1. Vivek Vijayan 18 Ruqaiya Vasi 17 Kamakshi Vagholkar 16Siddhant Yadav 19 Ian Swapnil Fernandis 20

2. LEADERSHIP a process of social influence in which oneperson can enlist the aid and support of others in the accomplishment of a common task 3. Engaging styles Task orientedAutocratic styleStyles Democratic styleToxic leadershipNarcissistic styleFree rein style 4. VARIETIES 5. Coercive powerExpert powerReward powerLegitimate powerCharisma powerReferent powervarietiesInformation power 6. FACTORS OF LEADERSHIP 7. leaderfollowercommunicationsituation 8. Male leaders Ratan Naval Tata Chairman, Tata Group Adi Godrej Chairman & Managing Director, Godrej Group Azim Hashim Premji Chairman, Wipro Limited Yogesh Chander DeveshwarChairman & CEO, ITC Limited Nagavara Ramarao Narayana Murthy Founder & chief mentor, Infosys 9. Ratan Tata as a Leader 10. RATAN TATA AS A PERSON Ratan N Tata born on December 28, 1937, in Bombay. Present Chairman Of Tata Group. In 1981, Ratan was named director of Tata Industries. In 1991, he took over as group chairman from J.R.D. Tata. 11. Personality Very Dignified Ethical Believes in keeping promises Royal & Believes in relationships Leadership Qualities Tremendous Motivator Honest 12. What makes him LEADER? Visionary Strategist Initiator Decisive Risk Taker Positive Attitude A man of integrity Democratic 13. VISIONARY 14. ADAPTABILITY 15. OUT OF THE BOX !!! 16. DECISIVE JAGUAR 17. +VE ATTITUDE 18. HONEST 19. Initiator The success its first campaign of jaagore Tata Tea, today launched another campaign titled AajSe Khilana Bandh, Pilana Shuru.. TO CREATE AWARENESS FOR ANTI- CORRUPTION 20. PRINCIPALS OF MR. TATA Nothing worthwhile is ever achieved without deepthought and hard work. Good human relations not only bring great personalrewards but are essential to the success of any enterprise. 21. Woman leadership 22. Kiran Mazumdar Shaw Born23 March 1953 (age 60) Bangalore, IndiaEducationB.Sc in zoology from BangaloreUniversity. Graduate degree in brewing from the University of Ballarat, MelbourneOccupationChairperson of BioconNet worthUS$900 millionSpouseJohn Shaw 23. HER CAREER Daughter of a brewmaster for India-based UnitedBreweries,wanted to follow her fathers foosteps. With a graduate degree in brewing from Melbourne,on returning to India, however, she found no companies willing to offer a brewing job to a woman On meeting Leslie Auchincloss in 1978 , then owner ofan Irish firm, Biocon Biochemicals. Impressed by her drive and ambition, Auchincloss took her on as a partner(trainee manager) in a new venture, Biocon India, 24. Within a year Biocon had become the first Indian company to export enzymes to the United States and Europe, but progress was slowed as she continued to face skepticism and discrimination In 2001 Biocon became the first Indian company to gain the approval of the U.S. (FDA) for the manufacture of a cholesterol-lowering molecule. Later,Unilever agreed to sell its shareholding in Biocon to Indian promoters making biocon an independent entity. 25. Profits jumped in 2003 a, making i the first company worldwide to develop Human insulinBiocons stock-market value skyrocketed, and Mazumdar with a nearly 40-percent stake in the company, became the richest woman in India. She received numerous awards like 2000- Technology Pioneer 2002-Best enterpreneur 2004-Businesswoman of the year by the Economic Times 2005-Padma Bhushan Award for her pioneering work in industrial biotechnology. 26. Today, thanks to her leadership, Biocon is having Asia's largest insulin and statin facilitiesVery well stated by her, biocon tag line- The differencelies in our DNA 27. PERSONALITY High self esteem Risk Taker High on concietousness High on agreeableness High on emotional stability Convincing and flexible Inclusive, team-building leadership style , problem solving and decision making. 28. Women are more likelyto describe their jobs as transformational, getting subordinates to transform their own selfinterest into the interest of the group through concern for a broader goal. Men are more likely todescribe their jobs as transactional, a series of transactions with subordinates. They exchange rewards for services rendered or punishment for inadequate performance. 29. Women tend to see their Men tend to see theirpower as coming from personal characteristics such as charisma, interpersonal skills, hard work, or personal contacts.power as coming from their organizational position and formal authority 30. Women tend to scorehigher in orientation towards production (strong pursuit of achievement, holding high expectations for self and others) and the attainment of results. Men tend to scorehigher on scales assessing an orientation towards strategic planning and organizational vision. 31. Women tend toscore higher on people-oriented leadership skills. Men tend to scorehigher on businessoriented leadership skills. 32. Impact on organization 33. Impact on organization 34. Leader behavior determines follower perceptions, which are associated with positive or negative outcomes. Outcomes such as success can also serve to shape follower perceptions. General Model: Leader BehaviorFollower PerceptionsIndividual, Group, and Organizational Outcomes 35. Identical behavior from men and women is interpreted differently. Perceivers attach different labels to the same behaviors enacted by men and women. One reason is because of gender stereotypes. 36. Gender-based stereotypes include beliefs about: expected interpersonal behavior the types of roles or jobs best suited for men and women. Everyone (or nearly everyone) engages in stereotyping. 37. Stereotyping, glass ceilings and glass walls continue to limit the participation of women in the top ranks of organizations and in occupations not dominated by women. Glass ceiling A metaphorical transparent barrier that keeps women from rising above a certain level in organizations as a result of discrimination (e.g., denying them access to developmental opportunities) that decreases their upward mobility. Glass wallsBarriers that channel women into staff/support positions rather than allowing them to move to positions of responsibility that directly contribute to the profitability of the organization 38. Measures 39. ConclusionDon't judge anyone with their gender appreciate his or her caliber!!