UNIVERSITY OF MUMBAI

PROJECT ON

LEADERSHIP MANAGEMENT

SUBMITTED BY

VRINDA .A. BHANDARE

TYBMS SEMESTER V

ACADEMIC YEAR 2011-12

PROJECT GUIDE

MRS.ASHITA CHAUDHARY

S.S & L.S PATKAR COLLEGE OF ARTS & SCIENCE & V.P VARDE COLLEGE OF COMMERCE & ECONOMICSGOREGAON (W)MUMBAI- 400062.

UNIVERSITY OF MUMBAI

PROJECT ON:

LEADERSHIP MANAGEMENT

Bachelor Of Management Studies (BMS)Semester V.

Submitted.In Partial Fulfillment of the requirementsFor the Award of Degree ofBachelor of Management Studies (BMS).

By: - Vrinda Bhandare Roll No-410

S.S & L.S. Patkar College Of Arts and Science &V.P.Varde College Of Commerce and Economics.Goregaon (West), Mumbai 400 062.

V.P.Varde College Of Commerce and Economics.Goregaon (West), Mumbai 400 062. CERTIFICATE

This is to certify that Miss Vrinda .A. Bhandareof (BMS) has successfully completed the project on Leadership Management Semester V (2011-12) has successfully completed the project onUnder the guidance of Mrs.Ashita Chaudhary

Course Co-ordinator PrincipalZeenat Khan

Project guide / Internal ExaminerAshita Chaudhary

External Examiner

DECLARATION

I, Miss. Vrinda Bhandare of Patkar College of TYBMS [Semester V] hereby declare that I have completed my project, titled Leadership management in the Academic Year 2011-2012.

The information submitted herein is true and original to the best of my knowledge.

_____________________

Signature of Student [VRINDA BHANDARE]

ACKNOWLEDGEMENT

To list who all helped me is difficult because they are so numerous and the depth is so enormous.

I would like to acknowledge the following as being idealistic channel and fresh dimension in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to do this project..I take this opportunity to thank our coordinator Mrs. Zeenat Khan, for his moral support and guidance.

I would also like to express my sincere gratitude towards my project guide

MRS. ASHITA whose guidance and care made the project successful.

I would like to thank my college library, for having provided various reference books and magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped me in the completion of the project, especially my parents and my peers who supported me throughout my project

INDEXSR NOTOPICS

1.INTRODUCTION OF LEADERSHIPi. Manager or Leadersii. Leadership theories and approachesiii. Leadership stylesiv. Blake Mounton Managerial Gridv. Leadership qualities

2.LEADING BY EXAMPLEGreat leaders:i. Adolf hitlerii. Ratan Tataiii. Dhirajlal Hirachand Ambaniiv. Steve Jobsv. Bill Gates vi. Larry Pagevii. Akio Morita

viii. Henry Ford

CASE STUDY ON INFOSYS

3.LEADERSHIP STARTS WITH YOU,NOT THEMi. The Blame Gameii. Personal Responsibility, Self-Reliance & Self Diciplineiii. Emotional Intelligenceiv. 10 Common Leadership And Management Mistakesv. Situational Factors

4.BECOMING A LEADER, WHAT DOES IT MEAN, HOW DO YOU GET IT?i. Understanding Power

5.LEADERSHIP AND EMPOWERMENTi. Trainingii. Coachingiii. Mentoring

6.MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP

7.LEADERSHIP COMMUNICATION

8.TEAM BUILDING

9.PROBLEM SOLVING AND DECISION MAKINGi. Problem Solvingii. Decision Makingiii. Risk Analysisiv. The Ladder of Inferencev. Decision making Under Uncertainityvi. Six Thinking Hatsvii. Multi Votingviii. Avoid Group Think

10.CONFLICT IN THE TEAMi. No Jerks Allowedii. Dealing with Sticky Situationiii. The Importance of Forgivness

11.TYPES OF LEADERSHIPi. Strategic Leadershipii. Ethical Leadership

12.LEADERSHIP BY NEW GENERATIONi. Leadership Qualities For 21st Centuryii. Must Have Skills For The 21st Century

13.

PROJECT MANAGEMENTi. How Good are Your Project Management Skillsii. Project Management Phases And Processesiii. Why Do Project Failiv. Project Close Activities

14.15.CLOSING THOGHTSBIBLOGRAPHY

INTRODUCTION

Leadership is a part of all us at home, in business, and our community. What was extremely beneficial to me was that reading through the various theories, and case studies, I was able to identify with many of these examples and situations. It had enriched me with an insight about myself . It is that very awareness of both my personal and other people's behaviors that makes leadership possible. I am the first to admit that learning about leadership management does not automatically make one a good leader, but they give a tremendous insight and the possibility to become a better one. My own view is that Leadership is a process to change or create something from what otherwise would be chaos. It must be highly flexible and demands awareness, skills, and sensitivity. It is highly dependent on situations. Leadership is being human. They are all equally eye opening for everyone in the organization.

LEADERSHIP MANAGEMENT

What is leadership?

"Leaders are people who do the right thing; managers are people who do things right." Professor Warren G. Bennis"Leadership is the art of getting someone else to do something you want done because he wants to do it." Dwight D. EisenhowerThe word "leadership" can bring to mind a variety of images. For example: An army officer, charging forward to meet the enemy. An explorer, cutting a path through the jungle for the rest of his party to follow. An executive, developing her company's strategy to remain ahead of the competition.Leaders help themselves and others to do the right things. They set direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to "win" as a team or an organization. Leadership is dynamic, vibrant, and inspiring.Yet, while leaders set the direction, they must also use management skills to guide their team to the right destination in a smooth and efficient way.In this article, we'll focus on the process of leadership. In particular, we'll discuss the "transformational leadership" model, first proposed by James MacGregor Burns. This model highlights visionary thinking and bringing about change, instead of management processes that are only designed to maintain current performance.

Its the ability to influence a group toward the achievement of goals Leadership Management is a function of knowing yourself ,having a vision that is well communicated ,building trust among colleagues and taking effective action to realize your own leadership potentialLeadership Management is about building teams and communicating so that everyone works together. The importance of leadership is a key ingredient to successful businesses and championship teams. Teams that have this synergy tend to be the ones on top.A leader is someone you trust and is knowledgeable, but not all knowing; speaks with purpose, but listens well; sets the example and lives the corporate values everyone is expected to follow. Leadership is the ability to achieve great personal and organizational results through others using positive interpersonal relationships.

Why Is Leadership Management Important ? Leadership is about building teams and communicating so that everyone works together. The importance of leadership is a key ingredient to successful businesses and championship teams. Teams that have this synergy tend to be the ones on top. Effective leadership helps our nation through times of peril It makes a business organization successful. It enables a not-for-profit organization to fulfill its mission. Without leadership, organizations move too slowly, stagnate and lose their way

MANAGER OR LEADER???

We hereby kill the word manager. Burn it, rip it up, stab it, it is done. It is heavily stigmatized as secondclass citizen compared to the idealized leader.Frankly, we simply do not need it. Leader will do. It is a big lie that managers and leaders are different things!

Managers deal with the present. Leaders deal with the future. I am sure you have heard things like this beforeI actually found the list below saying that :

A manager takes care of where you are; a leader takes you to a new place.

A manager deals with complexity; a leader deals with uncertainty.

A manager is concerned with finding the facts; a leader makes decisions.

A manager is concerned with doing things right; a leader is concerned with doing the right things.

A managers critical concern is efficiency; a leader focuses on effectiveness.

A manager creates policies; a leader establishes principles.

A manager sees and hears what is going on; a leader hears when there is no sound and seeswhen there is no light.

A manager finds answers and solutions; a leader formulates the questions and identifies theproblems.

A manager looks for similarities between current and previous problems; a leader looks fordifferences.

Hopefully, you see the humor and absurdity in these statements. In reality, managers and leaders are the same thing. However, there are many bad leaders!

Stop thinking about manager versus leader,and start thinking about what it meansto be a great leader.

LEADERSHIP THEORIES/ APPROACHESTheoretical based: Theories always provided basis for the understanding of different concepts. Lets discuss first the basic approaches/theories which will help us to understand the other approaches and theories directly related to leaderships.

Theory X and Theory YUnderstanding team member motivation:

What motivates employees to go to work each morning? Many people get great satisfaction from their work and take great pride in it; others may view it as a burden, and simply work to survive.This question of motivation has been studied by management theorists and social psychologists for decades, in attempts to identify successful approaches to management.Understanding the Theories:Your management style is strongly influenced by your beliefs and assumptions about what motivates members of your team: If you believe that team members dislike work, you will tend towards an authoritarian style of management; On the other hand, if you assume that employees take pride in doing a good job, you will tend to adopt a more participative style.Theory XTheory X assumes that employees are naturally unmotivated and dislike working, and this encourages an authoritarian style of management. According to this view, management must actively intervene to get things done. This style of management assumes that workers: Dislike working. Avoid responsibility and need to be directed. Have to be controlled, forced, and threatened to deliver what's needed. Need to be supervised at every step, with controls put in place. Need to be enticed to produce results; otherwise they have no ambition or incentive to work.X-Type organizations tend to be top heavy, with managers and supervisors required at every step to control workers. There is little delegation of authority and control remains firmly centralized.McGregor recognized that X-Type workers are in fact usually the minority, and yet in mass organizations, such as large scale production environment, X Theory management may be required and can be unavoidable.Theory YTheory Y expounds a participative style of management that is de-centralized. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility. It assumes that workers: Take responsibility and are motivated to fulfill the goals they are given. Seek and accept responsibility and do not need much direction. Consider work as a natural part of life and solve work problems imaginatively.This more participative management style tends to be more widely applicable. In Y-Type organizations, people at lower levels of the organization are involved in decision making and have more responsibility.Leadership Styles and Theories

Using the Right One for the SituationFrom Mahatma Gandhi to Winston Churchill to Martin Luther King, there are as many leadership styles as there are leaders. Fortunately, businesspeople and psychologists have developed useful and simple ways to describe the main styles of leadership, and these can help aspiring leaders understand which styles they should use.So, whether you manage a team at work, captain a sports team, or lead a major corporation, which approach is best?With this in mind, there are many different frameworks that have shaped our current understanding of leadership, and many of these have their place, just as long as they're used appropriately. Leadership TheoriesResearchers have developed a number of leadership theories over the years. These fall into four main groups:1. Behavioral theories What does a good leader do?Behavioral theories focus on how leaders behave. Do they dictate what needs to be done and expect cooperation? Or do they involve the team in decisions to encourage acceptance and support?In the 1930s, Kurt Lewin developed a leadership framework based on a leader's decision-making behavior. Lewin argued that there are three types of leaders:1. Autocratic leadersMake decisions without consulting their teams. This is considered appropriate when decisions genuinely need to be taken quickly, when there's no need for input, and when team agreement isn't necessary for a successful outcome.2. Democratic leadersAllow the team to provide input before making a decision, although the degree of input can vary from leader to leader. This type of style is important when team agreement matters, but it can be quite difficult to manage when there are lots of different perspectives and ideas.3. Laissez-faire leadersDon't interfere;they allow people within the team to make many of the decisions. This works well when the team is highly capable and motivated, and when it doesn't need close monitoring or supervision. However, this style can arise because the leader is lazy or distracted, and, here, this approach can fail.Similar to Lewin's model, theBlake-Mouton Managerial Gridhelps you decide how best to lead, depending on your concern for people versus your concern for production. The model describes five different leadership styles: impoverished, country club, team leader, produce or perish, or middle of the road. The descriptions of these will help you understand your own leadership habits and adapt them to meet your team's needs.Clearly, then, how leaders behave impacts on their effectiveness. Researchers have realized, though, that many of these leadership behaviors are appropriate at different times. So, the best leaders are those who can use many different behavioral styles and use the right style for each situation.2. Contingency theories How does the situation influence good leadership?The realization that there isn't one correct type of leader led to theories that the best leadership style is contingent on, or depends on, the situation. These theories try to predict which leadership style is best in which circumstance.When a decision is needed fast, which style is preferred? When the leader needs the full support of the team, is there a better way to lead? Should a leader be more people oriented or task oriented? These are all examples of questions that contingency leadership theories try to address.A popular contingency-based framework is theHersey-Blanchard Situational Leadership Theory, which links leadership style with the maturity of individual members of the leader's team. Its also contains the following theories:The Fiedler Model This is the first comprehensive contingency model for leadership. Effective group performance depends on the proper match between the leaders style ofinteraction and the degree to which the situation gives control and influence to the leader. Fiedler developed an instrument, the Least-Preferred Co-worker (LPC) questionnaire thatmeasures the leaders behavioral orientation either task oriented or relationship oriented. He isolated three situational criterialeader-member relations, task structure, and positionpowerthat can be manipulated to create the proper match with the behavioral orientationof the leader. This contingency leadership model is an outgrowth of trait theory. Fiedler, however, attempted to isolate situations, relating his personality measure to hissituational classification, and then predicting leadership effectiveness. Fiedler believed that an individuals basic leadership style is a key factor. The LPC questionnaire contains 16 contrasting adjectives, asks the respondent to think ofall the co-workers he or she has ever had, and rates that person on a scale of 1 to 8 for eachset of contrasting adjectives. What you say about others tells more about you than it tells about the other person. If the least-preferred co-worker was described in positive terms (a high LPC score), then therespondent was primarily interested in good personal relations with co-workers. If the least-preferred co-worker is seen in relatively unfavorable terms, the respondent isprimarily interested in productivity and thus would be labeled task oriented. Fiedler argued that leadership style is innate to a personyou cant change your style. It is necessary to match the leader with the situation based on three criteria. Leader-member relationsThe degree of confidence, trust, and respect subordinateshave in their leader. Task structureThe degree to which the job assignments of subordinates are structuredor unstructured. Position powerThe degree of influence a leader has over power variables such as hiring,firing, discipline, promotions, and salary increases. The next step is to evaluate the situation in terms of these three contingency variables. The better the leader-member relations, the more highly structured the job, and the strongerthe position power, the more control or influence the leader has. Fiedler concluded that task-oriented leaders perform best in situations that are veryfavorable or very unfavorable to them. A moderately favorable situation, however, is best handled through relationship-orientedleadership.Situational Leadership Theory: Paul Hersey and Kenneth Blanchard developed the leadership model. Which is Called situational leadership; it shows how a leader should adjust leadership styleto reflect what followers need. A contingency theory that focuses on the followers. Successful leadership is contingent on the followers level of readiness. Why focus on the followers? And what do they mean by the term readiness?o This emphasis reflects the reality that it is the followers who accept or reject the leader.o Regardless of what the leader does, effectiveness depends on the actions of his or herfollowers. The term readiness refers to the extent that people have the ability and the willingness toaccomplish a specific task. Hersey and Blanchard identify four specific behaviors._ Follower: unable and unwilling Leader: needs to give clear and specific directions (Selling)._ Follower: unable but willing Leader: needs to display high task orientation and high relationship orientation.(Telling)_ Follower: able but unwilling Leader: needs to use a supportive and participative style. (participating)_ Follower: both able and willing Leader: a lenient approach will work (Delegating)The most effective behavior depends on a followers ability and motivations. If a follower is unable and unwilling, the leader needs to display high task orientation. At the other end of the readiness spectrum, if followers are able and willing, the leaderdoesnt need to do much. Situational leadership has an intuitive appealit acknowledges the importance of followers andbuilds on the idea that leaders can compensate for the lack of ability and motivation of theirfollowers. Research efforts to test and support the theory have generally been mixed.

Path-Goal Theory:1. One of the most respected approaches to leadership is path-goal theory.2. Developed by Robert House, a contingency model of leadership that extracts key elementsfrom the Ohio State leadership research and the expectancy theory of motivation.3. The essence of the theory: the leaders job is to assist followers in attaining their goals andto ensure that their goals are compatible with the overall objectives of the group ororganization.4. A leaders behavior is acceptable to employees to the degree that they view it as animmediate source of satisfaction or as a means of future satisfaction.5. A leaders behavior is motivational to the degree that ita) Makes employee need-satisfaction contingent on effective performance.b) Provides the coaching, guidance, support, and reward necessary for effectiveperformance.6. House identified four leadership behaviors;a) The directive leader tells employees what is expected of them, schedules work, andgives specific guidance as to how to accomplish tasks. It parallels initiating structure.b) The supportive leader is friendly and shows concern for the needs of employees. It isessentially synonymous with the dimension of consideration.c) The participative leader consults with employees and uses their suggestions beforemaking a decision.d) The achievement-oriented leader sets challenging goals and expects employees toperform at their highest levels.7. In contrast to Fiedler, House assumes that leaders are flexible.a) Path-goal theory implies that the same leader can display any or all leadership styles,depending on the situation.8. path-goal theory proposes two classes of contingency variables:;a) Those in the environment that are outside the control of the employee (task structure,the formal authority system, and the work group).1) Environmental factors determine leader behavior required if employee outcomesare to be maximized.b) Those that are part of the personal characteristics of the employee (locus of control,experience, and perceived ability).1) Personal characteristics determine how the environment and leader behavior areinterpreted.c) The theory proposes that leader behavior will be ineffective when it is redundant tosources of environmental structure or incongruent with subordinate characteristics.9. Research to validate path-goal predictions is encouraging, although not all is foundpositive.The majority of the evidence supports the logic underlying the theory.Path-Goal Leadership ModelEmployeeContingenciesEnvironmentalContingenciesLeader Behaviors Directive Supportive Participative AchievementorientedLeader Effectiveness Motivated employees Satisfied employees Leader acceptance

3. Trait theories What type of person makes a good leader?Trait theories argue that leaders share a number of common personality traits and characteristics, and that leadership emerges from these traits. Early trait theories promoted the idea that leadership is an innate, instinctive quality that you either have or don't have. Thankfully, we've moved on from this approach, and we're learning more about what we can do as individuals to develop leadership qualities within ourselves and others.What's more, traits are external behaviors that emerge from things going on within the leader's mind and it's these internal beliefs and processes that are important for effective leadership.Trait theory does, however, help us identify some qualities that are helpful when leading others and, together, these emerge as a generalized leadership style. Examples include empathy, assertiveness, good decision-making, and likability4. Power and influence theories What is the source of the leader's power?Power and influence theories of leadership take an entirely different approach. They're based on the different ways in which leaders use power and influence to get things done, and the leadership styles that emerge as a result. Perhaps the most well known of these theories isFrench and Raven's Five Forms of Power. This model distinguishes between using your position to exert power, and using your personal attributes to be powerful.An Up-to-Date Understanding of LeadershipWithin all of these theories, frameworks, and approaches to leadership, there's an underlying message that leaders need to have a variety of factors working in their favor. Effective leadership is not simply based on a set of attributes, behaviors, or influences. You must have a wide range of abilities and approaches that you can draw upon.Having said this, however, there's one leadership style that is appropriate in very many corporate situations that ofTransformational Leadership. A leader using this style: Has integrity. Sets clear goals. Clearly communicates a vision. Sets a good example. Expects the best from the team. Encourages. Supports. Recognizes good work and people. Provides stimulating work. Helps people see beyond their self-interests and focus more on team interests and needs. Inspires.In short, transformational leaders are exceptionally motivating, and they're trusted. When your team trusts you, and is really "fired up" by the way you lead, you can achieve great things!Having said that Transformational Leadership suits very many circumstances in business, we need to remember that there may be situations where it's not the best style. This is why it's worth knowing about the other styles shown below so that you have a greater chance of finding the right combination for the situation you find yourself in.Popular Leadership Styles The leadership theories and styles discussed so far fit within formal theoretical frameworks. However, many more terms are used to describe leadership styles, even if these don't fit within a particular system1. Autocratic leadership:The classical approach .Manager retains as much power and decision makingauthority as possible .Does not consult staff, nor allowed to give any inputStaff expected to obey orders without receiving any explanationsStructured set of rewards and punishmentsGreatly criticized during the past 30 yearsGen X staff highly resistantAutocratic leaders:Rely on threats and punishment to influence staffDo not trust staffDo not allow for employee input

Sometimes the most effective style to useWhen: New, untrained staff do not know which tasks to perform or which procedures to follow Effective supervision provided only through detailed orders and instructions Staff do not respond to any other leadership style Limited time in which to make a decision A managers power challenged by staff Work needs to be coordinated with another department or organization When it should not be used: Staff become tense, fearful, or resentful Staff expect their opinions heard Staff depend on their manager to make all their decisions Low staff morale, high turnover and absenteeism and work stoppage

2. Bureaucratic leadership:Manages by the book Everything done according to procedure or policy If not covered by the book, referred to the next level above.A police officer not a leaderEnforces the rules

When it is most effective: Staff performing routine tasks over and over Staff need to understand certain standards or procedures. Safety or security training conducted Staff performing tasks that require handling cash

When it is ineffective: Work habits form that are hard to break, especially if they are no longer useful Staff lose their interest in their jobs and in their co-workers Staff do only what is expected of them and no more

3. Charismatic leadershipA charismatic leadership style can seem similar to transformational leadership, because these leaders inspire lots of enthusiasm in their teams and are very energetic in driving others forward. However, charismatic leaders can tend to believe more in themselves than in their teams, and this creates a risk that a project, or even an entire organization, might collapse if the leader leaves. In the eyes of the followers, success is directly connected to the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and it needs a long-term commitment from the leader.4. Democratic leadership or participative leadershipAlthough democratic leaders make the final decisions, they invite other members of the team to contribute to the decision-making process. Also known as participative styleEncourages staff to be a part of the decision makingKeeps staff informed about everything that affects their work and shares decision making and problem solving responsibilitiesA coach who has the final say, but gathers information from staff before making a decisionProduce high quality and high quantity work for long periods of timeStaff likes the trust they receive and respond with cooperation, team spirit, and high moraleDevelops plans to help staff evaluate their own performanceAllows staff to establish goalsEncourages staff to grow on the job and be promotedRecognizes and encouragesAchievementWhen most effective: Wants to keep staff informed about matters that affect them. Wants staff to share in decision-making and problem-solving duties. Wants to provide opportunities for staff to develop a high sense of personal growth and job satisfaction. A large or complex problem that requires lots of input to solve Changes must be made or problems solved that affect staff Want to encourage team building and participation

Democratic leadership should not be used when Not enough time to get everyones inputEasier and more cost-effective for the manager to make the decisionCant afford mistakesManager feels threatened by this type of leadershipStaff safety is a critical concern

5. Laissez-faire leadershipThis French phrase means "leave it be," and it's used to describe leaders who leave their team members to work on their own. Also known as the hands-off style .The manager provides little or no direction and gives staff as much freedom as possible. All authority or power given to the staff and they determine goals, make decisions, and resolve problems on their ownAn effective style to use Staff highly skilled, experienced, and educated Staff have pride in their work and the drive to do it successfully on their own Outside experts, such as staff specialists or consultants used Staff trustworthy and experiencedShould not be used: Staff feel insecure at the unavailability of a manager The manager cannot provide regular feedback to staff on how well they are doing Managers unable to thank staff for their good work The manager doesnt understand his or her responsibilities and hoping the staff cover for him or her

6. People-oriented leadership or relations-oriented leadershipThis is the opposite of task-oriented leadership. With people-oriented leadership, leaders are totally focused on organizing, supporting, and developing the people in their teams. It's a participative style, and it tends to encourage good teamwork and creative collaboration.In practice, most leaders use both task-oriented and people-oriented styles of leadership.7. Servant leadershipThis term, created 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 meeting the needs of the team, he or she is described as a "servant leader."In many ways, servant leadership is a form of democratic leadership, because the whole team tends to be involved in decision making.Supporters of the servant leadership model suggest that it's an important way to move ahead in a world where values are increasingly important, and where servant leaders achieve power on the basis of their values and ideals. Others believe that in competitive leadership situations, people who practice servant leadership can find themselves left behind by leaders using other leadership styles.8. Task-Oriented leadershipHighly task-oriented leaders focus only on getting the job done, and they can be quite autocratic. They actively define the work and the roles required, put structures in place, plan, organize, and monitor. However, because task-oriented leaders don't tend to think much about the well-being of their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties in motivating and retaining staff.9. Transactional leadershipThis style of leadership starts with the idea that team members agree to obey their leader totally when they accept a job. The "transaction" is usually the organization paying the team members in return for their effort and compliance. The leader has a 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" rather than rewarding better work, the leader could take corrective action if the required standards are not met.Transactional leadership is really a type of management, not a true leadership style, because the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work, however it can be effective in other situations.10. Transformational leadershipAs we discussed earlier, people with this leadership style are true leaders who inspire their teams constantly with a shared vision of the future. While this leader's enthusiasm is often passed onto the team, he or she can need to be supported by "detail people." That's why, 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 new value.

Blake Mouton Managerial Grid

Balancing Task- and People-Oriented LeadershipWhen a boss puts you in charge of organizing the company Christmas party, what do you do first? Do you develop a time line and start assigning tasks or do you think about who would prefer to do what and try to schedule around their needs? When the planning starts to fall behind schedule, what is your first reaction? Do you chase everyone to get back on track, or do you ease off a bit recognizing that everyone is busy just doing his/her job, let alone the extra tasks youve assigned?The answers to these types of questions can reveal a great deal about personal leadership style. Some leaders are very task-oriented; they simply want to get things done. Others are very people-oriented; they want people to be happy. And others are a combination of the two. If you prefer to lead by setting and enforcing tight schedules, you tend to be more production-oriented (or task-oriented). If you make people your priority and try to accommodate employee needs, then youre more people-oriented.Neither preference is right or wrong, just as no one type of leadership style is best for all situations. However, it's useful to understand what your natural leadership tendencies are, so that you can then begin working on developing skills that you may be missing.A popular framework for thinking about a leaders task versus person orientation was developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid, or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles.Understanding the ModelThe Managerial Grid is based on two behavioral dimensions: Concern for People This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Concern for Production This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.Using the axis to plot leadership concerns for production versus concerns for people, Blake and Mouton defined the following five leadership styles:

Country Club Leadership High People/Low ProductionThis style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control.Produce or Perish Leadership High Production/Low PeopleAlso known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees. Impoverished Leadership Low Production/Low PeopleThis leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony.Middle-of-the-Road Leadership Medium Production/Medium PeopleThis style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.Team Leadership High Production/High PeopleAccording to the Blake Mouton model, this is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. Applying the Blake Mouton Managerial Grid:Being aware of the various approaches is the first step in understanding and improving how well you perform as a manager. It is important to understand how you currently operate, so that you can then identify ways of becoming competent in both realms.Step One: Identify your leadership style Think of some recent situations where you were the leader. For each of these situations, place yourself in the grid according to where you believe you fit.Step Two: Identify areas of improvement and develop your leadership skills Look at your current leadership method and critically analyze its effectiveness. Look at ways you can improve. Are you settling for middle of the road because it is easier than reaching for more? Identify ways to get the skills you need to reach the Team Leadership position. These may include involving others inproblem solvingor improving how you communicatewith them, if you feel you are too task-oriented. Or it may mean becoming clearer aboutschedulingormonitoring project progressif you tend to focus too much on people. Continually monitor your performance and watch for situations when you slip back into bad old habits.Step Three: Put the Grid in ContextIt is important to recognize that the Team Leadership style isnt always the most effective approach in every situation. While the benefits of democratic and participative management are universally accepted, there are times that call for more attention in one area than another. If your company is in the midst of a merger or some other significant change, it is often acceptable to place a higher emphasis on people than on production. Likewise, when faced with an economic hardship or physical risk, people concerns may be placed on the back burner, for the short-term at least, to achieve high productivity and efficiency.

Theories of leadership have moved on a certain amount since the Blake Mouton Grid was originally proposed. And in many situations, the "Team Leader" as an ideal has moved to the ideal of the "Transformational Leader": Someone who, according to leadership researcher Bernard Bass: Is a model of integrity and fairness. Sets clear goals. Has high expectations. Encourages. Provides support and recognition. Stirs people's emotions. Gets people to look beyond their self-interest. Inspires people to reach for the improbable.So use Blake Mouton as a helpful model, but don't treat it as an "eternal truth".

LEADERSHIP QUALITIES:

1.Humility :It is often found in the most effective leaders, including Pope John Paul II and Abraham Lincoln.

2.Integrity :Leaders in different industries and cultures can and do spar over the rules, but integrity is the bedrock characteristic of straight dealing. If you lose your integrity, you lose everything.

3.Decisiveness A leader's ability to step up and make decisions, even if it's deciding only when consensus has been reached and it's time to act.

4.Take risk ssLeaders have the courage to act in situations where results arent assured. Theyre willing to risk failure.

5.Emotional resonance This is the ability to grasp what motivates others and use it to inspire them into action.

6.Build Teams Leaders create productive teams that draw the best from people. They effectively coach teams in collaboration, consensus building, and conflict resolution.

7. Conviction All leaders everywhere believe in what they're doing.

8. Dedication:Dedication means spending whatever time and energy on a task is required to get the job done, rather than giving it whatever time you have available.

9. MagnanimityA magnanimous person gives credit where it is due. It also means being gracious in defeat and allowing others who are defeated to retain their dignity.

10. OpennessOpenness means being able to listen to ideas that are outside one's current mental models, being able to suspend judgement until after one has heard someone else's ideas.

What leadership style work best for me andmy organization?""There are many leadership styles from which to chooseDifferent styles were needed for different situations and each leader needed to know when to exhibit a particular approach.

Leading by ExampleMaking sure you "walk the talk

There's the boss who tells everyone to stay late, and then leaves promptly at 5:00pm to go golfing. There's the supervisor who criticizes everyone for spending time on the Internet, but is discovered buying groceries online in the middle of the afternoon. And the CFO who recommends layoffs to stop "unnecessary spending," but then buys herself brand-new luxury office furniture.Do you know any of these people?There's hardly anything worse for company morale than leaders who practice the "Do as I say, not as I do" philosophy. When this happens, you can almost see the loss of enthusiasm and goodwill among the staff. It's like watching the air go out of a balloon and cynicism and disappointment usually take its place.No matter what the situation is, double standards witnessing people say one thing and then doing another always feel like betrayals. They can be very destructive. If this ever happened to you, you can probably remember that sense of disappointment and letdown.If you're in a leadership position, then you know that you have a responsibility to your team. They look to you for guidance and strength; that's part of what being a leader is. And a big part of your responsibility is to lead them with your own actions.So why is it so important to lead by example; and what happens when you don't?Why It MattersThere's an old saying about the difference between a manager and a leader: "Managers do things right. Leaders do the right things." (It's best to be both a manager and a leader they're just different processes.)As a leader, part of your job is to inspire the people around you to push themselves and, in turn, the company to greatness. To do this, you must show them the way by doing it yourself.Stop and think about the inspiring people who have changed the world with their examples. Consider what Mahatma Gandhi accomplished through his actions: He spent most of his adult life living what he preached to others. He was committed to nonviolent resistance to protest injustice, and people followed in his footsteps. He led them, and India, to independence because his life proved, by example, that it could be done.Although Gandhi's situation is very different from yours, the principle is the same. When you lead by example, you create a picture of what's possible. People can look at you and say, "Well, if he can do it, I can do it." When you lead by example, you make it easy for others to follow you.When You Don't Lead by ExampleWe've seen just how powerful it can be to lead by example. But what happens when you don't follow this rule? How does your team feel when you tell them to do one thing, and then you do the exact opposite?As we said earlier, if this ever happened to you, then it shouldn't be hard to remember how angry and disappointed we are.When leaders don't "practice what they preach," it can be almost impossible for a team to work together successfully. How can anyone trust a leader who talks about one thing, but does another?Consider what might have happened if Gandhi had, even one time, been in a physical fight with his opposition. His important message of nonviolent protest would probably have been much harder to believe after that. His followers would have looked at him with suspicion and distrust. The chances of them getting into physical arguments or committing acts of violence probably would have increased dramatically.Do you think that Alexander the Great's soldiers would have fought so hard for him if he had sat on top of a hill, safe from the battle? Probably not. He would have been just another average general in our history books, instead of the example of a successful leader that we know today.And so it is with your team. If you say one thing and do another, they likely won't follow you enthusiastically. Why should they? Everything you tell them after that may meet with suspicion and doubt. They may not trust that you're doing the right thing, or that you know what you're talking about. They may no longer believe in you.Good leaders push their people forward with excitement, inspiration, trust, and vision. If you lead a team that doesn't trust you, productivity will drop. Enthusiasm may disappear. The vision you're trying so hard to make happen may lose its appeal, all because your team doesn't trust you anymore.Good leadership takes strength of character and a firm commitment to do the right thing, at the right time, for the right reason. This means doing what you say, when you say it. If your team can't trust you, you'll probably never lead them to greatness.Leading and living by example isn't as hard as it might sound. It's really the easiest path. If your team knows that you'll also do whatever you expect from them, they'll likely work hard to help you achieve your goal.Mahatma Gandhi and Alexander the Great helped change the world because they lived by example and, as a result, they accomplished great things.

Apply This to Your Life If you ask a co-worker to do something, make sure you'd be willing to do it yourself. If you implement new rules for the office, then follow those rules just as closely as you expect everyone else to follow them. For example, if the new rule is "no personal calls at work," then don't talk to your spouse at work. You'll be seen as dishonest, and your staff may become angry and start disobeying you. Look closely at your own behavior. If you criticize people for interrupting, but you constantly do it yourself, you need to fix this. Yes, you want people to pay attention to one another and listen to all viewpoints, so demonstrate this yourself.

GREAT LEADERS ADOLF HITLER

The Great Leader Adolf HitlerA review of the life of the great leader Adolf Hitler will be reviewed in the paper. The review will also include Hitlers rise to power and in the end the paper will review the fall of Adolf Hitler. The readings of the history will show that Hitler was man with great God gifted qualities and he used these qualities during his lifetime. The name of Hitler has become a notable name in the history because he had made many contributions for his country during his power. He was a man with a broad vision and always believed in his decisions. Adolf Hitler had a very strict background during the days of his childhood; his father looked him after because his mother died of cancer. His father was a man of discipline and he taught these strict rules to Hitler as well.His personality was a summation of various daring qualities and he used all his qualities in his leadership activities. He was an excellent orator, daring soldier and a great leader. The name and contributions of Hitler will be remembered whenever the history will be reviewed.A Man With Daring QualitiesThe biography of the leader Adolf Hitler shows that he was a man of daring qualities. Hitler always believed in himself and his plans. The life and experiences of Hitler proved that Hitler was a man of daring qualities. Hitler did what he wanted to do. The life of Hitler depicts that he believed in the concept that one should fight until the last breath. These daring qualities of Hitler made him famous amongst the other leaders in those times. He knew the methodology to derive the best solution in a problem. Hitler proved his abilities by commanding many other soldiers under him. He possessed a great insight; it was this insight that made him observe the upcoming dangers. Hitler used to analyze the situations and then he made plans in order to remain safe and sound.Hitler knew what could be done to solve a problem. He used to decide the appropriateness and the reliability of his decision. After satisfying himself he implemented his decisions, which eventually proved successful and advantageous. Hitlers daring qualities made him strong whenever he was faced with an enemy. He was always ready to fight the enemies for the sake of his country.An Organized ManThe second most important aspect of the personality of Adolf Hitler was that he was a very organized man .He did what he wanted to do but in a very organized and planned manner. He made rules and disciplines for himself as well as for the others who were under his command. These rules were implemented in an organized manner. Certainly, this organized form of working made his plans succeed. After reading the experiences of Hitler in his biography it will be observed that he made his orders whenever they were needed. These orders were made by him according to the situations. He trained his soldiers as such that they were always ready and alert for the orders of Hitler. As soon as they were ordered they implemented the plans. This shows that he was an n organized man. Hitlers organized way of working polished his plans and when these plans were really implemented than they proved successful. Hitler developed these qualities by observing his father, as he was also a very strict man .He used to observe his father and this observation made him act like his father.

RATAN TATA

Ratan Naval Tata (Born on Dec. 28, 1937 in Mumbai) is the present chairman of the group, indias largest conglomerate founded by Jamshed ji Tata and consolidated and expanded by later generations of his family.EARLY LIFE AND EDUCATION Ratan Tata born to Naval Tata and Soonoo Commisariat in theTata family, a prominent family belonging to theParsi community. Ratan is the great-grandson of Tata group founderJamsedji Tata. After his parents separated in 1944, he was brought up by his grandmother Lady Navajbai and did his schooling in Mumbai fromCampion School. Later, he enrolled inCornell University, where he earned a B.S inarchitecturewithstructural engineeringin 1962, and has also completed the Advanced Management Program atHarvard Business School.CAREER In 1971, Ratan Tata was appointed the director in-charge of the nation radio and electronics company Ltd. (Nelco), a company that was in dire financial difficulty. Ratan Tata suggested that company should invest in developing high technology products, rather than in consumer electronics. J.R.D. was reluctant due to the historical financial performance of Nelco which had never even paid regular dividends. Further Nelco had 2% market share in consumer electronics market and a loss margin of 40% of sales when Ratan Tata took over. Nonetheless J.R.D. followed Ratans suggestions. In 1981 Ratan Tata was named director of Tata industries, the groups other holding company, where he became responsible for transforming it into the groups strategy think-tank and a promoter of new ventures in high technology businesses. In 1991 he took over as group chairman from J.R.D. Tata, pushing out the old guard and ushering in younger managers. Since then, he has been instrumental in reshaping the fortunes of the Tata groups, which today has the largest market capitalization of any business house on the indian stock market. Under Ratan Tatas guidance, Tata Consultancy services (TCS) went public and Tata motors was listed on the new York stock exchange. Tata motors introduced his brain child, the Tata Indica. On January 31, 2007, under chairmanship of Ratan Tata, Tata sons successfully acquired Corus groups, an anglo-dutch steel and aluminum producer. With the acquisition, Ratan Tata became a celebrated personality in indian business culture. The merger created the fifth largest steel producing intity in the world. On march 26, 2008, Tata motors under Ratan Tata, bought Jaguar and land Rover from Ford motor company for $2.3 billion.

TATA NANO CAR 2008Ratan Tatas dream was to manufacture a car costing Rs. 1 lacs (US $2000).He realized his dream by launching Nano in new Delhi auto expo on January 10, 2008. three models of the Tata Nano were announced and Ratan Tata delivered on his commitment to developing a car costing only Rs. 1 Lac, adding that a promise is a promise referring to his earlier promise to deliver this car at the said cost.

The true objective of setting these criteria was never meant to be merely to use them as an assessment for an award, but more importantly, to utilize them for an institutionalized approach to derive performance and attain higher levels of efficiency in everything that a corporate entity does. - Mr. Ratan TataLEADERSHIP Leadership is the ability to influence a group toward the achievement of goals. Leadership is fundamentally the ability to form and mould the attitudes and behavior of other individuals, whether in formal or informal situation. Leadership is a process of influencing other individuals to mobilize and direct their efforts towards certain goals, and to accomplish these goals through them. Ratan Tata faced the challenge with a quiet determination, in his style. His modern mind grasp of detail and breadth of vision were the key drivers in revitalizing the group and taking it into the 21st century. In just a few years, Ratan Tata modernized a century-old diversified business house and transformed a sprawling domestic empire into a cohesive global entity. A true leader is one who creates more leaders, and Ratan Tata has empowered a whole new generation of bright engineers, managers and executives. He knows it is they who will turn challenging ideas into new success stories for his group The quality and depth of management in Tatas today gives the group stability and resilience.

MOTIVATION Motivation is an inner driving force that activate our moves. Motivation is a movement towards balance. Motivation is initiated by need and ends with need satisfaction. Motivation is a hypothetical process inferred from observations of changes.

DHIRAJLAL HIRACHAND AMBANI

INTRODUCTION: Born on December 28, 1932 in Chorwad, Gujarat. Dhirubhai started off as a small time worker with Arab merchants in the 1950s Moved to Mumbai in 1958 to start his own business in spices. he moved into textiles and opened his mill near Ahmedabad.

9 great management lessons from Dhirubhai Ambani Dhirubhaism No 1: Roll up your sleeves and help. Sense of do it yourself He does not wait for infrastructure to be created to support his operations. He goes out and builds it himself; be it a power plant for his petrochemical enterprise or a canal to bring water from large distances for his cooling plant

Dhirubhaism No 2: Be a safety net for your team. There used to be a time when our agency Mudra was the target of some extremely vicious propaganda by our peers, he gently asked M if They needed any help in combating it. knowledge that he knew and cared for what his team was going through, and that he was there for Them if needed him, worked wonders for confidence. He gave courage which we never new we had3.Dhirubhaism : The silent benefactor. When he helped someone, he never ever breathed a word about it to anyone else "Expect the unexpected" just might have been coined for him

Dhirubhaism No 4: Dream big, but dream with your eyes open. It's difficult but not impossible!" Whenever a task seemed too big to be accomplished, he would reply: " No is no answer!" Not only did he dream big, he taught all of us to do so too. His favorite phrase "dream with your eyes open 5. Dhirubhaism: Leave the professional alone! management techniques of him is different the simplest strategies are often the hardest to adopt. Let professionals do the work This technique enforced responsibility among his team Produce your best." 6.Dhirubhaism: Change your orbit, constantly! Dhirubhai's "orbit theory." This is no miracle. when you change orbits, you will create friction. The good news is that your enemies from your previous orbit will never be able to reach you in your new one. By the time resentment builds up in your new orbit, you should move to the next level. And so on Changing orbits is the key to our progress as a nation7.The arm-around-the-shoulder leader It was Dhirubhai's very own signature style Arm around the shoulder -With that one simple gesture, he managed to achieve many things. This tendency that he had, to draw people towards him, manifested itself in countless ways. That did much more than words in letting me know that I belonged, that I had his trust, and that I had him on my side8.The Dhirubhai theory of Supply creating Demand He was not an MBA. Nor an economist. But yet he took traditional market theory and stood it on its head. And succeeded. when everyone in India would build capacities only after a careful study of market, he went full steam ahead and created giants of manufacturing plants with unbelievable capacites 9.Money is not a product by itself, it is a by-product, so don't chase it He did not breathe a word about profits, nor about becoming the richest A by-product is something that you don't set out to produce. It is the spin off when you create something larger.

STEVE JOBS

Steve Jobs is the Chairman and CEO of Apple Computers Inc. and arguably one of the worlds most successful businessmen today.He founded Apple in the 1970s, got chased out by his own board of directors, but returned eventually as Apples CEO. Since then, he has revolutionized the IT industry with his creations like the MacBook, the iPod and the iPhone.Since his return, he has brought Apple Computers Inc. from a fledging company to a global force to be reckoned with.A Quick HistorySteve Jobs was born in San Francisco in Feburary 24, 1955. He was an adopted son of the Jobs couple from California.Jobs attended Homestead High School in California and often went to the after school lectures by Hewlett-Packard Company. It was there that he met his eventual partner, Steve Wozniak.Jobs would have his early beginnings working at Atari as a technician building circuit boards. In 1976, he would start the company Apple Inc. with Steve with funding from a millionaire investor.In 1984, he developed the Macintosh, which was the first small computer with a graphic interface in its time. It had promise to revolutionize the whole PC industry.However, bad business decision and internal stife with his CEO would eventually cause Jobs to leave his own company.He went on to start two other companies; NeXT and Pixar. Pixar would be acquired by the Disney Company and NeXT would be acquired by his own Apple Computers Inc.With the acquisition, he returned to Apple Computers Inc. in 1996 as interim CEO. From that time on, the rise of Apple Computers began again as the iMac would be developed.The famous iPod and iPhone would later be developed and it would revolutionize the whole handphone and MP3 player industry. Under his leadership, Apple Computers Inc. became a force to be reckoned with.In 2009, Jobs would have a personal net worth of $5.1 billion. However due to the need for a liver transplant, Jobs took a break from his work since January 2009.Awards and Honours1. Most Powerful Person in Business by Fortune Magazine in 20072. National Medal of Technology in 19853. Samuel S. Beard Award in 1987Steve Jobs Leadership Qualities:A rebel:Jobs was never satisfied with the status quo. He wasnt afraid to disagree with people nor did he shy away from conflict

An optimist:Never willing to succumb to defeat, Jobs always saw the future and reached for it. Even when fired from Apple in 1985, he was able to forge new pathways and envision fresh possibilities.

A dreamer:Not many CEOs can be credited with such a creative and imaginative spirit. Jobs was never inclined to do things the same as everyone else. An enabler:Apple employees have often noted that Jobs was not only creative, but he allowed them to be creative. Jobs enabled, empowered and equipped his people to dream and think for themselves

An adapter:One of Jobs most remarkable qualities was his ability to shift quickly with and adapt to the changing world around him. Cultural shifts were not something to be feared, they were opportunities to move in new directions.

A philanthropist:When Jobs was accused of being stingy with his money earlier this year, the rock star Bono shot back in theNew York Times.

MANY MORE LEADERS ARE

Akio Morita Bill Gates Larry Page [ Sony] [Microsoft] [Google]

Henry Ford [Ford Motors]

THEY SAID.Flawless execution separates us from others. - Morita The company is the pioneer and as such will always be the seeker of unknown. - MoritaA business that makes nothing but money is a poor business. - Henry Ford

Failure is simply the opportunity to begin again, this time more intelligently. - Henry FordAs we look ahead into the next century, leaders will be those who empower others. - Bill GatesSuccess is a lousy teacher. It seduces smart people into thinking they can't lose. - Bill GatesBest is not the end point, but a starting point for innovation. - Larry PageBasically, our goal is to organize the world's information and to make it universally accessible and useful. - Larry Page

CASE STUDY: ON INFOSYS

INTRODUCTION In February 2001, Infosys Technologies Ltd. (Infosys) was voted as the Best Managed Company in Asia in the Information Technology sector, in leading financial magazine Euro moneys Fifth Annual Survey of Best Managed Companies in Asia. Infosys was started in 1981, by seven professional entrepreneurs led by Narayana Murthy, Chairman and CEO of Infosys with an equity capital of Rs.10,000. By 2000, Infosys market capitalization reached Rs.11 billion and by 2001, Infosys was one of the biggest exporters of software from India. Narayana Murthy had built an organization that was respected across the country, with very strong systems, high ethical values and a nurturing working atmosphere. With his sound management skills, Narayana Murthy seemed to have taken Infosys to the pinnacle of success in two decades. From a turnover of Rs.1.16 million 1981, Infosys had grown to a Rs.19 billion company in 2001. (Refer Tables I and II) There were many firsts to Narayana Murthys credit. Infosys was the first company to push for offshore software development as against body shopping that was coming during the 1980s. He championed corporate governance in India. Infosys was the first Indian company to follow the US Generally Accepted Accounting Principles (GAAP) disclosure norms before going for a Nasdaq listing in 1999. Narayana Murthy was also the recipient of many awards (Refer Exhibit I)

In late 2000, Infosys became a total software services company. It had set up a software development centre at Toronto as part its globalization strategy. Analysts felt that Narayana Murthy had not only managed his company well, he talked about the company at every opportunity that came his way. In the process, he had built a brand equity for his company.

BACKGROUND NOTE Narayana Murthy obtained his Bachelors degree in Electrical Engineering from University of Mysore in 1967 and his Masters degree in Technology from Indian Institute of Technology Kanpur in 1969. He started his career as head of the computer centre at IIM, Ahmedabad. In 1972 he went to Paris where he was part of the team that designed a 400-terminal, real-time operating system for handling air cargo for Charles De Gaulle airport. Narayana Murthy was a left-wing activist and mingled with French communists during his stay in Paris but his outlook changed while traveling around Europe. He believed that the only way to pull India out of poverty was to create more jobs, by setting up new companies. In 1975, he returned to India and joined Systems Research Institute, Pune, (Maharashtra). He then headed Patni Computer Systems Pvt. Ltd., Mumbai, (Maharashtra) before founding Infosys in 1981, along with six other professionals.STRATEGIST From the beginning, Narayana Murthy focused on the worlds most challenging market - the US. He had two reasons for this. First, there was no market for software in India at the time. He believed that Indian software companies should export products in which they had a competitive advantage. In 1987, Infosys entered into a joint venture with Kurt Salmon Associates (KSA), a leading global management consultancy firm. KSA-Infosys was the first Indo-American joint venture in the US.In 1988-89, Infosys set up its first office in the US. Reebok of France was looking for a software system to handle its distribution management at the same time. Infosys bagged the contract and developed the Distribution Management Application Package (DMAP) for Reeboks French operations. Infosys decided to use this package to create a standard application package for similar operations of any company. In 1989, Infosys bagged another major contract from Digital Equipment. In the early 1990s, with the opening up of the Indian economy, many export-oriented software companies were set up in India that created the momentum: Infosys leveraged this very successfully. By mid-1990s, Infosys was competing not only with Indian software majors like Tata Consultancy Services, and Wipro, but also with overseas players like Cambridge Technology Partners and Sapinet, which offered software solutions. Narayana Murthy believed that Indian software professionals had the ability to deal with complex projects. Analysts felt that unlike elsewhere, Indias sharpest minds were heading for a career in software, and the best of these aspired to be at Infosys. Infosys also competed with consultancies as Anderson Consulting and Ernst & Young, which positioned themselves as information management specialists.In 1994, the joint venture with KSA was dissolved. In 1995, Narayana Murthy created Yantra Corp. in Acton, Mass. US. Around the same time, Infosys entered into a joint venture with Satyam Computers and DCM.During 1998-99, Narayana Murthy planned to position Infosys as a true global company global clients, global operations, global staff and a global brand image. In 1998, to support his global ambition, Narayana Murthy listed the shares of Infosys on Nasdaq through American Depository Receipts (ADR) issue worth US$75 million. With this, he took the Indian software industry global.PEOPLE MANAGEMENT Analysts felt that one factor which helped Infosys to grow at a faster pace than others was the low employee turnover. The turnover rate at Infosys was around 11% as opposed to industry average for software companies of over 25% during the 1990s. Infosys retention capability was a function both of its rigorous selection procedures as well as proactive HRD practices. About 80% of the middle and senior level executives were promoted from within the organization.Infosys provided many facilities to its employees, which were intended to take care of both the professional and personal needs such as ticketing, credit cards or house loan applications, crche facilities for kids, a gymnasium to work out etc.Infosys was one of the first companies to adopt an employee stock option plan (ESOP) and create additional wealth for its employees. Narayana Murthy believed that employees created wealth andunless Infosys had a mechanism to make them principal shareholders, it was unlikely to grow. By 1997, 500 employees were awarded stock under the ESOP. By 2001, Infosys had about 2000 rupee millionaires on its staff and more than 213-dollar millionaires. Analysts felt that Infosys had one of the best reward systems in the industry. Most employees in Infosys were paid high salaries by industry average for software companies. Narayana Murthy said, My employees seek challenging opportunities, respect, dignity and the opportunities to learn new things. I keep telling them that my assets are not this building, the business or foreign contact. My assets all 8000 of them walk out of the gate every evening and I wait for them to come back to me the next morning.Employees were encouraged to communicate with each other and with the higher management about interesting ideas and ways of solving problems through the electronic bulletin boards. To improve communication, the managing director sent mails every fortnight. There was also a concept called the Chairmans List and an annual excellence award. However, groupism was not encouraged. Narayana Murthy explained, Everything is judged on merit. Ego doesnt come into the picture. Our transactions are zero-based so there is no history sheet. Different people compete, then they have a discussion, one solution is accepted, one person wins, they smile and go out to lunch. Because the group of people is very smart, there has to be a uniform distribution of wins. There are no overt or covert prejudices.CORPORATE GOVERNANCE AND INFOSYS Analysts felt that Infosys became one of the most respected companies in India, through its corporate governance practices, which were better than those of many other companies in India. Narayana Murthys move to adhere to the best global practices was driven by his vision to become a global player. Infosys adopted the stringent US Generally Accepted Accounting Practices (GAAP) many years before other companies in India did. Infosys corporate governance practices conformed to the recommendations of the Confederation of Indian Industries (CII) committee and the Cadbury committee on corporate governance with a few exceptions. To maintain transparency, Infosys provided details on high and low monthly averages of share prices in all the stock exchanges on which the companys shares were listed. It was one of the few companies in India to provide segment wise breakup of revenues.Narayana Murthy believed in commitment to values, and ethical conduct of business. He said Investors, customers, employees and vendors have all become more discerning, and are demanding greater transparency and fairness in all dealings. He also made a clear distinctionbetween personal and corporate funds. Founding members took only salaries and dividends and did not have other benefits from the company.Infosys received was the recipient of awards for its good governance practices. In 2001, Infosys was rated Indias most respected company by Business World . Infosys was also ranked second in corporate governance among 495 emerging companies, in a survey conducted by Credit Lyonnais Securities Asia (CLSA) Emerging Markets. In 2000, Infosys was awarded the National Award for Excellence in Corporate Governance by the Government of India. LEADERS IN THE MAKING In August 2001, Narayana Murthy set up a Leadership Institute in Mysore, India, to manage the future growth of Infosys. The institute aimed at preparing Infosys employees to face the complexities of a rapidly changing marketplace and to bring about a change in work culture by instilling leadership qualities.Commenting on the institute, Narayana Murthy said, It is our vision at Infosys, to create world- class leaders who will be at the forefront of business and technology in todays competitive marketplace. We believe the Leadership Institute will play an instrumental role in equipping Infoscions to be leaders, contributing to the advancement of the IT industry.Narayana Murthy expected Infosys revenues to touch around Rs.500 billion (US$12 billion) by 2008-09. Analysts felt that the two factors responsible for the success of Infosys were Speed and Imagination. (Refer Exhibit II). Narayana Murthy agreed, Without these, we would be wiped out as fast as dew on a sunny morning. Actually, we have a fetish for excellence.

LEADERSHIP STARTS WITH YOU,NOT THEMTHE LEADER AS AN INDIVIDUALA QUICK GUIDE TO SELF IMPROVEMENTA short description of self improvement: understand yourself, set meaningful goals, and manage your time effectively. Before we dive into the details for each of these,we must address an old foe.

THE BLAME GAME

The BLAME game is an ongoing folly for many people and organizations. Real progress cannot begin until the BLAME ends. BLAME is an acronym that stands for, Barely Legitimate Almost Meaningless Excuse. It is a partially true, yet wholly unproductive, process of faulting others instead of taking personal responsibility.Sadly, when you ask many professionals what the problem is, their index finger involuntarily thrusts outward to identify the culprit.You must accept that a lot of the time, even if there is plenty of blame to go around, some of it is yours. Personal improvement will never happen if you do not stop theBLAME game. Finding Solutions Rather than Finding Fault:Imagine this scenario: You and your team spend weeks putting together a presentation to bring in a big new client for your company. But the presentation doesn't go well, and the potential client walks away.A few days later, you and your team answer questions from senior-level management and the blame begins. It starts with "Well, this presentation topic wasn't MY idea," and it quickly moves on to "I think Susan should have organized the slides better."Before you know it, an hour has gone by and the team is still going in circles, trying to figure out who's at fault, and why.Have you ever played "the blame game"? It's all too common in the workplace. While it's important to look at and learn from mistakes, it's also critical that we don't get caught up in whose fault it is.Sorting through a messy situation should always come first. Once you deal with the situation, then you can begin the process of figuring out what went wrong. Pointing the finger of blame is rarely constructive.In the above scenario, wouldn't it have been much better for the team to sit down and discuss what happened? They could have figured out what the client really wanted, what the team did well, and what the team didn't do well. And they could have learned from the situation, instead of spending all their time and energy blaming someone for what went wrong.We'll show you why playing the blame game doesn't help, how to identify when you or your team is playing the game, and how to move on and learn from the situation.The Blame GamePointing the finger of blame is usually easy. Why? Because it's natural to want to defend ourselves. And while the blame game often involves pointing fingers at many different people, it's easy to start escape putting all the blame on one person or group, when the failure really happened somewhere else, or when the problem has many different sources. People may start escaping when they don't want to take responsibility for a mistake or action, or when they want to move attention away from themselves.Escaping can have many negative effects. The most damaging are the humiliation, criticism, and loss of self-esteem felt by the victim. Escaping can also damage the integrity of other team members who witness it, especially if they do nothing to stop it.And what happens to the people who start the escaping in the first place? When nothing is done to stop their behavior, they may think it's acceptable and they're likely to do it again.And remember, it's possible that, in the end, no one is at fault. After all: that potential client could choose only one supplier.What to Look ForMost of us don't like to look bad, so it's understandable to want to move the focus and blame onto someone else. And we often aren't aware of the actions and words that lead us to blame others, so it's especially important to step back to see things clearly.It's also important to learn how to identify when blame is, or soon will be, misplaced so you can stop it from getting worse. When the team starts to point fingers, people quickly become defensive and angry.

PERSONAL RESPONSIBILITY, SELF-RELIANCE & SELF DICIPLINEThe first step towards professional self-improvement involves a deep belief in personal responsibility, self-reliance, and self-discipline. These concepts will significantly influence the outcomes associated with everything you area part of: tasks, projects, relationships, departments, business units, organizations your entire career! They explain Life success as much as career success.Personal Responsibility:Who is responsible for how much you earn? Who irresponsible for the evaluations you receive at work? Who is responsible for the skills you develop? The answers are not the economy, your boss, or the Human Resources department. The answer is you! To believe otherwise is dishonest, unproductive, and leads to playing the BLAME game.Self-Reliance:It is true that teams can be amazingly wonderful. Nonetheless, you should not rely on team members morethan you rely on yourself. You must use your own skills, capabilities, judgment, independence, and energy as thefirst and best assets in your career. Build yourself. Trust yourself. Believe in yourself.Here is the best part: when you embrace self-reliance, you will find yourself building more positive and productiverelationships and teams.UNDERSTAND YOURSELFUnderstanding yourself requires you to engage in self-analysis in order to become more self-aware.Self-awareness is the cornerstone of your professional development.The process begins with an understanding of five important issues about you: cognitive biases, personalvalues, personality, emotional intelligence, and professional strengths.The better you understand these basics, the more you will be able to unlock the power of goal setting and rapidpersonal development.

Let us understand the personality and person part of that individual known as a leader. Tounderstand this lets try to start from basic personality part.PERSONALITY:Personality is the pattern of relatively enduring ways in which a person feels, thinks, and behaves.Personality is determined by nature (biological heritage) and nurture (situational factors).Organizational outcomes that have been shown to be predicted by personality include job satisfaction,work stress, and leadership effectiveness. Personality is not a useful predictor of organizationaloutcomes when there are strong situational constraints. Because personality tends to be stable overtime, managers should not expect to change personality in the short run. Leaders should acceptemployees personalities as they are and develop effective ways to deal with people. To understandleader we need to understand him/her as individual. For this understanding personality indicator is veryimportant.

The Nature of Personality: Peoples personalities can be described in a variety of ways: 1).Personality is the pattern of relatively enduring ways in which a person feels, thinks, and behaves. 2).Personality is an important factor in accounting for why employees act the way they do in organizationsand why they have favorable or unfavorable attitudes toward their jobs and organizations.

Some Major Forces Influencing Personality:Personality Determinants: An early argument centered on whether or not personality was the result ofheredity or of environment. Personality appears to be a result of both influences. Today, we recognize athird factorthe situation.

Situation Influences the effects of heredity and environment on personality The different demands of different situations call forth different aspects of ones personality. There is no classification scheme that tells the impact of various types of situations. Situations seem to differ substantially in the constraints they impose on behavior.

HeredityHeredity refers to those factors that were determined at conception. The heredity approach argues that the ultimate explanation of an individuals personality is themolecular structure of the genes, located in the chromosomes. Three different streams of research lend some credibility to the heredity argument: The genetic underpinnings of human behavior and temperament among young children.Evidence demonstrates that traits such as shyness, fear, and distress are most likely caused byinherited genetic characteristics. One hundred sets of identical twins that were separated at birth were studied. Genetics accountsfor about 50 percent of the variation in personality differences and over 30 percent ofoccupational and leisure interest variation. Individual job satisfaction is remarkably stable over time. This indicates that satisfaction isdetermined by something inherent in the person rather than by external environmental factors. Personality characteristics are not completely dictated by heredity. If they were, they would befixed at birth and no amount of experience could alter them.

Environment Factors that exert pressures on our personality formation: The culture in which we are raised Early conditioning Norms among our family Friends and social groups The environment we are exposed to plays a substantial role in shaping our personalities. Culture establishes the norms, attitudes, and values passed from one generation to the next andcreate consistencies over time. The arguments for heredity or environment as the primary determinant of personality are bothimportant. Heredity sets the parameters or outer limits, but an individuals full potential will be determined byhow well he or she adjusts to the demands and requirements of the environment.

Variables Influencing Individual BehaviorPersonality is the function of The Person and The Environment. In other words it is a Person-Situation Interaction.Relationship of different components in behaviour is show in the following slide.

Types of work-related behaviour:Values: Values Represent Basic Convictions A specific mode of conduct or end-state of existence is personally or socially preferable toan opposite or converse mode of conduct or end-state of existence. They have both content and intensity attributes. An individuals set of values ranked in terms of intensity is considered the persons valuesystem. Values have the tendency to be stable. Many of our values were established in our early years from parents, teachers, friends, andothers.Importance of ValuesValues lay the foundation for the understanding of attitudes and motivation.Values generally influence attitudes and behaviors. We can predict reaction based onunderstanding values.

Attitudes: Attitudes are evaluative statements that are either favorable or unfavorable concerningobjects, people, or events. Attitudes are not the same as values, but the two are interrelated.

EMOTIONAL INTELLIGENCE

Emotional Intelligence (often referred to as EQ) refers to your ability to successfully assess and manage youremotions and others emotions. This set of skills is considered equal in importance to IQ by most experts. In a leadership role, where interpersonal issues are so vital,EQ is a highly valuable skill commodity! Emotions have a very strong influence over the outcomes of every situation. Both positive and negative emotions spread rapidly through groups at work, just like a virus. The people with the strongest ability to make an emotional impact are those in positions of leadership!Strong EQ allows you to take advantage of this reality in order to boost morale and productivity. Someone with high EQ perceives emotions accurately in others, feels empathy, tends to be more open and agreeable, and is less likely to engage in problem behaviors.Emotional intelligence (EI) is the ability to understand and manage both your own emotions, and those of the people around you. People with a high degree of emotional intelligence usually know what they're feeling, what this means, and how their emotions can affect other people.For leaders, having emotional intelligence is essential for success. After all, who is more likely to succeed a leader who shouts at his team when he's under stress, or a leader who stay in control, and calmly assesses the situation?According toDaniel Goleman, an American psychologist who helped make the idea of EI popular, there are five main elements of emotional intelligence:1. Self-awareness.2. Self-regulation.3. Motivation.4. Empathy.5. Social skills.The more that you, as a leader, manage each of these areas, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.Emotional Intelligence in Leadership1. Self-awarenessIf you're self-aware, you always know how you feel. And you know how your emotions, and your actions, can affect the people around you. Being self-aware when you're in a leadership position also means having a clear picture of your strengths and weaknesses. And it means havinghumility.So, what can you do to improve your self-awareness? Keep a journal Journals help improve your self-awareness. If you spend just a few minutes each day writing down your thoughts, this can move you to a higher degree of self-awareness. Slow down When you experience anger or other strong emotions, slow down to examine why. Remember, no matter what the situation, you can always choose how you react to it. 2. Self-regulationLeaders who regulate themselves effectively rarely verbally attack others, make rushed or emotional decisions, stereotype people, or compromise their values. Self-regulation is all about staying in control.This element of emotional intelligence, according to Goleman, also covers a leader's flexibility and commitment topersonal accountability.So, how can you improve your ability to self-regulate? Know your values Do you have a clear idea of where you absolutely will not compromise? Do you know what values are most important to you? Spend some time examining your "code of ethics." If you know what's most important to you, then you probably won't have to think twice when you face a moral or ethical decision you'll make the right choice. Hold yourself accountable If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and face the consequences, whatever they are. You'll probably sleep better at night, and you'll quickly earn the respect of those around you. Practice being calm The next time you're in a challenging situation, be very aware of how you act. Do you relieve your stress by shouting at someone else? Practice deep-breathing exercises to calm yourself. Also, try to write down all of the negative things you want to say, and then rip it up and throw it away. Expressing these emotions on paper (and not showing them to anyone!) is better than speaking them aloud to your team. What's more, this helps you challenge your reactions to make sure that they're fair!3. MotivationSelf-motivated leaders consistently work toward their goals. And they have extremely high standards for the quality of their work.How can you improve your motivation? Re-examine why you're doing this It's easy to forget what you reall