This document discusses leadership styles and notable leaders in India. It provides biographies of Ratan Tata and Kiran Mazumdar Shaw as examples of influential business leaders. Some key points: - There are different leadership styles like autocratic, democratic, and laissez-faire. Power and influence also come in varieties such as reward, legitimate, and referent power. - Ratan Tata is praised for his visionary and risk-taking approach as chairman of the Tata Group. He made strategic decisions and launched social campaigns. - Kiran Mazumdar Shaw faced discrimination as a female entrepreneur but overcame obstacles to build Biocon into a major biotechnology company in India. She

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

2. LEADERSHIP
 a process of social influence in which one
person can enlist the aid and support of
others in the accomplishment of a common
task

4. Engaging
styles
Task
oriented
Autocratic
style
Styles
Democratic
style
Toxic
leadership
Narcissistic
style
Free rein
style

5. VARIETIES

6. Coercive
power
Expert
power
Reward
power
Legitimate
power
Charisma
power
Referent
power
varieties
Information
power

7. FACTORS OF LEADERSHIP

8. leader
follower
communication
situation

9. Male leaders
 Ratan Naval Tata
Chairman, Tata Group
 Adi Godrej
Chairman & Managing Director, Godrej Group
 Azim Hashim Premji
Chairman, Wipro Limited
 Yogesh Chander Deveshwar
Chairman & CEO, ITC Limited
 Nagavara Ramarao Narayana Murthy
Founder & chief mentor, Infosys

10. Ratan Tata as a Leader

11. 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.

13. Personality
 Very Dignified
 Ethical
 Believes in keeping promises
 Royal & Believes in relationships
 Leadership Qualities
 Tremendous Motivator
 Honest

14. What makes him LEADER?
 Visionary
 Strategist
 Initiator
 Decisive
 Risk Taker
 Positive Attitude
 A man of integrity
 Democratic

15. VISIONARY

16. ADAPTABILITY

17. OUT OF THE BOX !!!

18. DECISIVE
JAGUAR

19. +VE ATTITUDE

20. HONEST

21. Initiator
• The success its first campaign of ‘jaago
re’
• Tata Tea, today launched another campaign titled ‘Aaj
Se Khilana Bandh, Pilana Shuru’..
• TO CREATE AWARENESS
• FOR ANTI- CORRUPTION

22. PRINCIPALS OF MR. TATA
 Nothing worthwhile is ever achieved without deep
thought and hard work.
 Good human relations not only bring great personal
rewards but are essential to the success of any
enterprise.

23. Woman leadership

24. Kiran Mazumdar Shaw
Born
23 March 1953 (age 60)
Bangalore, India
Education
B.Sc in zoology from
BangaloreUniversity.
Graduate degree in
brewing from the
University of Ballarat,
Melbourne
Occupation
Chairperson of Biocon
Net worth
US$900 million
Spouse
John Shaw

25. HER CAREER
 Daughter of a brewmaster for India-based United
Breweries,wanted to follow her father’s 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 of
an 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,

26. •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.

27. •Profits jumped in 2003 a, making i the first company worldwide
to develop Human insulin
•Biocon’s 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.

28. •Today, thanks to her leadership, Biocon is having Asia's
largest insulin and statin facilities
•Very well stated by her, biocon tag line-” The difference
lies in our DNA”

29. 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.

32.  Women are more likely
to 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 to
describe their jobs as
“transactional,” a series
of transactions with
subordinates. They
exchange rewards for
services rendered or
punishment for
inadequate performance.

33.  Women tend to see their  Men tend to see their
power 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

34.  Women tend to score
higher in orientation
towards production
(strong pursuit of
achievement, holding
high expectations for self
and others) and the
attainment of results.
 Men tend to score
higher on scales
assessing an orientation
towards strategic
planning and
organizational vision.

35.  Women tend to
score higher on
people-oriented
leadership skills.
 Men tend to score
higher on businessoriented leadership
skills.

38. Impact on organization

40. Impact on
organization

41. •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
Behavior
Follower
Perceptions
Individual,
Group, and
Organizational
Outcomes

42. •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.

43. 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.

44. 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 walls
Barriers 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

45. Measures

46. Conclusion
Don't judge anyone with their gender appreciate his or her
caliber……!!