on getting the job done, and can be quite autocratic.
He or she will actively define the work and the roles required, put structures in place, plan,
organize and monitor. However, as task-oriented leaders spare little thought for the well-being of
their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties
in motivating and retaining staff. Task-oriented leaders can benefit from an understanding of the
Blake-Mouton Managerial Grid, which can help them identify specific areas for development that
will help them involve people more.

Transactional Leadership

This style of leadership starts with the premise that team members agree to obey their leader
totally when they take a job on: the transaction is (usually) that the organization pays the team
members, in return for their effort and compliance. As such, the leader has the right to punish
team members if their work doesn't meet the pre-determined standard.

Team members can do little to improve their job satisfaction under transactional leadership. The
leader could give team members some control of their income/reward by using incentives that
encourage even higher standards or greater productivity. Alternatively a transactional leader
could practice "management by exception", whereby, rather than rewarding better work, he or
she would take corrective action if the required standards were not met.

Transactional leadership is really just a way of managing rather a true leadership style, as the
focus is on short-term tasks. It has serious limitations for knowledge-based or creative work, but
remains a common style in many organizations.

Transformational Leadership

A person with this leadership style is a true leader who inspires his or her team with a shared
vision of the future. Transformational leaders are highly visible, and spend a lot of time
communicating. They don't necessarily lead from the front, as they tend to delegate
responsibility amongst their teams. While their enthusiasm is often infectious, they can need to
be supported by "detail people".

In many organizations, both transactional and transformational leadership are needed. The
transactional leaders (or managers) ensure that routine work is done reliably, while the
transformational leaders look after initiatives that add value.

The transformational leadership style is the dominant leadership style taught in the "How to
Lead: Discover the Leader Within You" leadership program, although we do recommend that
other styles are brought as the situation demands.

Using the Right Style: Situational Leadership

While the Transformation Leadership approach is often highly effective, there is no one right way
to lead or manage that suits all situations. To choose the most effective approach for you, you
must consider:

- The skill levels and experience of the members of your team.

- The work involved (routine or new and creative).
- The organizational environment (stable or radically changing, conservative or adventurous).
- You own preferred or natural style.

A good leader will find him or herself switching instinctively between styles according to the
people and work they are dealing with. This is often referred to as "situational leadership"

For example, the manager of a small factory trains new machine operatives using a bureaucratic
style to ensure operatives know the procedures that achieve the right standards of product
quality and workplace safety. The same manager may adopt a more participative style of
leadership when working on production line improvement with his or her team of supervisors.

Jehangir Ratanji Dadabhoy Tata

Leadership style of JRD TATA

When talking about Indias greatest leaders, one name just cannot be skippedJ.R.D. TATA. For decades the
sole Indian businessman, global leaders had ever heard of, was Tata.

Its different todaythe Sunday Times, Forbes and even the hallowed Harvard Business Review now carries
articles written by Indian mgt. gurus on Indian case studies. But for years the world passed India by. Only
J.R.D. Tata made an impact.

When J.R.D. became chairman of Tata in 1938, British firms dominated the environment, but the House of
Tata towered above all others. It had 14 companies with sales of Rs. 280 crores.

The year he died, 1993, it was still Indias biggest business house. Sales had mushroomed to Rs. 15000
crores and there were over 50 large manufacturing companies besides innumerable holdings and concerns.
He was a distinguished and respected industrialist who was also awarded the BHARAT RATNA, remarkable
achievement.

What sort of value system made the great man achieve his greatness?
Following is an analysis of some of the virtues & vices, which J. R. D. displayed through the course of his
eventful life:
Virtues:

J.R.D. was

Approachable: - J.R.D. had no problems making friends easily. He had one of the most comfortable
personalities that was probably his benchmark of becoming a successful individual.

Diplomatic: - One of the most difficult talents is to say no in a nice manner. But Diplomacy was never a
problem for J.R.D. Even when he was angry at Nehru for going against industrialists, he was never rude but
made his point diplomatically and walked away friends.

Realistic: - J.R.D. never plunged into unviable projects, howsoever exciting they might be. He briefly
flirted with the idea of making bombers with Tata Aircraftbut despite his love for flying, he shot down the
project himself when it became clear that there was no money to be made.

Charismatic: - When J.R.D. was elected chairman of the group, there was no question about the selection.
There was no one else who could have been chosen by the board. J.R.D. by then was a hero. The daring
pilot, the shrewd businessman. He was already outstanding.

Courageous: - J.R.D. had always supported Nehrus views on socialism. Something that the board of Tata
sons did not agree with. But J.R.D. refused to sign the manifesto against socialism. It must have required
considerable courage for a 30- something to stand up for views, which differed so widely from those of the
old guard.

Compassionate: - People talk of Russi Mody but he manipulated people. J.R.D. genuinely felt for workers.
His approach to labor was that of Fabian socialism. After J.R.D.s entry, the management of Tisco changed its
policy of confrontation. The trade union became not only acceptable but also an
association which was vital to the interests of the workers.

Supportive towards innovation: - Apart from his supportive attitude towards Tiscos lab technicians,
perhaps Tata chemicals provides the best demonstration of J.R.D.s willingness to support innovation in his
business and among his managers.

Aware of a sense of responsibility: - There were opportunities for J.R.D. where he was tempted to
joined politics. But he rationalized to himself by concluding that he could do more for the country in business
and industry than in politics. He says, I had no doubt that freedom was on its way. But who knows, I might
one day have an opportunity to serve in more useful ways than by going to jail today!

Committed to values: - J.R.D. never believed in paying under the table for getting a license approved. He
never believed in exploiting the workers, society and earning more profits. It was believed that wealth and
respect are disjoint. J.R.D. was considered to be an exception to this rule.

A visionary: - J.R.D. was the only director on the board of the Tata group who supported Ratan Tatas plan
to enter high investment high risk industries like oil manufacturing & computers. He believed, that being
that stalwart business house of India, such investments were a responsibility.

Vices:
J.R.D. was..

Conservative: - J.R.D. always preferred the more conservative approach. His conservativeness left Tisco
unprepared for the outbreak of the second world war and the license-permit raj of free India.

Aloof: - Unlike G.D. Birla, J.R.D. had kept aloof from the congress leadership. For a group that depends as
much as the Tatas did on government patronage, this was a major lacuna.

Bad tempered: - Instead of trying to patch up the differences, J.R.D. withdrew into himself. He rejected
Nehrus invitations to the UN session in Paris, and the invitation to lead Indian Rare Earths, one of the first
PSUs. J.R.D. forgot the Public Relations implications of these prestigious invitations and the signals his
refusal emitted.

After going through the above virtues and vices of Indias greatest industrialist, we learn a lot about what it
takes to be successful in business, career, and in ..life

Thank
you