LEADERSHIP

Concept Questions:
1. List five popular Indian industrial leaders who practice Indian management
thoughts.
Ans: (1) Kumar Mangalam Birla,
(2) JRD Tata,
(3) S. P. Godrej,
(4) Rahul Bajaj,
(5) Chitale (Pune),
(6) Singhania,
(7) Kirloskar
2. Describe Indian styles of leadership.
Ans: Most of the present days industrial leaders have come from the illustrious families
of industrialists like those of G. D. Birla and JRD Tata, Jamnalal Bajaj, etc. before
independence the Indian industrialist were mostly working as the Managing Agents of the
British Companies or were engaged in the trading of cotton, food-grains, oil, etc.
Jamshedji Tata and Ghanashyam Das Birla were perhaps the first enlightened industrial
leaders who dared to start industrial houses in British India, despite discouraging British
policy of levying heavy excise and custom duties on Indian manufactured goods.
These industrialists started their industries from the scratch and against the desire
of the British rulers. Labour was abundant but not duly trained. They had no work
culture. The industrialist started not only training the local workers to handle the latest
machines but even provided for their provident fund, medical treatment, housing and
schooling of children, even before the labour law was enacted. Whatever standards or
norms these industrialists had laid down became the foundation of the labour laws in the
near future. These industrialists were also required to support the freedom struggle in
every form.

Although the present generation of these industrial leaders is now ruling the
industrial empire, they are playing a very important role in development of Indian
economy. Since they belonged to the families of industrialists, they are bound to
safeguard the family interests of their houses. Yet it would be injustice to brand them as
traditional industrial managers, having no vision of the future. On the contrary, they have
been revolutionizing the leadership styles. They are becoming more professional. They
have sponsored the higher educational and management training facilities, employed
management trainees in responsible positions. Some noteworthy Chief Executive Officers
of their industries are not hailing from industrial houses.
In working environment also they have brought out several healthy practices.
Considering the Indian Cultural characteristics, S.P.Godrej, e.g. stopped the use of animal
fat in manufacture of soap long back. They have developed vase track of land in Mumbai
into green belt of their own volition. They observed Indian cultural festivals and
traditions of Puja of machines, and vehicles on Dassera, Diwali etc. and involve the
family members in such events. They consider each individual worker as a member of the
family. Workers participation at every possible level is being tries. The enlightened
industrial houses do not find difficulties in labour problems, as some industrialist believe
in transparency in the decision-making process and workers participation. They are
developing continually learning environment. E.g. XLRI at Jamshedpur is a renowned
training institute, which conduct surveys and promote studies in various problems and
principles. A worker is taken a whole and treated with due respect. Some industrial
leaders are trying to provide facilities for meditation and Yoga practices, sponsoring
sports etc. Globalization and IT environment is posing a greatest challenge to the
industrial leaders as well as labour. Involvement of labour in the decision making process
is likely to increase due to cut throat competition in the near future.
3.Give examples of born leaders and made leaders.
Ans.

Born leaders are those charismatic personalities whom people expect to lead. E.g.

Pandit Jawaharlal Nehru was a born leader. A born leader does not necessarily mean a
person born in the rich or privileged family and on whom the leadership develops through

inheritance. Inheritance does help develop the leadership qualities. But some leaders are
born with the charismatic qualities, such physical stature, fair skin, pleasing personality,
intelligence etc. being born in the family of privileged people alone does not make a
person a good leader. Some children of the privileged persons are seen to have spoiled
their life.
4. Good and bad styles of Management
Ans.

1.Country Club Management: No regard for production. Only happiness of the

people is considered important. Peoples needs are satisfied, friendly, comfortable

organization climate. Not suitable for production and productivity.
2.Weak Management: no concern for people or for the production. Minimum
efforts spent for getting work done. Low morale.
3.Task Management: No concern for people but very high concern for
production. Efficiency results from arranging work in such a way that human elements
have little effect.
4. Average Management Functions: Adequate performance. Satisfactory level of
morale.
5.Team

Management:

Work

accomplishment.

Committed

people,

interdependence, common tasks, trust, respect, high people concern and high production
concern, ideal situation.

 Describe the role of Karta in Hindu Undivided Family(HUF)

The main economic activity in India is still agriculture and allied industry.
Industrialization has not yet reached the peak of its development. 75% of the population
is still living in the villages. One of the characteristics of the economy based
predominantly on agriculture is Joint Family. Agriculture activity is labour intensive. It
sustains large joint families. This still holds good in India, particularly in villages. Joint
family is headed by the eldest member who is called Karta of the family. He is the
leader of the family and he takes all the important decisions pertaining to the family and
individual family members. All the members in the family are dependent upon the karta
of the family from financial point of view as well as personal and psychological point of
view. In a joint family care of the children, aged, women, physically or mentally
handicapped or sick members is taken. They can feel secure and happy in the joint family.
A sense of discipline, culture, customs or traditions are developed in such Joint families,
which are binding on all the members. While there are some good points about the joint
not get the due importance or they may not get the opportunity to show their talent. By
and large Joint families with an enlightened Karta can be most ideal phenomenon for self
development and security. Karta holds the property and rights as a sort of trustee on
behalf of the beneficiaries.
Industrial leaders in India have emulated some of the paternalistic qualities of karta in a
Joint family system, in their industries. Workers are treated as the members of the family
system of the industry. The Chief assumes the role of the karta for them and ensures that
they feel secure and happy in the industrial environment. In some industries, even old
employees are not ignored after their retirement. They are allowed to participate in the
working of the company with less hazards and physical exertion. They are listened for

their advice. As a karta of the family Industrial Leader is supposed to treat every person
as a whole human being and potential God.
With the concept of Karta the concept of Trusteeship must be linked with. A Karta hold
the property or business in the capacity of the trustee rather than as the lawful owner. He
carries on the business of the family or a company for and on behalf of the beneficiaries.
He has no doubt a right maintenance out of the property and remuneration. But his role is
that of a trustee. In Business environment, CEO or the manager is supposed to exercise
his powers so as to subserve the interests of the employees, families of the employees,
retired employees, sick or old members of the organization, customers, investors,
environment and also the community at large. With the authority of Karta he has also an
obligation towards the beneficiaries. He is accountable to the beneficiaries for the
decisions he make. This is the gandhian-concept. He had observed that all those who are
enjoying the powers and wealth have a duty to hold and exercise the powers and wealth
as trustees for the beneficiaries.
Characteristics of some of the leading business industrialists in India Ans. Azim Hashim Premji, Chairman, Wipro
Being richest man in India, yet, Azim Premji can be characterised as a shy and reticent
leader and a man of simple style and tastes.
He believes that successful organisations prepare for the future, and the customer is the
key to his future. He has charted a clear vision for Wipro, and has tried to bring in human
values other than those of integrity, innovation and value-for-money. Known for an
almost fanatical obsession with excellence, he invests personal time in teaching and
coaching future leaders of the corporation to achieve their potential
He is a visionary and succeeds in getting his basics right in a constantly changing and
dynamic technology age. According to him, what is important is not ones existing
knowledge alone, but ones ability to keep refreshing it dynamically

The success of Wipro can be accounted to his integrity, unshakable self-confidence,

determination and effort to better global competition, relentless work towards achieving
this and its ability to acquire world-class processes, develop world-class teams and attract
world-class leadership.
Premji has been criticised by the media and people from time to time that the wealth he
had created was not being shared enough. This, being a valid criticism, however, the
number of crorepatis that Wipro has spawned would have one believe otherwise.
Azim Premji serves as a source of inspiration to many. For a person who studied
engineering, is an alumnus of Stanford University, US, and joined Wipro in 1966 at the
age of 21, Premji has traversed a long way.
He has transformed a company that sold edible oil into one which is working on the
cutting edge of technology. And in the process, he has become a global-scale
enterpreneur.
Hes a firm believer of an honest days work, though of course his workday stretches
from 12 to 14 hours.
Azim Premji serves as inspiring for hundreds of techies around the country and within
the company to strike out on their own.
Rahul Bajaj
Rahul Bajaj, Chairman of the Rs. 1902.38 crore two-wheeler major Bajaj Auto being a
boxer during his college days still carries an aggressive attitude.
He is very vocal when it comes to the need for a level playing field for domestic
enterprises. He believed that the government owed it to the domestic industry to offer
enough time to put its house in order before forcing it to compete against global giants.
Bajaj formed the Bombay Club in 1993 when liberalisation threw open the doors to
foreign competition. Stung by brickbats, a year later, the club was reduced to a one-man

show. This did not deter Bajaj who even today continues to be as vociferous as ever. This
was a example of his strong mindedness.
Bajaj today is no longer involved in the day-to-day running of his company at PimpriChinchwad in Pune. After a heart attach in 1994, that's been left to efficient managers and
his two sons -- Rajeev and Sanjeev. However, his sons were not allowed to gatecrash into
the

boardroom

but

were

put

through

the

rigours

of

the

shopfloor.

Even after delegating his work to his sons, Rahul Bajaj remains an autocratic leader by
nature. Though, Bajaj is no longer involved in Bajaj Auto, yet decision-making by
consensus is not his style and he continues to be the last word at Bajaj Auto.
He does consult other people's opinion in key matters and give them a fair hearing, But
does not believe in taking a vote. He alone makes the decisions.

Depending upon the structure of task-high or low-analyse what impact will it have
on leadership?
A standard way of classifying leadership styles is based on the relative concern the leader
places on the task to be performed vis--vis the people performing the task. A leader who
places greater emphasis on task performance tends to exhibit the following behaviours
1. Organising and defining the roles of group members
2. Explaining what activities each has to do and when, where and how tasks are to be
accomplished
3. Establishing well-defined patterns of organisation, channels of communication and
ways of task accomplishment.
A leader who places greater emphasis on people tries to gain their relationship by
exhibiting such behaviours as:
1. Establishing channels of communication

2. Extending psychological support to them

3. Developing mutual trust
4. Developing empathy for them.
Depending on the task emphasis or people emphasis four combinations are possible as
shown in the following diagram:
High

High relationship and low task

(Supporting style)

High task and high relationship

(Participative style)

People
Emphasis
Low task and low relationship
(Free-rein style)
Low

High task and low relationship

(Autocratic style)

Task emphasis
Low

High

1. High task and low relationship: A high task and low relationship leader
emphasises showing employees how to get the task accomplished and spends
minimum time giving psychological support. This style may be effective where
the employees are inexperienced with the work to be performed. It may also be
well suited to situations where seasonal help is required. Seasonal employees
may be unfamiliar with the task and require direct guidance on performing the
work properly. A high task low relationship leader is not necessarily rude or
discourteous. The leader simply takes the expedient route of focussing on work
rather than people.
2. High task and high relationship: This leader spends considerable time showing
people how to get work accomplished and providing them with psychological
support. The high task and high relationship style is considered useful because
it results in high productivity and personal satisfaction. A more critical look at
this style would suggest that it works best in situations where people need an

active and involved leader. When employees are lacking in self-confidence and
technical skill, the high task and high relationship style is particularly effective.
3. High relationship and low task: A leader using the high relationship and low
task style gives employees much encouragement and support but a minimum of
guidance about the task accomplishment. In some situations employees need
more psychological support rather than technical instructions.
4. Low relationship and low task: A leader using this style is neither here or there.
It is essentially a free-rein style. Subordinates are given considerable latitude in
performing their work. They are also given very little psychological support,
encouragement and praise. They are therefore; free to run their own show.
When subordinates are highly skilled and psychologically mature, this style
can be effective.
Entrepreneurial leadership style
Entrepreneur is a person who converts an innovative idea into business. The word
entrepreneur is generally associated with small-scale industry. What is an entrepreneurial
leadership style? Based on both their personality characteristics, and the circumstances of
operating a business, many entrepreneurs use a similar leadership style. The most notable
features of this style are:
Impatience and brusqueness towards employees because the entrepreneur is
always busy.
A heavy task orientation combined with a very direct approach in giving
instructions to employees.
A charismatic personality that inspires others to want to do business with him
despite the impatience.
A much stronger interest in dealing with customers than employees.
A strong dislike for bureaucratic rules and regulations.
Anxiety to consolidate business gains as quickly as possible

Role of Transformational leadership

In explaining the concept of transformational leadership, two styles of leadership are
talked of, viz. transactional and transformational. Transactional leaders determine what
subordinates need to do in order to achieve their own and organisational objectives,
classify those requirements, and help subordinates become confident that they can reach
their own objectives by expending the necessary efforts.
Transformational leadership implies a process where by an individual attempts to elevate
his or her consciousness (chetana) so that various commonplace conflicts and dualities
begin at a higher level of synthesis. Stated differently, transformational leadership
attempts to change the whole organisation from one style or culture to another.
Transformational leadership has the ultimate aim of raising the level of human conduct
and ethical aspiration of both the leader and the led. The leaders main thrust is to elevate,
inspire and evangelise his followers (and himself/herself) to higher things in life.
The late JRD Tata is a fine example of a transformational leader. His qualities of the head
and heart moved everybody who ever came into contact with him. If Tata group of
companies stand distinct in our corporate world- in terms of profitability, professional
management and social responsiveness- credit goes to the transformational leadership of
JRD. Transformational leaders are characterised by their distinct skills. They are:
anticipatory skills-foresight into a constantly changing environment; visionary skills-a
process of persuasion and example by which a person or leadership induces a group to
take action in accord with the leaders purposes or, more likely, the shared purposes of a
larger group; value-congruence skills- the need of a corporate leader to be in touch with
the employees needs in order to engage people on the basis of shared motives, values and
goals, empowerment skills- the willingness to share power and to do so effectively; and
self understanding- introspective or self understanding skills as well as frameworks
within which leaders understand both their own needs and goals of those of their
employees.
We need more transformational leaders for our economy. Our country is now thrown
open for global competition. Foreign companies are entering our country in a large

number. In order to maintain our dignity and to sustain our ethos and at the same time to
accept what is good for our business we need more transformational leaders.

Explain the role of leadership character in management.

It is said that one cannot do business with yesterdays methods and be in business
tomorrow. A manager has to develop good leadership qualities in order to take the
company to the top. The style keeps changing as the situation with the types of people.
Korean managers were able to do better compared to Japanese as they developed
managerial leadership quality, which is flexible and open. This led to success of Koreans
in America and even in India.
Management is a process of planning, organising, coordinating, directing and controlling
the activities of others.
Leadership is the process of influencing for the purpose of achieving shared goals.
A successful manager is one who has both the qualities, of the leader and the manager,
and who makes use of them discretely.
Leadership is a psychodrama in which a brilliant lonely person gains control of himself
for controlling others. Managers and leaders are different kind of people. They differ in
motivation, personal history and in how they think and act. An effective manager requires
changing leadership styles but should have good verbal communication with good
listening power, manage time and stress, managing individual decisions, recognizing
defining and solving problems etc.
Leadership style should blend with managerial functions. Leadership inevitably requires
using power to influence the thoughts and actions of other people. An effective manager
gets the job done through high quantitative and qualitative standards of performance with
satisfaction and high degree of commitment. A managerial culture emphasizes rationality
and control. Manager has to achieve results so that people will continue to contribute to
this organization. It takes neither genius nor heroism to be a manager, but persistence,
tough mindedness, hard work, intelligence, analytical ability, tolerance and goodwill.

Today Managers role has undergone change. A mesh of managerial qualities with
leadership ability will be the key to success of managers in todays environment. We do
not need managers only but Managerial Leaders.
Does leadership style change according to the situation?
Leadership Style: Dynamic and effective leadership is considered by all to be one of the
major requirements of successful management. Leadership, in simplest of terms, is the
ability to persuade others to seek defined goals and objectives enthusiastically.
Leadership style is the pattern of behaviours used by the leader to influence the behaviour
of others
Situational Leadership: Leadership style is generally talked in terms of two extremes
an autocratic (directive) and a democratic (supportive) style. Autocratic leaders used
position power and their authority to get results while democratic leaders used personal
resources (power) and involved others in participative problem solving and decisionmaking.
No One Best Style: Though some claim that there is one best style that maximizes
productivity, satisfaction and growth in all situation, further research in the last several
decades has clearly supported the view that there is no one best leadership style:
Successful leaders are able to adapt there style to fill the requirements of the situation.

While the situational approach to leadership does make much sense, it is not very helpful
to practicing managers, who have to make leadership decisions everyday. If "it all
depends on the situation", they would like to know when to use what style.
A number of situational factors influence which leadership style will be appropriate in
which situation. These factors include time frames, job and task demands, Organizational
climate and the superiors, peers and subordinates skills, values and expectations. If
every time all these factors have to be analysed by the managers, it will result in, what is
called paralysis by analysis, and consequent inaction.
The immediate key factor that a leader takes into account is the subordinates. In
particular, the amount of direction and support a leader should provide depends on the
Development Level that the subordinates show on a specific task, function or objective
that the leader is attempting to accomplish through individual or group.
Development Level: Development Level is defined as the competence and commitment
of the subordinates to perform a particular task.
When thinking about someones development level it becomes necessary to remember
that people are not "fully developed" or "under developed". Development level is only a
task specific concept. People tend to be at different levels of development depending on
the specific task, function or objective they are assigned.
Matching Leadership Style to Development Level: In determining what style to use
with what development level, leaders need to provide their people with what they cannot
do for themselves. For example, s shop floor worker needs to be lead by direction, while
a sales executive needs to be led differently. It all depends on the maturity of the person
being lead.
Increasing Performance Potential Situational leadership as described so far, is helpful
for a practicing manager trying to determine what leadership style to use with the
follower in a particular situation, on a particular task. Leader not only diagnoses the

development level of his followers but also has the responsibility to enable the
subordinate to grow to increase this development level. This is done through training.
Conclusion
Effective managers know their subordinates well enough to flexibly manage everchanging demands upon their organizations. As responsibilities and tasks are assigned to
individuals and groups, Development level must be assessed. The manager should then
vary his/her leadership style in response to the individuals development level. It should
be kept in mind that over time subordinates and subordinate groups develop their own
pattern of behaviour and ways of operating, i.e. norms, customs, traditions etc. While a
manager may use a specific style for the work group as a group, that manager may quite
often have to behave differently with individual subordinates because they are at different
levels of development.
It is this shifting forward and backward in style that makes situational leadership a truly
developmental model for both managers and subordinates.

Critically analyze the differences in the leadership styles of family managed Indian
business organization and MNCs in India
Indian work organizations can be classified into three pats which have some distinctive
features and consequently the different leadership styles. Such classification may be (i)
family-managed

traditional

organisations,

(ii)

professionally

managed

Indian

organisations and foreign-owned organisations, [and (iii) public sector organisations.]

In family-managed traditional organisations, the most prevalent style is autocrativc. Sons
and grandsons of the entrepreneurs are automatically promoted without any consideration
to efficiency or overall suitability. Thus, there is management by inheritance or
management by chromosomes with the result that these organisations are highly
centralised in their organisation, a certain amount of the paternalistic attitude prevails.

The proprietary character of business and large-scale participation of family members in

it have made the attitude of the head of the business, who is also the head of the family,
highly paternalistic. The same paternalistic attitude extends to the employees and have
developed a set of values vis-a-vis his employees. At the initial stage, authoritarian style
is more suitable which these organisations have followed. However, such style has also
been inherited by successors without any change or modification.
On the other hand, there many organisations in the private sector owned by Indians or by
multinationals who have appreciable degree of participation or democratic leadership.
The reason is that multinationals do not bring only their technology but also the work
culture which is more permissive and conducive towards the application of modern
approach of management. As such, degree of participation is greater in such
organisations.
The third categories of organisations are in public sector. Here, bureaucratic style is more
prevalent owing to the work culture inherited by public sector managers. Initially, public
sector organisations are manned by civil servants who brought a lot of bureaucratic
culture with them. The net result is that the entire organisational processes are governed
by bureaucratic model. Its implication is status differentials, class distinctions, and
impersonal relationships with work against participative style.

Explain the importance of values in leadership. How leaders/managers should respond

to human values.
Values shape and give significance to our lives. They are reflected in the priorities that we
choose, the decisions we make and the actions we take. Values describe what the
organization is about and give meaning to stake holders.
Leadership has to be built on a strong foundation of values. Values not only make
success enduring, but also help in building strong, resilient organization that can stand up

to any crisis along the way. Values need leaders to be absolutely transparent in whatever
they do. Every action of the leader must stand public scrutiny. Values transmit trust,
which is a very powerful cementing force for the organization in these changing times.
Successful leaders recognize that shared values increase commitment and productivity.
Through shared values, visions and goals, each individual possesses an accurate view of
the "larger picture" and understands what the organization as a whole is trying to
accomplish. Explicit values provide organizations with an efficient way to build
commitment, guide decision-making, align actions, increase potential capability, and
achieve a state that unites members in effective performance.
Alignment of business vision, goals, strategies, policies and practice has always been key
to the effectiveness and success of organizations. But traditional ways of achieving this
do not provide the flexibility and responsiveness necessary for a customer-focused stance
in a rapidly changing and unpredictable environment. Alignment now has to be achieved
through a shared understanding of what is important to the organization, its employees,
and its customers - that is through shared value priorities.
A basic set of values, which a leader must possess, are integrity, honesty, building and
maintaining good relationships, trustworthiness and being there for ones followers.
Leaders should maintain their own balance, and at the same time try to do good to others,
be selfless and be so strong that they convince others of their strength, not through
thoughtless or violent actions, but through their firmness dignity and inner strength. The
leaders should cultivate real non-violence, which is the greatest strength and power of
endurance that a man can attain. It means the greatest courage coupled with the greatest
love. It also means total absence of hatred. Hatred is as bad as attachment. Anger is as bad
as lust. Leaders should not try to elbow out others or sacrifice others for the sake of their
self-interest, or in the interest of those who are dear to them. Leaders should have
compassion and love for others. When a leader sees the self in all people and all people in
the self, then he hates no one. This is the recurring theme in the Upanishads. When one

realizes the self, one hates none. Anger, hatred, untruthfulness, greed unchastity or
helpless dependence on others - these shift the center of gravity away from the essential
integrity and create conflict and discord.
When it gets tough, like when there has to be cuts in salaries, etc., the leader should do
just that - lead. They need to not only be the one who is rewarded the greatest when all is
well, but they need to be the first to sacrifice. The extraordinary leader says, "I know
many of you are concerned with the salary cuts. I am too. In the long run we will be
healthy again but for the mean time, this is necessary. Understanding this, I want you to
know that I am taking a 20 percent pay reduction myself. I want you to know that we are
in this together." The extraordinary leader is the first to sacrifice and will be rewarded
with the loyalty of his or her followers.
Panic is one of the basest of human emotions and no one is immune to it. The
extraordinary leader, however, takes time out regularly to think the issues through so they
can remain calm. They remind themselves that all is not lost and there will be another
day. They remind themselves that being calm will enable them to make the best decisions
- for themselves and for their followers. Panic only leads to disaster, while calm leads to
victory.
Leaders forgive the mistakes of others. Indeed, a touchstone of a healthy and moving
organisation is forgiveness. This sense of tolerance and acknowledgement of our shared
humanity is a spiritual quality, which good leaders possess.
Developing the values of patience and perseverance become essential for any leader.
These values gain him respect even among competitors.
Research has shown that the ethical standards of an organization impact upon the
efficiency of that organization. They affect staff job satisfaction, staff commitment to the
organization, as well as turnover in and levels of stress experienced by staff. In short, the
research findings support the argument that good ethics are good business.

Unethical practices result in loss of public confidence and tarnished reputations. Stress is
an expensive and on-going problem. Research suggests that a poor ethical culture in an
organization can contribute to work place stress.
Leaders inculcate values in their followers by:
a. Direct communication with staff through regular talks and discussions;
b. Supporting those discussions by their attendance and by reference to concrete
examples of practices or circumstances that may be, or may be seen to be,
unethical;
c. Discussing specific ethical issues that staff can relate to, rather than having a
philosophical discussion about abstract values. The discussion of ethical issues
should become a normal part of the managers job;
d. Communicating their own beliefs in the core ethical values of the organization
through their own actions;
e. Putting in place systems that reward ethical behaviour and punish unethical
behaviour. These must be applied so that they are seen to be actively rewarding
desirable behaviour and not just punishing unethical behaviour;
f. Establishing guiding principles for appropriate behaviour. These should include,
but not be limited to, a code of conduct that can help guide decisions in a diverse
range of situations.

Explain the role of leadership character in management.

Leadership has been defined as the capacity to translate vision into reality. The
importance of a leader cannot be overemphasised. Leadership is the process of
committing a group of people to specific goals. Without leadership, an organisation
would be like a ship without an anchor. A leader not only commits his followers to
organisational goals, he also pools needed resources, guides and motivates subordinates
to reach the goals.

When talking about leadership in the organisational context, one question that pops up in
the mind is that are managers in the organisation the same as leaders? The line dividing
the two terms is blurred. Managers and leaders are essentially different kinds of people.
They differ in motivation, personal history and in how they think and act. Managers carry
out the management functions assigned to them but leaders have much higher goals than
simply managing the affairs of the company. They have a great vision and want to take
their organisation to unbelievable heights with the able support of employees. It has been
pointed out that management is doing things right, leadership is doing the right
things. Managements efficiency lies in climbing the ladder of success, leadership
determines whether the ladder is leaning against the right wall.
To be really effective in the organisation and take it to greater heights, mangers should
imbibe leadership qualities. They should adopt the following traits of effective leadership:
They should observe and absorb
They should learn how to listen to their subordinates
They should welcome new ideas
Time should be highly valued
They should set regular goals
Achievements should always be anticipated
Their approach should be organised.
They should be great motivators
Leader empowers people and gets the work done. Empowerment can lead to greater
commitment, which goes much ahead of self-gain. This selfless approach leads to better
productivity from people. Nehru, Lal Bahadur Shastri are good examples who
empowered people. Computer revolution by Rajiv Gandhi is typical example of
empowerment.

Examples of managers who are effective leaders are Verghese Kurien of AMUL, NR
Narayanmurthy of Infosys KV Kamath of ICICI, Deepak Parekh of HDFC, Ashank Desai of

Mastek etc. these leaders have taken their organisations to great success and proved that the sky
is indeed the limit if you have the vision and commitment to succeed