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Patel Parthiv M.Patel Savan S.Pathak Bhavesh V.Ramani Haresh M.Ratadiya Prakash N.Rathod Vaibhav M.Rupareliya Priyanka S.Savaliya Manish V.Shah Dipali H.Shrimali Pratik D.Simejiya Bansi P.

Solanki Prashant M.Suvagiya Viral S.Tanna Jalap C.Thakkar Poonam J.Vagadiya Rakesh N.Vaghani Akshay L.

Vaghani Jay K.

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Presentation byPresentation by

y Trust leadershipy Follower centric leadershipy Neutralize or substitute leadershipy Transactional, Transformational

and Charismatic leadershipy Leadership and Emotional

Intelligencey Self leadership

y Team leadershipy Mentoring leadershipy Morality and Ethical conducty Attribution leadershipy Developing leadership within

organizations

Priyanka & AkshayJalapSavanPratik

Dipali

Poonam

RakeshBansiPrashantParthivHaresh

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MEANING MEANING OFOF

TRUSTTRUST

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=> Trust is p ositive ex p ectation that another will not through words , actions , or decisions - acto pp ortunistically

=> two most important element of our definition are that itimplies familiarity and risk

POS ITIVE EX P EC TA TION=> in our definition assumes knowledge and familiarity

about the other p arty

=> trust is a history de p ended process based onrelevant but limited sam p les of experience

=> it takes time to form , building incrementally and

accumulating 5


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OPPORTU NI ST IC=> It refers to the inherent risk and vulnerability in any

trusting relationship

=> trust involves making oneself vulnerable as when, for example, we disclose intimate information or rely onanother s promises

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TRUSTTRUSTDIMEN S ION SDIMEN S ION S

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=> There are basically five dimensions of trust whichare given below:

1) Integrity

2)C om p etence

3)C onsistency

4)Loyalty

5)o p enness

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IN TEG R ITY=> it refers to honesty and truthfulness . Of the five

dimensions, this one seems to be most critical whensomeone assesses another s trustworthiness.

C OM P E TENCE=> it encompasses an individual stechnical and

inter p ersonal knowledge and skills.

C ON S IST ENC Y=> it relates to an individual s reliability , p redictability ,

and good judgment in handling situation.

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TYP E STYP E SOFOF

TRUSTTRUST

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There are basically three ty p es of trust:Deterrence based=> The most fragile relationships are contained in

deterrence based trust.

=> Deterrence based trust will work only to the degreethat p unishment is possible, if the trust isviolated.

Knowledge based=> most org. relationships are rooted in knowledge

based trust that is , trust is based on the behavioral

p redictability that comes from history of interaction .

=> it exists when you have adequate information aboutsomeone to understand them well enough to be ableto accurately p redict his or her behaviour .

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Identification- Based Trust=> The highest level of trust is achieved when there is

an emotional connection between the parties.

=> Identification trust is long term.

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BA S IC BA S IC

PR INCI PL E SPR INCI PL E SOFOF

TRUSTTRUST

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There are basically five basic p rinci p les of trustM istrust drives out trust=> people who are trusting demonstrate their trust by

increasing their openness to others give trueintentions.

=> In mistrust conceal the information.

Trust Begets Trust=> In the same way that mistrust drives out trust ,

exhibiting trust in others tends to encouragereci p rocity .

=> Effective leaders increase trust in small incrementsand allow others to res p ond in kind.

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Trust can be regained=> Once it is violated , trust can be regained , but only in

certain situations.

M istrusting grou p s self-destruct=>

The corollary to the previous principle is that whengroup members mistrust each other , they re p el andse p arate .

=> They pursue their own interests rather than their

grou ps .

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M istrust generally reduces p roductivity=> Although we cannot say that trust necessarily

increases p roductivity

=> A climate of mistrust tends conflict in members.

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It is very important that leadership is about thefollowers, not the leaders. The leader should makehis/her followers feel proud to be part of the team and tomake them feel that they are an essential part of theteam. The following is a quote on how good leadership

ensures this:

"Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of theorganization. When that happens people feel centered and that gives their work meaning." -Warren Bennis

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LEA DE RSH IP :-

Leadership in terms of both process to property as aprocess , leadership is the use of influence to direct tocoordinate the activity of grou p member to meet a goal.

SUBST ITUTE LEA DE RSH IP :-

Substitute leadership are individual task of organizationcharacteristics that tend to outweigh the leaders ability toaffect sub-ordinates satisfaction to performance

Substitute of leadership suggest that in many situation

whatever action leaders exhibit are in relevant certainindividual job to organizational variables can act asneutralize the leaders influence on his/her followers.

in substitution leadership imp are require.24


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Individual :-Individual professionalismMotivationExperience & trainingIndifference & reward

J ob :-structure automobile

highly controlledin strinsically satisfyingembedded feedback

G rou p :-group normsgroup whesiveness

Organization :-right procedures & rulesExplicit goals & objectives

Rigid reward system

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Individual ability, ex p erience, training, knowledge,motivation, and p rofessional are amongcharacteristics that may substitutes for leadership.

Similarly, a task characterized by a routine a highdegree of structure, frequent feedback and intrinsicsatisfaction may also render leader behaviour unnecessary.

E xp licit p lans and goals, rules and p rocedurescohesive work groups, a rigid reward structure, and

physical distance between supervision andsubordinate are organizational characteristics that maysubstitutes for leadership.

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Neutralizers leadership are factor that render ineffective a leaders attempts to engage in variousleadership behaviours.

Neutralizers make is im p ossible for leader behaviour to make any difference to follower outcomes.

They negate the leader s influence.

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They act as a replacement for the leader is influencefor instance characteristics of em p loyee such astheir experience, training, professional orientationor indifference toward organizational rewards cansubstitute for or neutralize the effect of leadership

If p erformance quality is also centralized (say, bysimple task a, or tight quality control procedures) theleader may again be powerless to influence individual

work behaviour.

Organizational factors can also neutralize at leastsome forms of leader behaviour.

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Leadership

is thep

rocess of influencing andsu pp orting em p loyees or others to workenthusiastically towards achieving objectives.

There are three essential features of leadership, i.e.,1. Influence or support,2. Voluntary effort and3. Goal achievement

However, leadership can be simply defined as the actof making an im p act on others in a desired direction

LEA DE RSH IP

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TYP E S OF L EA DE RSH IP

There are mainly three types of leadership. They areas follows:

1. CHARISMATIC LEADERSHIP,

2. TRANSFORMATIONAL LEADERSHIP, AND

3. TRANSACTIONAL LEADERSHIP

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1 .C HA R IS MA TIC LEA DE RSH IPMr. Max Weber, a sociologist, war the first

scholar to discuss C harismatic Leadershi p .

More than a century ago, he defined the wordC harisma , comes from the Greek, which meansG ift as a certain quality of an individual personality,by virtue of which he or she is set apart from ordinary

people and treated as endowed with supernatural,superhuman, or at least specifically exceptional power or qualities.

C HA R IS MA TIC LEA DE RS:-

John.F.Kennedy, Martin Luther King, Jr. RonaldRegan, Indira Gandhi, Mahatma Gandhi, Biu Uinton,Mary Kay Ash(Founder of Mary Kay cosmetics), andSteve Jobs(co-fender of Apple computer) areindividuals frequently cited as being charismaticleaders .

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C HA RAC TE R IST IC S OF C HA R IS MA TIC LEA DE RSH IP

Followers visualize heroic or extraordinary abilities totheir leader.He should be able to distinguish himself in thosequalities in which he can demonstrate charisma.

There have been a number of studies that haveattempted to identify the characteristics of thecharismatic leader. One of the best reviews of theliterature has documented four:

C HA R IS MA TIC LEA DE RSH IP TH E ORYAccording to Robert Houses charismatic

leadership theory, followers make an attributions of

heroic or extraordinary leadership abilities when theyobserve certain behaviours.

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1. Vision and Articulation :-Has a vision expressed as an idealized goalThat proposes a future better than the status quoand is able to clarity the importance of the vision interms that are understandable to others.

2. Personal Risk :-Willing to take on high personal risk, incur highcosts, and engage in self-sacrifice to achieve thevision.

3. Sensitivity to follower needs :-Perceptive of others abilities and responsive totheir needs and feelings.

4. Unconventional/unordinary behaviours :-Engages in behaviours that are perceived as novel& counter to norms.

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C HA R IS MA TIC LEA DE RSH IP

(A) Are Charismatic Leaders Born Or Made?

(B) How Charismatic Leadership Influence Followers?

(C) Does Effective Charismatic Leadership Depend OnThe Situation?

(D) The Dark Side of Charismatic Leadership.

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II. A vision statement: A vision statement is a formalarticulation of an organizations visions or mission.Charismatic leaders may use vision statement to

imprint (fix) to achieve goal.III.The leader conveys through words and actions, a new

set of values and, by his or her behaviour, sets anexample for followers to imitate.

IV.Finally, the charismatic leaders engage in emotion-including and often unconventional behaviour todemonstrate courage and conviction about the vision.-followers catch the emotions.

C .Does E ffective C harismatic Leadershi p De p end OnThe Situation?There is a growing body of evidence indicating thatcharisma may not always be generalizable that is ,itseffectiveness may depend on the situation . 38


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Charisma appears to be most successful and the followerstask has an ideological components or When theenvironment involves a high degree of stress and

uncertainty.Example;- in the 1930s Franklin D. Roosevelt offered avision to get Americans out of the depressions .

D.The Dark Side of C harismatic Leadershi p .Charismatic business leaders like AIGs Hank Greenberg,GEs JACK Welch become celebrities on the order of DavidBeckham and Madonna .every company wanted a charismatic CEO. And to attract

these people, B.O.D give them unprecedented autonomyand resources.They provide interest free loans to buy a beach homes andartwork, security staff provided by their company.

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2 .TR AN SFOR MA TIONA L L EA DE RSH IPTransformational Leaders inspires followers totranscend their own self-interest for the good of theOrganization and are capable of having a profound andextra-ordinary effect on their followers.

Transformational Leaders:- Andrew Jung at Avon ,

Richard Branson of the Virgin group and JimMcNerney of Boeing are all examples of transformational leaders.

They pay attention to the concerns and developmentalneeds of individual followers.

They change followers awareness of issues byhelping them to look at old problems in new ways and

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They are able to excite, arouse, and inspire followersto put out extra efforts to achieve group goals.

How Transformational Leadershi p Work?They encourage their followers to be more innovativeand creativeThey are more effective because they are them self

more creative, but they are also more effectivebecause they encourages who follow them to becreative too.

E valuation of Transformational Leadershi p .

It has been supported in disparate occupations ex-school principle, marine commanders, ministers,presidents of MBA associations, military cadets etc.and at various job level

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Difference between T.L v/s charismatic leadershi p

There is a some debate

Robert House considers as both synonyms, calling thedifferences modest and minor

Bernard Bass; charisma to be part of transformationalleadership but argues that transformational leadershipis broader than charisma, suggesting that charismabuy itself insufficient to account for thetransformational process

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3 .TR AN S AC TIONA L L EA DE RSH IPTransactional leaders :-

Leaders who guide or motivate their followers inthe direction of established goals by clarifying role andtask requirements.

The leader directs his subordinates towards goalsachievement under transactional approach. The leader clarifies the roles to be plays by subordinates whileperforming their respective tasks.

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Transactional leader

C ontingent Reward :- Contracts exchange of rewards for effort, promises rewards for good performance, recognizesaccomplishments.

M anagement by E xce p tion(active):- Watches and searchesfor deviations from rules and standards, takes correct action.

M anagement by E xce p tion( p assive):- Intervenes only if standards are not met.

Laissez-Faire :- Abdicates responsibilities, avoids makingdecisions.

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Transformational Leader Idealized Influence :- Provides vision and sense of mission,instills pride, gains respect and trust.

Ins p irational M otivation :- Communicates high expectations,uses symbols to focus efforts, expresses important purposesin simple ways.

Intellectual Stimulation :- Promoter intelligence, rationality,

and careful problem solving.

Individualized C onsideration :- Gives personal attention,treats each employee individually, coaches, advises.

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Passive Active

Effective

Ineffective

ContingentReward

InspirationalMotivation

IdealizedInfluence

Managementby Exception

IndividualizedConsideration

Intellectual

Stimulation

Laissez-Faire

FULL R ANGE OF L EA DE RSH IP M OD E L

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Leadership is concerned with communication of directions, motivation of subordinates and resolving

inter personal conflict.

Leadershi p has been described as the process of social influence in which one person can enlist theaid and support of others in the accomplishment of acommon task.

"Leadership is ultimately about creating a way for people to contribute to making somethingextraordinary happen.

Effective leadership is the ability to successfullyintegrate and maximize available resources withinthe internal and external environment for the

attainment of organizational or societal goals."50


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What is E motion?Emotion can be define as an expression of feeling

of fear, anger, joy, love, hate, grief, frustration,satisfaction or any other similar feelings And thatcan leader early understanding employeesbehaviour in an organization.

What is Intelligence?Intelligence is power of learning, understanding andreasoning or our mental ability.

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Self-awareness (know how you feel)

Self-management (manage your emotions andimpulses)

Self-motivation (can motivate yourself &persist)

Empathy (sense & understand what othersfeel)

Social Skills (can handle the emotions of others)

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Moods and emotions play a central role in theleadership process. More specifically, it is proposedthat emotional intelligence, the ability to understandand manage moods and emotions in the self and

others, contributes to effective leadership inorganizations.

Emotional intelligence contributes to effectiveleadership by focusing on essential elements of leader effectiveness: development of collective goals andobjectives; instilling in others an appreciation of theimportance of work activities and establishing andmaintaining a meaningful identity for an organization.

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Self leadership is the set of process through whichindividuals control their own behavior. And effectiveleaders help their followers to lead themselves.

The underlying assumptions behind self-leadershipare that people are responsible, capable, and able toexercise initiative without the external constraints of bosses, rules, or regulations. Given the proper support, individuals can monitor and control their ownbehavior.

Training in self-leadership is an excellent means tohelp employees make the transition from dependenceto autonomy.

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1. Make your mental organizational chart horizontalrather than vertical

2. Focus on influence and not control3. Dont wait for the right time to make your mark; create

your opportunities rather than wait for them.

=> Self leadership is a self-influence process throughwhich people achieve the self-direction and self-motivation necessary to perform

=> This concept appeared in1983

=> It applying 2 major areas1)self managing term and

2)empowering leadership61


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=> It use in larger organization with in the more theoricalframework

=> It consists of specific behavioral and cognitivestrategies designed toPositively influence personal effectiveness

Self leadershi p strategies including 3 category1)behaviour focused

2)Natural reward and

3)Constructive

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1 )A bility to ins p ire

2 )Problem solving skills

3 )E motional maturity

4)A bility to understand human behaviour

5)V erbal assertiveness

6)Willingness to take risks

7)Dedication to organizational goals

8)Skills in the art of commerce63


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IN TRODU C TIONIN TRODU C TION

People in every workplace talk about building theteam, working as a team, and my team, but fewunderstand how to create the experience of teamwork or how to develop an effective team. Belongingto a team, in the broadest sense, is a result of partof something larger than yourself. It has a lot to dowith your understanding of the mission or objectivesof your organization.

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In a team-oriented environment, you contribute to theoverall success of the organization. You work withfellow members of the organization to produce theseresults. Even though you have a specific job functionand you belong to a specific department, you areunified with other organization members to accomplishthe overall objectives. The bigger picture drives your actions your function exists to serve the bigger picture.

You need to differentiate this overall sense of teamwork from the task of developing an effectiveintact team that is formed to accomplish a specificgoal.

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If you are new to a leadership role or are finding that

the team dynamics are askew, then you may need tolook at some techniques to help build teamwork.

1 . Remove individual com p etition competition cankill collaboration. If you want the team to worktogether, you need to not single out employees effortsand instead look at team performance and teammetrics

2 . Delegate clearly give clear instructions so there isno ambiguity on who is to do what and when.

3 . Define the re p orting structure clearly make it veryclear who is in the lead position and who is

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4. C reate grou p incentives for excellence tomotivate the team even more, offer incentives that thegroup will receive.

5. C learly define ex p ectations and what excellencelooks like this is a crucial step to team harmony. If your team does not understand clearly whatexcellence looks like to you, how will they ever attainit? You may have a very different idea than your teammembers about what you are striving towards.

6. Provide ongoing p rofessional develo p mento pp ortunities

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7. G ive the team the p ower to make and im p lementdecisions empowering the team to contribute ideasand then take some risks and learn is an incredibleteam building moment.

8. Deal with staff conflicts immediately dont let

conflicts and grow into bigger conflicts. Deal with themas soon as possible and be consistent with your approach.

9. Promote acce p tance of a variety of p oints of view differences in cultural backgrounds, ages,experience levels and educational levels, caninfluence the foundations used to make perceptionsand judgments. Being open minded to these varying

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10 . E ncourage o p en, honest communication JackWelsh (Past CEO of GE) believes strongly in what hecalls candour (honesty) in the workplace. Jackbelieves that far too often we are afraid to admit thetruth and this lack of honesty can be a huge cost to abusiness financially as well as decrease staff respectfor management. Staff sees the reality of situationsand expect upper management to be not only awareof the reality but be able to act quickly on anyobvious problems.

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11 . M ake sure the basic resources are madeavailable it is hard to do a job without thenecessary resources.

12 . A rticulate a clear vision and a code of behaviour to get you there if your vision isntclearly articulated, your team will not know how thesteps they take today contribute to the big picturein the future. Your team needs to feel passionate

about the they do. If they see that their effortscontribute to a big picture they can anticipate nextsteps.

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In Leadership Development variousstages are required.

It starts from selection of p otentialleaders & complete at strengtheningthen with new o pp ortunities &su pp ort.

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THE ST AGE STHE ST AGE S

The various stages of leadership development:

1) Recruitment2) Training3) Delegation4) 360-Degree Appraisal5) M entoring6) Matrix career planning7) Sabbatical8) Reward system9) Group competition for creativity & Innovation

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Simply, Mentoring means a guidance given bya mentor who are senior then other In some organization

senior employees

formal mentorsMentoring is for developing skills.Mentors are not advisors.Generally, mentors have special skill of

N urturing talent (encouraging talent)Mentors need to be selected & developed

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Bennis & thomas identified this major typesof crucible (test).

A mentor is a senior employee whosponsors & support less ex p erienceem p loyee (a protege).

Successful mentors are good teachers.

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Functions of M entoringFunctions of M entoring

Mentoring relationship have beendescribe in terms of two broad

categories of functions:

1) Career functions

2) Psycho-social functions

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1 )1 ) CA REE R FU NC TION SCA REE R FU NC TION S1) Lobbying (meet to get support) to get the

p rotege challenging and visibleassignment .

2) Coaching the protege to help develop her skill and achieve work objectives .

3) Assistings the protege by providingex p osure (Hidden talent) to influentialindividuals within the organization.

4) Sponsoring the protege by nominating her for potential advance or promotions. 80


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1 Great leaders are concerned with ethics


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1. Great leaders are concerned with ethics

2. They are concerned with establishing proper normsand fighting corruption even at the risk of heavingtemporary setbacks, they pursue the path of ethics,which helps the organizations to gain in long run.

3. In India, organizations such as TATA, WIPRO andINFOSYS relentlessly pursue ethical practices.

4. Their leaders are role-model for other organizations.

5. In the words of Boeng s CE O J im M c N erneyBoeng s CE O J im M c N erney ethicreinforce the idea that there is no compromisebetween doing thing in the right way and performance

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6. Leadership effectiveness needs to address the Meansa leader uses in trying to achieve goals, as well as thecontent of those goals. Recently Scholars have triedto integrate ethical and Charismatic leadership byadvancing the idea Of SO CIA LIZE D C HA R IS MA TIC LEA DE RSH IP -leadership that conveys values. Thatare other centered versus self centered by leaderswho model ethical conduct..

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7. At the individual level, a persons behaviour is said tobe ethical based on the following criteria.

Criterion of utilitarian outcomes :-This behaviour results in optimum satisfaction of

people both inside and outside the organization.

Criterion of Individual Right :-This behaviour gives the due respect to the right

of all the affected persons in terms of the basic humanrights.

Criterion of Distributive Justice :-This behaviour tends to treat all people equitably

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We have already touched upon the role of attribution in relation to perception. According to theattribution model of leadership a leaders judgmentabout employees is influenced by the leadersinterpretation of the causes of the employeesperformance.

The leader will gather information about their employees behaviours through daily observation of their work. On the basis of this information, the leader attributes the reasons behind such employeebehaviours and then takes actions to deal with themaccordingly. This model is illustrated.

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The leaders attributions on the causes of the

subordinates performance will be influenced by howinformation is processed based on three dimensions of behaviour.

Distinctiveness The degree or extent to whichthe performance related behaviours occurred onthis task.

Consistency The extent to which the

performance related behaviour are consistent tothat of the subordinates.

Consensus - the extent to which other employeesor teams behave similarly in a like situation. 91

Based on the similarity with the above dimensions of b h i h l d Id if h h h i l


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behaviour, the leader can Identify whether the internal(personal) or external (situational) causes areresponsible for the employees performance. Theeffective (good) leaders can attempt at changing thebehaviour of an employee or teams after attributing thecauses for the poor performance.

A ttribution by em p loyees :-There is a tendency among employees to attributecauses of their performance to their leader. This mayresult in developing either positive or negative attitudesabout their leader, and thereby affecting their

perception of the leaders effectiveness. Whenemployees succeed at a job, they tend to rate their leader as successful. If they fail or are unsuccessful,employees tend to attribute the cause to theineffectiveness of their leader. 92


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Im p lication for leaders :-In some organizations there are leaders who make

internal attribution about poor subordinate performanceand then are less likely to provide the latter thenecessary support, coaching and resources, while thesubordinates may not feel personal causes to beresponsible for the poor performance and may resentany positive action/s, taken by the leader.

Managers who work with person from differentcountries have to be careful and avoid false or

misleading attribution about the employees they workwith, bearing in mind the differences and similarities ona nation-to-nation and culture to culture basis.

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