What is Leadership What are the qualities of leaders Well-known leadership styles? Other Leadership Styles Leaders make things happen Leadership Mapping Leaders Profile (Narayana Murthy, Mahendra Singh Dhoni, Sir Ratan Tata) The Characteristics of a leader

1. by XMBA 54 - ITM
Amol, Anita, Chandresh, Jagdish, Karan, Pradeep, Sonal, Swamy, Yamit

2. Contents
What is Leadership
What are the qualities of leaders
Well-known leadership styles?
Other Leadership Styles
Leaders make things happen
Leadership Mapping
Leaders Profile (Narayana Murthy, Mahendra Singh Dhoni, Sir Ratan Tata)
The Characteristics of a leader

3. What is Leadership?
lead·er·ship
Noun
The action of leading a group of people or an organization
or
The state or position of being a leader.
Synonyms
guidance - lead - direction - management - command

4. What are the qualities/traits of a leader?

5. Well-known leadership styles?
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Autocratic Leadership
Bureaucratic Leadership
Democratic/Participative Leadership
Laissez-Faire Leadership

6. Autocratic Leadership
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Autocratic leadership is an extreme form of transactional leadership, where
leaders have a lot of power over their people.
The benefit of autocratic leadership is that it's incredibly efficient. Decisions are
made quickly, and work gets done efficiently.
The downside is that most people resent being treated this way. Therefore,
autocratic leadership can often lead to high levels of absenteeism and high staff
turnover.
Autocratic leadership is often best used in crises, when decisions must be made
quickly and without dissent.
For example, the military often uses an autocratic leadership style; top
commanders are responsible for quickly making complex decisions, which allows
troops to focus their attention and energy on performing their allotted

7. Bureaucratic Leadership
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Bureaucratic leaders work "by the book." They follow rules rigorously, and ensure
that their people follow procedures precisely.
This is an appropriate leadership style for work involving serious safety risks (such
as working with machinery, with toxic substances, or at dangerous heights) or
where large sums of money are involved.
Bureaucratic leadership is also useful in organizations where employees do
routine tasks (as in manufacturing).
The downside of this leadership style is that it's ineffective in teams and
organizations that rely on flexibility, creativity, or innovation.
Much of the time, bureaucratic leaders achieve their position because of their
ability to conform to and uphold rules, not because of their qualifications or
expertise. This can cause resentment when team members don't value their
expertise or advice.

8. Democratic/Participative Leadership
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Democratic leaders make the final decisions, but they include team
members in the decision-making process.
Team members tend to have high job satisfaction and are productive
because they're more involved in decisions.
The approach can slow decision-making, but most suitable when
working as a team is essential, and when quality is more important
than efficiency or productivity.
The downside of democratic leadership is that it can often hinder
situations where speed or efficiency is essential.
For instance, during a crisis, a team can waste valuable time
gathering people's input. Another downside is that some team
members might not have the knowledge or expertise to provide high
quality input.

9. Laissez-Faire Leadership
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means "leave it be" in French
Laissez-faire leaders give their teams complete freedom to do their work and
set their own deadlines. They provide team support with resources and advice,
if needed, but otherwise don't get involved.
This leadership style can be effective if the leader monitors performance and
gives feedback to team members regularly. It is most likely to be effective
when individual team members are experienced, skilled, self-starters.
The main benefit of laissez-faire leadership is that giving team members so
much autonomy can lead to high job satisfaction and increased productivity.
The downside is that it can be damaging if team members don't manage their
time well or if they don't have the knowledge, skills, or motivation to do their
work effectively.

10. Other Leadership Styles
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Creative Leadership
Corrective Leadership
Change Leadership
Intelligence Leadership
Multicultural Leadership
The Transformational Leadership
Transactional Leadership

11. Creative, Corrective & Change Leadership
Creative Leadership - Ability to uniquely inspire people
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To generate shared innovative responses and solutions
To complex and readily changing situations
Corrective Leadership
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Empowers staff to facilitate collaborative and synergism
Working with and through other people instead of bowing to authoritarianism
Change Leadership
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Endorses alteration
Rethinking systems to introduce change on parts of the whole and their
relationship to one another

12. Intelligence & Multicultural Leadership
Intelligence Leadership
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To navigate the future by embracing ambiguity and reframing problems
as opportunities
A proactive stance in taking their organizations into uncharted territory
Multicultural Leadership
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Fosters team and individual effectiveness
Drives for innovation by leveraging multicultural differences
Teams work harder in an atmosphere of understanding and mutual
respect

13. Transformational & Transactional Leadership
Transformational Leadership - Make change happen in:
• Self, Others, Groups and Organizations
• Charisma a special leadership style commonly associated with
transformational leadership; extremely powerful, extremely hard to teach
Transactional Leadership
• Emphasizes getting things done within the umbrella of the status quo

14. Leaders make things happen
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They Know What They Want
They Push Themselves to Act
They Take More Risks
They Make More Mistakes
They Anticipate Problems
They Accept the Truth
They See the Big Picture
They Handle One Thing At a Time

15. Leadership Mapping

16. IT in India had never been the way it is without one man
Narayana Murthy - Infosys
Born - 20 August year 1946 Karnataka, Mysore, India
Alma mater - University of the Mysore, Kanpur IIT
Occupation - Infosys, Chairman Emeritus
Net worth - $1.4 billion (year 2012)
Spouse(s) - Sudha Murthy , Children - Two
Employees when the company started - 7
Employees as of 2012-13 - 1,56,688
Completed Master of the Technological innovation in PC Technology from IIIT, Kanpur during year 1969.
He had taken up job in SESA, at London for 3 years, Signed up with Patni Computer Systems in Pune
Infosys was started almost 30 years ago by Mr.Narayana Murthy & 6 people with US$ 250/Rs.10,000 which was borrowed from
his wife. Today, Infosys is world innovator in technological computing with earnings of US$ 7.125 billion dollars ( Q2 FY13).
A receiver of several famous prizes like 'Padma Vibhushan', and also 'Legion of the Honor' (awarded through France
government), Mr. Murthy is regularly on the panel of HSBC, Honda Base and UN Base.
“Our assets walk out of the door each evening. We have to make sure that they come back the next morning.”

17. Mahendra Singh Dhony (MSD) a.k.a Mahi
“Ticket Collector to Trophy Collector”
Born - 7th July 1981 in Ranchi, Bihar (now in Jharkhand)
MSD was a Train Ticket Examiner (TTE) at Kharagpur railway station from 2001 to 2003, under
South Eastern Railway in Midnapore (W), West Bengal.
Dhoni was named the captain of Indian squad for the inaugural ICC World Twenty20 held in
South Africa in September 2007 where India was crowned champions as Dhoni led the team
to victory against Pakistan in a thrilling contest.
It was under his captaincy that India climbed to No. 1 in the ICC Test Rankings in December
2009.
India won the 2011 ICC Cricket World Cup
final against Sri Lanka on 2 April 2011
Honorary Awards and Appreciations :
ICC World ODI XI: 2008, 2009, 2010, 2011
ICC ODI Player of the Year : 2008, 2009
Rajiv Gandhi Khel Ratna, 2007–08.
Honorary doctorate degree by De Montfort University in August
2011.

18. The Visionary - Ratan Tata
Name: Ratan Tata
D.O.B: 28 December 1937
Family: Father: Naval Tata, Mother: Sooni, Grandmother: Navajbai,
Grandfather: Ratan Tata, Great Grandfather: Jamsetji Tata
Education: B.S from Cornell University in 1962, Management
Program from Harvard Business School in 1975
Ratan Tata started his career in Tata Group in 1962 as a general
worker in the Tata steel.
He was made chairman of Tata group in 1991 after the J.R.D Tata’s resignation. At that time many people criticized that
decision as he does not have that level of experience to run a company as big as Tata’s.

19. Milestone achieved under Ratan Tata
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1998: The Tata Indica, the conglomerate's first passenger car launched.
2000: Tata Tea, now Tata Global Beverages, acquired the Tetley group, Tetley is the largest tea company in the UK.
2001: Tata AIG, a joint venture between the Tata group and American International Group Inc (AIG), marks the re-entry of the Tata
group into the insurance sector. The group's insurance company, New India Assurance, founded by Dorab Tata in 1919, was
nationalised in 1956.
2002: The group acquires a controlling stake in Videsh Sanchar Nigam Ltd which was founded in 1986 and was the first Indian PSU
to be listed on the New York Stock Exchange.
2003: Tata Consultancy Services became the first Indian software company to cross $1 billion in revenue.
2004: Tata Motors is listed on the New York Stock Exchange. The company also acquires the heavy vehicles unit of Daewoo Motors
the same year.
2007: Tata Steel acquires Anglo-Dutch company Corus, the second-largest steel maker in Europe.
2008: Tata Motors unveils the Nano, the country's cheapest passenger car. It was initially dubbed the Rs 1 lakh car, though it now
costs Rs 1.5-2 lakh.
2008: Tata Motors acquires the Jaguar and Land Rover businesses from Ford, and forms a new company, Jaguar Land Rover.
2012: Tata Global Beverages and Starbucks form a joint venture, Tata Starbucks Ltd, and open their first store in Mumbai.

20. Major Acquisition by Tata Group

21. The Characteristics of a leader
Good leaders share common traits and objectives , to help their team succeed all leaders may not utilize the same leadership styles but
their mission is similar to build a rapport with the team members and guide them to their targeted objectives and to deliver to the
organisation the best product possible.
" They do not look alike, talk alike or even work alike, however good leaders do share several common characteristics "
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Show balanced commitments to people and work
Set a positive example
Use good communication skills
Have influence
Are persuasive
Exhibit coaching Skills
Drive, the desire to lead , honesty and integrity, self- confidence , intelligence, job-relevant knowledge and extraversion
Are appointed or emerge from within a work group
Can influence other people and have managerial authority
do not necessarily have the skills and capabilities to be managers

22. You have to be silent to listen..!
Both words are formed from the same
letters.
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S-i-l-e-n-t
L-i-s-t-e-n

23. Thank you.
“A leader is like an artist, a team is like a canvas, it is up to the
leader to paint the portrait of success.
Leader are only as good as the portraits they create. if a leader is
talented then they can produce a priceless masterpiece called
team work ”
Joe L. Clayton
Remember
“If you can dream it, you can do it.”
Walt Disney