CENTRE FOR MANAGEMENT STUDIES

JAMIA MILLIA ISLAMIA

Presented by:
ORGANIZATION BEHAVIOUR ASSIGNMENT ON: • MUZAMIL AMIN
KANTROO
DEVELOPING LEADERSHIP FOR TOMORROW
• SALMAN AHMED
• AAQIB CHAUDHARY
• MOHD MAAZ KHAN
SUBMITTED TO: Dr. Yasmeen Rizvi • MUZAMMIL MALIK
• S. ALI MOHSIN ZAIDI
• AKRAM SAYEED
SAKHT LAUNDE • TANVEER ALAM
What is Leadership and why is it important?
Leadership is setting a new direction or vision for a group that they
follow, i.e. a leader is the spearhead for that new direction.

Good leadership is essential to business, to government and to the

numerous groups and organizations that shape the way we live, work
and play. Leadership is an important factor for making an organization
successful. Here we are concerned with the manager as a leader.
Leadership transforms potential into reality.

Leaders are a key human resource in any organization. We generally

think of companies competing by means of their products, but they
probably compete more by means of their leaders than their products.
Better leaders develop better employees and the two together develop
better products.

The importance of leadership in management cannot be over-

emphasized. To get things done by people, management must supply
leadership in the organization. Team-work is essential for realizing
organizational goals. Managers must influence the team for work
accomplishment through leadership. And, leadership aids authority.
Developing Leadership for
Tomorrow
Focus on Development
Identify Linchpin Positions
Make it Transparent
Measure Progress Regularly
Keep it flexible
FOCUS ON DEVELOPMENT
 Leadership development as was practiced earlier used to focus on
one-off educational events but there has been a major
transformation in the traditional practices. The research has
suggested that the participants often return to the office from such
events with full of energy and felt motivated only to be stifled by the
reality of corporate life.
 Succession planning must be integrated with developmental
activities like classroom training with real life exposure to a variety of
jobs and bosses using techniques like job rotation and special
assignments to get the idea of working in different environment and
under different circumstances and under a different pressure i.e.
ACTION AND LEARNING.
 For example, Eli Lilly, brings together potential leaders that are
selected by line managers and the human resources department
and the selected candidates are tested and guided by experts and
leaders and out of the selected one stands out.
IDENTIFY LINCHPIN POSITIONS
 Linchpin positions – jobs that are essential to the long-term health of the organization.
 Identifying middle to senior management positions such as Regional manager and even
lower level management positions such as Plant manager, that are essential to your
organization’s long term health.
 Determining and identifying linchpin positions and the candidates with high potential for
the position.
 Thereby, developing their leadership skills by assigning them with linchpin assignments
coupled with team support, training and even assigning them mentors to guide them
through their way
 For example, At Sunoco Products, plant manager is a linchpin position. The VP and the
HR scrutinized all plant managers’ performance and promotion potential at all-day
offsite meetings and designed a challenging assignment for the selected candidates
and offered one manager who outstood the others.
MAKE IT TRANSPARENT
 The idea is that if you don’t know where you stand, one will continue to strive to climb
the ladder.
 The thinking of keeping secrecy worked well in the older and paternalistic age as it
allowed the top level executives for last-minute changes of heart without any agitation
and angry reactions from the employees but it is more far more effective if they know
whether they are headed to the right direction as they will contribute more if they know
so. The employees will take steps to do head straight with right information and under
right guidance.
 For example, at Lilly, each employee is expected to update his or her personal
information and development plans including a resume outlining career history,
educational background, skills and strengths and possible career scenarios.
MEASURE PROGRESS REGULARLY
 Whether the right people are moving at the right pace into the right jobs at the right
time.
 The ultimate goal is to ensure a solid slate of candidates for the top jobs who are
flexible enough to handle every situation with or without pressure in the best possible
way.
 For example, at Lilly’s, the managers there track and keep in check several
succession management metrics, including the overall quantity of talent in the
managerial pipelines and the number of succession plans where there are two or
more READY NOW candidates.

Keep it Flexible
 Traditional succession planning is very RIGID – people don’t move on and off the list
more fluidly.
 Refining and adjusting the systems on the basis of feedback from line executives and
other participants and monitoring developments in technology and responding where
there is scope.