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LEADERSHIP: VISION,

MEANING AND REALITY


(LVMR)
PGP II, V Term

Prof. S. Manikutty

Course Learning Objectives


To understand the key concepts of
leadership
To enable self development to prepare
oneself for the tasks of leadership
Understand the links between
organizational needs, role demands and
personality differences
All through study of literature

Leaders:

Who are they?


Where are they?
How to find them?
How to develop them?

Teaching Objectives
NIL.

The course is NOT


About teaching leadership in 10 easy
steps.
About listing 7 effective attributes of
leadership.
Presentation of 2x2 matrices.
Not even a set of principles.

It is about
Finding your own way to develop
yourself as a manager, a leader and as
a person

Pedagogy
Reading of literature, pre class
discussion in groups, pre class group
discussions with the instructor
Presentation by the respective group
Discussion
Inputs by the instructor.

Course Materials
Literature (plays, novels, short stories)
Movies
How many cases?
NIL

How many hard core readings from


management literature?
About 6, over in the first two and the last
classes.

How much is the workload?


It takes about 3-4 hours to go through
each reading. It may vary, of course.

Exams?
YES!!
Some have said the exam was the
best part of the course

No mid term, but an end term


exam.+ a group paper elaborating
on their own group presentation +
a group paper on a selected topic.

Caution !
In some people, the readings have
been known to cause insomnia.
It is also possible that some may learn
nothing at all.
The course is known to cause
syndromes of a permanent life long
reading habit.

Courses such as these are subject to considerable risk. You are

requested to refer to the red herring prospectus as given in the


course material.

What do you think are the most important


characteristics of leaders? (Rank in order of
importance)

Intelligence
Ability to dream
Empathy
Ability to communicate
Passion
Compassion
Charm in behavior
Authenticity
Commitment
Ability to inspire
Clear goal setting
Singleminded pursuit of goals

Managers vs. Leaders

Which of these traits apply to managers? To leaders?


Transactional;
maintaining the status
quo/ incremental
change
Work through emotions
Guided by passions
Set goals
Inspire people
Consequentialist
Once born

Transformational;
altering the status quo/
drastic and
fundamental change
Work through logic
Guided by interests
Set visions
Motivate people
Not necessarily so
Twice born

Managers vs. Leaders


Sir Thomas Roe & Capt.
Hawkins
Nehru
Sloan
J N Tata
Kennedy
R K Talwar & Ratnakar

Robert Clive

Patel
Ford
JRD Tata
McNamara
Prakash Tandon

Managers vs. Leaders (Contd.)


Managers

Leaders

Goal setting

React to goals set by


others

Create their own goals

Attitude to goals

Impersonal

Moods, images,
expectations,
involvement

Limit choices

Expand choices

Clear and measureable

Ambiguous

Attitude to work

Get the job done

Define your job

Attitude to risk

Low risk

High risk

Relationships

Structured, formal

More informal

Placid

Emotions laden

Learning Leadership & Decision


Making from Literature
Choosing what to read
Depends on the purpose
Many readings required before selecting
the right ones

Develop a repertoire of concepts


Why was this book written?
What are its key concepts?

Learning Leadership & Decision


Making from Literature
Gaining understanding through
interpretation
Why are the characters there? What do
they stand for?
What relationships are sought to be
highlighted by the author?

Internalizing the lessons and learning

Five Perspectives

Managing
Managing
Managing
Managing
mindset
Managing

the
the
the
the

self: the reflective mind set


logic: the analytic mindset
context: the cognitive mindset
relationships: the interpersonal

change: the action mindset

Thanks
(for the time being)