LEADERSHIP AND

LEADERS

Rakesh D.
(KH08JUNMBA090) Satheesan P.
Shravan B. (KH08JUNMBA097)
(KH08JUNMBA100) Tushar P.
Gaurav P. (KH08JUNMBA066)
(KH08JUNMBA065) Prasana J.
Kunal B. (KH08JUNMBA075)(KH08JUNMBA087)
HBO-Prof . Jude D'souza
Kishore G.
Presentation flow
 Introduction & Definition- Rakesh
 Leadership Styles & Change Leadership-
Shravan
 Theories of Leadership & Factors Affecting-
Gaurav
 Lessons-Kunal
 Managers Vs Leaders-Satheesan
 Great Leaders Are…-Tushar
 Examples of Great Leaders-Prasana
 Conclusion-Kishore
A Leadership Story
 A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote island to get to the coast
where an estuary provides
a perfect site for a port.
 The leaders organise the labour into efficient units and monitor the distribution
and use of capital assets – progress is excellent. The leaders continue to
monitor and evaluate progress, making adjustments along the way to ensure
the progress is maintained and efficiency increased wherever possible.
 Then, one day amidst all the hustle and bustle and activity, one person climbs
up a nearby tree. The person surveys the scene from the top of the tree.
Continue…
A Leadership Story
 And shouts down to the assembled group
below…
 “Wrong Way!”

 “Management is doing things right, leadership is

doing
Source the
: “The right
Seven things”
Habits -Warren
of Highly EffectiveBennis
People ” and Peter
Simon &
Schuster.
Drucker
Definition
 Leadership is a process by which a person
influences others to accomplish an objective.
Leaders carry out this process by applying their
leadership attributes such as beliefs, values,
ethics, character, knowledge, and skills. It is the
art of stimulating/motivating people to do the right
thing.
Leadership
 About a leader
 A leader is someone who has
 Followers,
 Leaders are highly visible,

 They set examples,

 Popularity is not leadership but results are,

 Leadership is not rank, privilege, titles or

money, it is responsibility.
Source : “The Daily Drucker By Peter Drucker”
Leadership Styles
 Autocratic Leadership
 Democratic Leadership
 Laissez Faire Leadership
 Bureaucratic Leadership
Autocratic Leadership
 One who makes all the decisions, tells employees
what to do, and closely supervise employees.
 High degree of dependency on the leader.

 May be valuable in some types of business where

decisions need to be made quickly and decisively
 Can create de-motivation and alienation of staff

Examples : Hitler, Mussolini, Stalin

 Democratic Leadership
 Encourages decision making from different
perspectives – leadership may be emphasised
throughout the organisation.
 Workers feel ownership of the firm and its ideas.
 Improves the sharing of ideas and experiences within
the business.
 May help motivation and involvement.
 Can delay decision making.

Example : P. Jawharlal Nehru, A B Bajpayee

 Laissez Faire Leadership
 ‘Let it be’ – the leadership responsibilities are shared by all.
 Can be very useful in businesses where creative ideas are
important.
 Can be highly motivational, as people have control over their
working life.
 Relies on good team work.
 Relies on good interpersonal relations.
 Can make coordination and decision making time-consuming
and lacking in overall direction.
Example : N Murthy (Infosys)
Bureaucratic Leadership
 Manages by books.
 Follows rules.
 Everything is done according to policies and guidelines.
 Lacks vision.
 Indecision.
 Red tapism.
Example : Government Officer
 Change Leadership
 The most challenging aspect of business is leading and
managing change.
 The business environment is subject to fast-paced
economic and social change.
 Change leader sees change as an opportunity.
 A change leader knows how to find the right changes
and knows how to make them effective both outside the
organization and inside it.
Continue…
 Change Leadership

 “The most effective way to manage change successful

is to create it.” -Peter Drucker
 One can`t manage change.
 One can only be ahead of it.
 In period of rapid structural change, the only ones
who survive are the change leaders.
ource : “The Daily Drucker By Peter Drucker”
Theories of Leadership
Theories of Leadership
 Trait theories:
 Is there a set of characteristics
that determine a good leader?
 Personality?

 Dominance and personal presence?

 Charisma?

 Self confidence?

 Achievement?

 Ability to formulate a clear vision?

Theories of Leadership
 Trait theories:
 Are such characteristics
inherently gender biased?
 Do such characteristics
produce good leaders?
 Is leadership more than
just bringing about change?
 Does this imply that leaders are born not bred?
Theories of Leadership
 Behavioural:
 Imply that leaders can be trained – focus on the
way of doing things
 Structure based behavioural theories – focus on
the leader instituting structures – task
orientated
 Relationship based behavioural theories – focus
on the development and maintenance of
relationships – process orientated
Theories of Leadership
 Transformational:
 Widespread changes
to a business or organisation
 Requires:
 Long term strategic planning
 Clear objectives

 Clear vision

 Leading by example – walk the walk

 Efficiency of systems and processes

Theories of Leadership
 Invitational Leadership:
 Improving the atmosphere and message sent
out by the organisation
 Focus on reducing negative messages
sent out through the everyday actions of the
business both externally and, crucially,
internally
 Review internal processes to reduce these
 Build relationships and sense of belonging and
identity with the organisation –
that gets communicated to customers, etc.
Theories of Leadership
 Transactional Theories:
 Focus on the management
of the organisation
 Focus on procedures and efficiency

 Focus on working to rules

and contracts
 Managing current issues
and problems
Factors Affecting Style
Factors Affecting Style
 Leadership style may be dependent
on various factors:
 Risk - decision making and change initiatives
based on degree of risk involved
 Type of business – creative business
or supply driven?
 How important change is –
change for change’s sake?
 Organisational culture – may be long embedded
and difficult to change
 Nature of the task – needing cooperation? Direction?
Structure?
Lessons
Lessons
 “Being responsible sometimes means pissing people off.”
 “The day soldiers stop bringing you their problems is the day you have
stopped leading them. They have either lost confidence that you can
help them or concluded that you do not care. Either case is a failure of
leadership.”
 "Never neglect details. When everyone's mind is dulled or distracted the
leader must be doubly vigilant.“
 “You don't know what you can get away with until you try.”
 “Never let your ego get so close to your position that when your position
goes, your ego goes with it.”
Continue…
Lessons
 “Great leaders are almost always great simplifiers, who can
cut through argument, debate and doubt, to offer a solution
everybody can understand.”
 Part-I: “Use the formula P=40 to 70, in which P stands for the
probability of success and the numbers indicate the
percentage of information acquired.”
Part-II: “Once the information is in the 40 to 70 range , go with
your gut.”
“Leadership is the art of accomplishing more than the
science of management says is possible.”
Managers Vs Leaders
Are They Different?

 Manager and Leader have distinct traits. There

are fundamental differences in the way of
thinking and executing things.
 A manager tries to get maximum benefits of the
available resources. Relies on high efficiency and
productivity of existing resource.
 A leader on other hand has a creative mind.
Leader is an inventor and is constantly thinking
of changing and improving the way things are
done.
 Leaders Vs Managers
Leaders Managers
 Innovate, discover  Manage wisely the
new opportunities resources
 Focus on people  Focus on systems &
 Long range Structures
perspective  Short range view
 Challenges the status  Accepts the status quo
quo  Decisions are based on
 Decisions are based control
on trust  Asks how and when
 Asks what and why  Makes things in a proper
 Makes proper things manner
Leaders Vs Managers
Leaders
 Aiming the concept, idea
 Create success stories
 He is based on intuition
 Respect the innovation
 Leaders mentor
 Leaders are proactive
 Thrive on risks
Managers
 Aiming the result
 Imitate success
stories
 He is using a plan
 Respect efficiency
 Managers instruct
 Mangers are reactive
 Avoid risks
Great Leaders Are…
Great Leaders Are…
 Visionary – They envision a better future and
drive needed change.
 Good Communicators – They exercise verbal
power to influence others.
 A Power Base – They build legitimate power to
maximize support and loyalty of followers.

Continue…
Great Leaders Are…
 Empowering – They wisely share power
with others to maximize commitment and
loyalty.
 Motivators – They understand what
motivates others to high levels of
achievement.
 Liaisons – They develop alliances to
overcome challenges and to create a better
future.
Now we will see Great
Leaders
 Great Leaders
Leader Narendra MS Dhoni Ratan Tata
Modi
Leadership Autocratic-A Democratic- Transformation- The
style ruler with Upholding a process of changing
absolute democracy
power

Visionary  - 
Good   
Communicat
or
A Power  - 
Base
Empowering -  
 Great Leaders
Leader Kiran Bedi APJ Abdul Steve Job
Kalam
Leadership style Bureaucratic – Transformational- Autocratic
An official in The Process of
Bureaucracy changing
Visionary   

Good   
Communicator
A Power Base  - 

Empowering -  -

Motivator -  

Liaisons - - -
Conclusion
What does it take
to take the
Lead?
 Desire ~ Self Awareness ~ Assessment
 Education ~ Training ~ Experience
 Thank
You !!

“The leader always sets the trail for

others to follow.”