PUNJAB TECHNICAL UNIVERSITY

PROJECT REPORT ON
LEADERSHIP SUBMITTED BY
Hitesh Pahwa BBA 4TH UNDER GUIDANCE OF MISS Bharti Sethi (PROJECT INCHARGE) SUBMITTED TO Punjab Technical University In the partial fulfillment of requirement For the degree of

BACHELOR OF BUSINESS ADMINISTRATION

Acknowledgement

Often word is too inadequate to serve to serve as a made of expression of ones inner, felling, especially. The sense of indebt ness and gratitude to all those who help in accomplishing the goal one have set before one. I shall be failing in my duty if I dont acknowledgement my sincerest gratitude to all those who assisted and guided me in completing this project report. I acknowledgement my indebt ness to my erudite learned and revert guide. Miss: BHARTI SETHI for valuable guidance, suggestions constructive criticism and thought provoking discussions for me without her encouragement and unfailing help. I also want to thanks my entire respondents who took time for showing a great interest in the subject and extending invaluable help.

Hitesh Pahwa

Index
S.no. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10 11. 12. 13. 14. 15. 16. 17. 18 19. 20. 21. 22.

Question
Introduction of leadership Leadership theories and approaches Leadership styles and theories Blake Mounton managerial grid Leadership qualities
10 common leadership and management mistakes

Page No.

Situational factors
Types of leadership

Strategic Leadership Ethical Leadership

CONCLUSION BIBLOGRAPHY 10 Common Leadership And Management Mistakes MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP TYPES OF LEADERSHIP Strategic Leadership Ethical Leadership CONCLUSION BIBLOGRAPHY

1 4 6 22 27 29 33 35 35 41 46 47 25 29 30 33 36 38 41 42 43 44

EXECUTIVE SUMMARY
Leadership is a part of all us at home, in business, and our community. What was extremely beneficial to me was that reading through the various theories, and case studies, I was able to identify with many of these examples and situations. It had enriched me with an insight about myself.

It is that very awareness of both my personal and other people's behaviors that makes leadership possible. I am the first to admit that learning about leadership management doesnot automatically make one a good leader, but they give a tremendous insight and the possibility to become a better one. My own view is that Leadership is a process to change or create something from what otherwise would be chaos. It must be highly flexible and demands awareness, skills, and sensitivity. It is highly dependent on situations. Leadership is being human. They are all equally eye opening for everyone in the organization.

LEADERSHIP MANAGEMENT

What is leadership?
"Leaders are people who do the right thing; managers are people who do things right." Professor Warren G. Bennis "Leadership is the art of getting someone else to do something you want done because he wants to do it." Dwight D. Eisenhower The word "leadership" can bring to mind a variety of images. For example:

An army officer, charging forward to meet the enemy. An explorer, cutting a path through the jungle for the rest of his party to follow.

An executive, developing her company's strategy to remain ahead of the competition.

Leaders help themselves and others to do the right things. They set direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to "win" as a team or an organization. Leadership is dynamic, vibrant, and inspiring. Yet, while leaders set the direction, they must also use management skills to guide their team to the right destination in a smooth and efficient way. In this article, we'll focus on the process of leadership. In particular, we'll discuss the "transformational leadership" model, first proposed by James Macgregor Burns. This model highlights visionary thinking and bringing about change, instead of management processes that are only designed to maintain current performance. Its the ability to influence a group toward the achievement of goalsLeadership Management is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues and taking effective action to realize your own leadership potential, Leadership Management is about building teams and communicating so that everyone works together. The importance of leadership is a key ingredient to successful businesses and championship teams. Teams that have this synergy tend to be the ones on top. A leader is someone you trust and is knowledgeable, but not all knowing; speaks with purpose, but listens well; sets the example and lives the corporate values everyone is expected to follow.

Why Is Leadership Management Important?

Leadership is about building teams and communicating so that everyone works together. The importance of leadership is a key ingredient to successful businesses and championship teams. Teams that have this synergy tend to be the ones on top. Effective leadership helps our nation through times of peril It makes a business organization successful. It enables a not-for-profit organization to fulfill its mission. Without leadership, organizations move too slowly, stagnate and lose their way
Leadership is the ability to achieve great personal and organizational results through others using positive interpersonal relationships.

LEADERSHIP THEORIES APPROACHES

Theoretical based: Theories always provided basis for the understanding of different concepts. Lets discuss first the basic approaches/theories which will help us to understand the other approaches and theories directly related to leaderships.

Theory X and Theory Y

Understanding team member motivation: What motivates employees to go to work each morning? Many people get great satisfaction from their work and take great pride in it; others may view it as a burden, and simply work to survive. This question of motivation has been studied by management theorists and social psychologists for decades, in attempts to identify successful approaches to management.

Understanding the Theories: Your management style is strongly influenced by your beliefs and assumptions about what motivates members of your team: If you believe that team members dislike work, you will tend towards an authoritarian style of management; On the other hand, if you assume that employees take pride in doing a good job, you will tend to adopt a more participative style.

Theory X Theory X assumes that employees are naturally unmotivated and dislike working, and this encourages an authoritarian style of management. According to this view,

management must actively intervene to get things done. This style of management assumes that workers:

Dislike working. Avoid responsibility and need to be directed. Have to be controlled, forced, and threatened to deliver what's needed. Need to be supervised at every step, with controls put in place. Need to be enticed to produce results; otherwise they have no ambition or incentive to work.

X-Type organizations tend to be top heavy, with managers and supervisors required at every step to control workers. There is little delegation of authority and control remains firmly centralized. McGregor recognized that X-Type workers are in fact usually the minority, and yet in mass organizations, such as large scale production environment, X Theory management may be required and can be unavoidable.

Theory Y
Theory Y expounds a participative style of management that is de-centralized. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility. It assumes that workers:

Take responsibility and are motivated to fulfill the goals they are given. Seek and accept responsibility and do not need much direction. Consider work as a natural part of life and solve work problems imaginatively.

This more participative management style tends to be more widely applicable. In Y-Type organizations, people at lower levels of the organization are involved in decision making and have more responsibility.

Leadership Styles and Theories

Using the Right One for the Situation From Mahatma Gandhi to Winston Churchill to Martin Luther King, there are as many leadership styles as there are leaders. Fortunately, businesspeople and psychologists have developed useful and simple ways to describe the main styles of leadership, and these can help aspiring leaders understand which styles they should use. So, whether you manage a team at work, captain a sports team, or lead a major corporation, which approach is best? With this in mind, there are many different frameworks that have shaped our current understanding of leadership, and many of these have their place, just as long as they're used appropriately.

Leadership Theories
Researchers have developed a number of leadership theories over the years. These fall into four main groups: 1. Behavioral theories What does a good leader do? Behavioral theories focus on how leaders behave. Do they dictate what needs to be done and expect cooperation? Or do they involve the team in decisions to encourage acceptance and support?

In the 1930s, Kurt Lewin developed a leadership framework based on a leader's decision-making behavior. Lewin argued that there are three types of leaders: 1. Autocratic leaders Make decisions without consulting their teams. This is considered appropriate when decisions genuinely need to be taken quickly,

when there's no need for input, and when team agreement isn't necessary for a successful outcome. 2. Democratic leaders allow the team to provide input before making a decision, although the degree of input can vary from leader to leader. This type of style is important when team agreement matters, but it can be quite difficult to manage when there are lots of different perspectives and ideas. 3. Laissez-faire leaders dont interfere; they allow people within the team to make many of the decisions. This works well when the team is highly capable and motivated, and when it doesn't need close monitoring or supervision. However, this style can arise because the leader is lazy or distracted, and, here, this approach can fail. Similar to Lewin's model, the Blake-Mouton Managerial Grid helps you decide how best to lead, depending on your concern for people versus your concern for production. The model describes five different leadership styles: impoverished, country club, team leader, produces or perishes, or middle of the road. The descriptions of these will help you understand your own leadership habits and adapt them to meet your team's needs. Clearly, then, how leaders behave impacts on their effectiveness. Researchers have realized, though, that many of these leadership behaviors are appropriate at different times. So, the best leaders are those who can use many different behavioral styles and use the right style for each situation. 2. Contingency theories How does the situation influence good leadership? The realization that there isn't one correct type of leader led to theories that the best leadership style is contingent on, or depends on, the situation. These theories try to predict which leadership style is best in which circumstance. When a decision is

needed fast, which style is preferred?When the leader needs the full support of the team, is there a better way to lead? Should a leader be more people oriented or task oriented? These are all examples of questions that contingency leadership theories try to address. A popular contingency-based framework is the Hersey-Blanchard Situational Leadership Theory, which links leadership style with the maturity of individual members of the leader's team.Its also contains the followingtheories: The Fiedler Model: This is the first comprehensive contingency model for leadership. Effective group performance depends on the proper match between the leaders style of interaction and the degree to which the situation gives control and influence to the leader. Fiedler developed an instrument, the Least-Preferred Coworker (LPC) questionnaire that measures the leaders behavioral orientation either task oriented or relationship oriented. He isolated three situational criteria: leader-member relations, task structure, and position powerthat can be manipulated to create the proper match with the behavioral orientation of the leader.

This contingency leadership model is an outgrowth of trait theory. Fiedler, however, attempted to isolate situations, relating his personality measure to his situational classification, and then predicting leadership effectiveness. Fiedler believed that an individuals basic leadership style is a key factor. The LPC questionnaire contains 16 contrasting adjectives, asks the respondent to think of all the co-workers he or she has ever had, and rates that person on a scale of 1 to 8 for each set of contrasting adjectives. What you say about others tells more about you. If the least-preferred co-worker was described in positive terms (a high LPC score), then the respondent was primarily interested in good personal relations with

co-workers. If the least-preferred co-worker is seen in relatively unfavorable terms, the respondent is primarily interested in productivity and thus would be labeled task oriented.Fiedler argued that leadership style is innate to a personyou cant change your style. It is necessary to match the leader with the situation based on three criteria. Leader-member relations-thedegree of confidence, trust, and respect subordinates have in their leader. Task-structure-Thedegree to which the job assignments of subordinates are structured or unstructured. Position power-The degree of influence a leader has over power variables such as hiring firing,discipline, promotions, and salary increases.

The next step is to evaluate the situation in terms of these three contingency variables. The better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control or influence the leader has. Fiedler concluded that task-oriented leaders perform best in situations that are very favorable or very unfavorable to them.

A moderately favorable situation, however, is best handled through relationshiporiented leadership.

Situational Leadership Theory:

Paul Hersey and Kenneth Blanchard developed the leadership model. Which is Called situational leadership; it shows how a leader should adjust leadership style to reflect what followers need.Successful leadership is contingent on the followers level of readiness.

Why focus on the followers? And what do they mean by the term readiness? This emphasis reflects the reality that it is the followers who accept or reject the leader. Regardless of what the leader does, effectiveness depends on the actions of his or her followers. The term readiness refers to the extent that people have the ability and the willingness to accomplish a specific task. Hersey and Blanchard identify four specific behaviors.

-Follower: unable and unwilling Leader: needs to give clear and specific directions (Selling). -Follower: unable but willing Leader: needs to display high task orientation and high relationship orientation . (Telling) -Follower: able but unwilling Leader: needs to use a supportive and participative style. (Participating) -Follower: both able and willing Leader: a lenient approach will work.(Delegating)

The most effective behavior depends on a followers ability and motivations. If a follower is unable and unwilling, the leader needs to display high task orientation. At the other end of the readiness spectrum, if followers are able and willing, the leader doesnt need to do much. Situational leadership has an intuitive appeal it acknowledges the i mportance of followers and builds on the idea that leaders can compensate for the lack of ability and motivation of their followers. Research efforts to test and support the theory have generally been mixed.

Path-Goal Theory:
1. One of the most respected approaches to leadership is path-goal theory. 2. Developed by Robert House, a contingency model of leadership that extracts key elements from the Ohio State leadership research and the expectancy theory of motivation. 3. The essence of the theory: the leaders job is to assist followers in attaining their goals and to ensure that their goals are compatible with the overall objectives of the group ororganization. 4. A leaders behavior is acceptable to employees to the degree that they view it as animmediate source of satisfaction or as a means of future satisfaction. 5. A leaders behavior is motivational to the degree that it a)makes employee need-satisfaction contingent on effective performance. b) Provides the coaching, guidance, support, and reward necessary for effectiveperformance. 6. House identified four leadership behaviors; a)The directive leader tells employees what is expected of them, schedules work,

and gives specific guidance as to how to accomplish tasks. It parallels initiating structure. b)The supportive leader is friendly and shows concern for the needs of employees. It is essentially synonymous with the dimension of consideration. c)The participative leader consults with employees and uses their suggestions before making a decision. d)The achievement-oriented leader sets challenging goals and expects employees to perform at their highest levels. 7. In contrast to Fiedler, House assumes that leaders are flexible. a) Path-goal theory implies that the same leader can display any or all leadership styles, depending on the situation. 8. Path-goal theory proposes two classes of contingency variables:; a)Those in the environment that are outside the control of the employee (task structure, the formal authority system, and the work group). 1) Environmental factors determine leader behavior required if employee outcomes are to be maximized. b)Those that are part of the personal characteristics of the employee (locus of control, experience, and perceived ability). Personal characteristics determine how the environment and leader behavior are interpreted. c) The theory proposes that leader behavior will be ineffective when it is redundant to sources of environmental structure or incongruent with subordinate characteristics.

9. Research to validate path-goal predictions is encouraging, although not all is found positive.

The majority of the evidence supports the logic underlying the theory. Path-Goal Leadership Model
Employee Contingencies Environmental Contingencies

Leader Behaviors
Directive

Supportive Participative Achievementoriented

Leader Effectiveness
Motivated employees

Satisfied employees Leader acceptance 3. Trait theories What type of person makes a good leader? Trait theories argue that leaders share a number of common personality traits and characteristics, and that leadership emerges from these traits. Early trait theories promoted the idea that leadership is an innate, instinctive quality that you either have or don't have. Thankfully, we've moved on from this approach, and we're learning more about what we can do as individuals to develop leadership qualities within ourselves and others.

What's more, traits are external behaviors that emerge from things going on within the leader's mind and it's these internal beliefs and processes that are important for effective leadership.

Trait theory does, however, help us identify some qualities that are helpful when leading others and, together, these emerge as a generalized leadership style. Examples include empathy, assertiveness, good decision-making, and likability 4. Power and influence theories What is the source of the leader's power? Power and influence theories of leadership take an entirely different approach. They're based on the different ways in which leaders use power and influence to get things done, and the leadership styles that emerge as a result. Perhaps the most well-known of these theories is French and Raven's Five Forms of Power. This model distinguishes between using your position to exert power, and using your personal attributes to be powerful.

An Up-to-Date Understanding of Leadership

Within all of these theories, frameworks, and approaches to leadership, there's an underlying message that leaders need to have a variety of factors working in their favor. Effective leadership is not simply based on a set of attributes, behaviors, or influences. You must have a wide range of abilities and approaches that you can draw upon. Having said this, however, there's one leadership style that is appropriate in very many corporate situations that of Transformational Leadership. A leader using this style:

Has integrity. Sets clear goals.

Clearly communicates a vision. Sets a good example. Expects the best from the team. Encourages. Supports. Recognizes good work and people. Provides stimulating work. Helps people see beyond their self-interests and focus more on team interests and needs.

Inspires.

In short, transformational leaders are exceptionally motivating, and they're trusted. When your team trusts you, and is really "fired up" by the way you lead, you can achieve great things! Having said that Transformational Leadership suits very many circumstances in business, we need to remember that there may be situations where it's not the best style. This is why it's worth knowing about the other styles shown below so that you have a greater chance of finding the right combination for the situation you find yourself in.

Popular Leadership Styles

The leadership theories and styles discussed so far fit within formal theoretical frameworks. However, many more terms are used to describe leadership styles, even if these don't fit within a particular system 1. Autocratic leadership:

The classical approach .Manager retains as much power and decision making authority as possible. Does not consult staff, nor allowed to give any input, Staff expected to obey orders without receiving any explanations. Structured set of rewards and punishments, greatly criticized during the past 30 years .Gen X staff highly resistant Autocratic leaders: Rely on threats and punishment to influencestaff. Do not trust staff. Do not allow for employee input.

Sometimes the most effective style to use When: New, untrained staff do not know which tasks toperform or which procedures to follow. Effective supervision provided only throughdetailed orders and instructions. Staffs do not respond to any other leadership style. Limited time in which to make a decision. A managers power challenged by staff. Work needs to be coordinated with anotherdepartment or organization. When it should not be used: Staff become tense, fearful, or resentful Staff expect their opinions heard Staff depend on their manager to make all their decisions

Low staff morale, high turnover and absenteeism and work stoppage

2. Bureaucratic

leadership:

It manages by the bookeverything done according to procedure or policy. If not covered by the book referred to the next level above.A police officer not a leader enforces the rules.

When it is most effective: Staff performing routine tasks over and over Staff needs to understand certain standards or procedures. Safety or security training conducted Staff performing tasks that require handling cash

When it is ineffective: Work habits form that is hard to break, especially if they are no longer useful. Staffs lose their interest in their jobs and in their co-workers. Staff do only what is expected of them and no more. 3. Charismatic leadership A charismatic leadership style can seem similar to transformational leadership, because these leaders inspire lots of enthusiasm in their teams and are very energetic in driving others forward. However, charismatic leaders can tend to believe more in themselves than in their teams, and this creates a risk that a project, or even an entire organization, might collapse if the leader leaves. In the eyes of the followers, success is directly connected to the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and it needs a long-term commitment from the leader.
4. Democratic

leadership or participative leadership

Although democratic leaders make the final decisions, they invite other members of the team to contribute to the decision-making process. Also known as participative styleit encourages staff to be a part of the decision making. Keeps staff informed about everything that affects their work and shares decision making and problem solving responsibilities

A coach who has the final decision, but gathers information from staff before making a decision. Produce high quality and high quantity work for long periods of time. Staff likes the trust they receive and respond with cooperation, team spirit, and high morale

It also develops plans to help staff evaluate their own performance. It allows staff to establish goals. Encourages staff to grow on the job and be promoted. Recognizes and encourages achievement

When most effective: It wants to keep staff informed about matters that affect them. Wants staff to share in decision-making and problem-solving duties. Wants to provide opportunities for staff to develop a high sense of personal growth and job satisfaction. A large or complex problem that requires lots of input to solve. Changes must be made or problems solved that affect staff.
Want to encourage team building and participation.

Democratic leadership should not be used when

 Not enough time to get everyones input. Easier and more cost-effective for the manager to make the decision. Cant afford mistakes. Manager feels threatened by this type of leadership.
Staff safety is a critical concern.

5.Laissez-faire leadership This French phrase means "leave it be," and it's used to describe leaders who leave their team members to work on their own. Also known as the hands-off style .The manager provides little or no direction and gives staff as much freedom as possible. All authority or power given to the staff and they determine goals, make decisions, and resolve problems on their own An effective style to use Staff highly skilled, experienced, and educated staff has pride in their work and the drive to do it successfully on their own Outside experts, such as staff specialists or consultants usedStaffs trustworthy and experience. Should not be used: Staff feels insecure at the unavailability of a manager. The manager cannot provide regular feedback to staff on how well they are doing. Managers are unable to thank staff for their good work. The manager doesnt understand his or her responsibilities and hoping the staff covers for him or her. 6. People-oriented leadership or relations-oriented leadership This is the opposite of task-oriented leadership. With people-oriented leadership, leaders are totally focused on organizing, supporting, and developing the people in

their teams. It's a participative style, and it tends to encourage good teamwork and creative collaboration. In practice, most leaders use both task-oriented and peopleoriented styles of leadership. 7. Servant leadership This term, created by Robert Greenleaf in the 1970s, describes a leader who is often not formally recognized as such. When someone, at any level within an organization, leads simply by meeting the needs of the team, he or she is described as a "servant leader." In many ways, servant leadership is a form of democratic leadership, because the whole team tends to be involved in decision making. Supporters of the servant leadership model suggest that it's an important way to move ahead in a world where values are increasingly important, and where servant leaders achieve power on the basis of their values and ideals. Others believe that in competitive leadership situations, people who practice servant leadership can find themselves left behind by leaders using other leadership styles. 8. Task-Oriented leadership Highly task-oriented leaders focus only on getting the job done, and they can be quite autocratic. They actively define the work and the roles required, put structures in place, plan, organize, and monitor. However, because task-oriented leaders don't tend to think much about the well-being of their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties in motivating and retaining staff. 9. Transactional leadership

This style of leadership starts with the idea that team members agree to obey their leader totally when they accept a job. The "transaction" is usually the organization paying the team members in return for their effort and compliance. The leader has a right to "punish" team members if their work doesn't meet the pre-determined standard.

Team members can do little to improve their job satisfaction under transactional leadership. The leader could give team members some control of their income/reward by using incentives that encourage even higher standards or greater productivity. Alternatively, a transactional leader could practice "management by exception" rather than rewarding better work, the leader could take corrective action if the required standards are not met.

Transactional leadership is really a type of management, not a true leadership style, because the focus is on short-term tasks. It has serious limitations for knowledgebased or creative work; however it can be effective in other situations.

10. Transformational leadership As we discussed earlier, people with this leadership style are true leaders who inspire their teams constantly with a shared vision of the future. While this leader's enthusiasm is often passed onto the team, he or she can need to be supported by "detail people." That's why, in many organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that routine work is done reliably, while the transformational leaders look after initiatives that add new value.

Blake Mouton Managerial Grid

Balancing Task- and People-Oriented Leadership When a boss puts you in charge of organizing the company Christmas party, what do you do first? Do you develop a time line and start assigning tasks or do you think about who would prefer to do what and try to schedule around their needs? When the planning starts to fall behind schedule, what is your first reaction? Do you chase everyone to get back on track, or do you ease off a bit recognizing that everyone is busy just doing his/her job, let alone the extra tasks youve assigned? The answers to these types of questions can reveal a great deal about personal leadership style. Some leaders are very task-oriented; they simply want to get things done. Others are very people-oriented; they want people to be happy. And others are a combination of the two. If you prefer to lead by setting and enforcing tight schedules, you tend to be more production-oriented (or task-oriented). If you make people your priority and try to accommodate employee needs, then youre more people-oriented.

Neither preference is right or wrong, just as no one type of leadership style is best for all situations. However, it's useful to understand what your natural leadership tendencies are, so that you can then begin working on developing skills that you may be missing. A popular framework for thinking about a leaders task versus person orientation was developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid, or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles. Understanding the Model

The Managerial Grid is based on two behavioral dimensions:

Concern for People This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Concern for Production This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

Using the axis to plot leadership concerns for production versus concerns for people, Blake and Mouton defined the following five leadership styles:

Country Club Leadership High People/Low Production This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What tends to result is a

work environment that is very relaxed and fun but where production suffers due to lack of direction and control. Produce or Perish Leadership High Production/Low People Also known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees. Impoverished Leadership Low Production/Low People This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony. Middle-of-the-Road Leadership Medium Production/Medium People This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lays the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect. Team Leadership High Production/High People According to the Blake Mouton model, this is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.

Applying the Blake Mouton Managerial Grid: Being aware of the various approaches is the first step in understanding and improving how well you perform as a manager. It is important to understand how you currently operate, so that you can then identify ways of becoming competent in both realms.

Step One: Identify your leadership style

Think of some recent situations where you were the leader. For each of these situations, place yourself in the grid according to where you believe you fit.

Step Two: Identify areas of improvement and develop your leadership skills

Look at your current leadership method and critically analyze its effectiveness.

Look at ways you can improve. Are you settling for middle of the road because it is easier than reaching for more?

Identify ways to get the skills you need to reach the Team Leadership position. These may include involving others in problem solving or improving how you communicate with them, if you feel you are too taskoriented. Or it may mean becoming clearer about scheduling or monitoring project progress if you tend to focus too much on people.

Continually monitor your performance and watch for situations when you slip back into bad old habits.

Step Three: Put the Grid in Context It is important to recognize that the Team Leadership style isnt always the most effective approach in every situation. While the benefits of democratic and participative management are universally accepted, there are times that call for more attention in one area than another. If your company is in the midst of a merger or some other significant change, it is often acceptable to place a higher emphasis on people than on production. Likewise, when faced with an economic hardship or physical risk, people concerns may be placed on the back burner, for the short-term at least, to achieve high productivity and efficiency. Theories of leadership have moved on a certain amount since the Blake Mouton Grid was originally proposed. And in many situations, the "Team Leader" as an ideal has moved to the ideal of the "Transformational Leader": Someone who, according to leadership researcher Bernard Bass:

Is a model of integrity and fairness? Sets clear goals. Have high expectations. Encourages. Provides support and recognition. Stirs people's emotions. Gets people to look beyond their self-interest. Inspires people to reach for the improbable.

LEADERSHIP QUALITIES:
1. Humility: It is often found in the most effective leaders, including Pope John

Paul II and Abraham Lincoln.

2. Integrity: Leaders in different industries and cultures can and do spar over the rules, but integrity is the bedrock characteristic of straight dealing. If you lose your integrity, you lose everything.

3. Decisiveness:A leader's ability to step up and make decisions, even if it's deciding only when consensus has been reached and it's time to act. 4. Take risk:Leaders have the courage to act in situations where results arent assured. Theyre willing to risk failure.

5. Emotional resonance:This is the ability to grasp what motivates others and use it to inspire them into action.

6. Build Teams:Leaders create productive teams that draw the best from people. They effectively coach teams in collaboration, consensus building, and conflict resolution.

7. Conviction:All leaders everywhere believe in what they're doing.

8. Dedication: Dedication means spending whatever time and energy on a task is required to get the job done, rather than giving it whatever time you have available.

9. Magnanimity: A magnanimous person gives credit where it is due. It also means being gracious in defeat and allowing others who are defeated to retain their dignity.

10. Openness: Openness means being able to listen to ideas that are outside one's current mental models, being able to suspend judgment until after one has heard someone else's ideas.

10 Common Leadership and Management Mistakes

Experience is the name every one gives to their mistakes -Oscar Wilde It's often said that mistakes provide great learning opportunities. However, it's much better not to make mistakes in the first place! If you can learn about these here, rather than through experience, you'll save yourself a lot of trouble!

1. Lack of Feedback Sarah is a talented sales representative, but she has a habit of answering the phone in an unprofessional manner. Her boss is aware of this, but he's waiting for her performance review to tell her where she's going wrong. Unfortunately, until she's been alerted to the problem, she'll continue putting off potential customers. According to 1,400 executives polled by The Ken Blanchard Companies, failing to provide feedback is the most common mistake that leaders make. When you don't provide prompt feedback to your people, you're depriving them of the opportunity to improve their performance. To avoid this mistake, learn how to provide regular feedback to your team.

2. Not Making Time for Your Team When you're a manager or leader, it's easy to get so wrapped up in your own workload that you don't make yourself available to your team. Yes, you have projects that you need to deliver. But your people must come first without you being available when they need you, your people won't know what to do, and they won't have the support and guidance that they need to meet their objectives. Avoid this mistake by blocking out time in your schedule specifically for your people, and by learning how to listen actively to your team. Develop your emotional intelligence so that you can be more aware of your team and their needs, and have a regular time

when "your door is always open", so that your people know when they can get your help. Once you're in a leadership or management role, your team should always come first - this is, at heart, what good leadership is all about!

3. Being Too "Hands-Off" One of your team has just completed an important project. The problem is that he misunderstood the project's specification, and you didn't stay in touch with him as he was working on it. Now, he's completed the project in the wrong way, and you're faced with explaining this to an angry client. Many leaders want to avoid micromanagement. But going to the opposite extreme (with a hand-offs management style) isn't a good idea either you need to get the balance right.

4. Being Too Friendly Most of us want to be seen as friendly and approachable to people in our team. After all, people are happier working for a manager that they get on with. However, you'll sometimes have to make tough decisions regarding people in your team, and some people will be tempted to take advantage of your relationship if you're too friendly with them. This doesn't mean that you can't socialize with your people. But, you do need to get the balance right between being a friend and being the boss.

5. Failing to Define Goals When your people don't have clear goals, they muddle through their day. They can't be productive if they have no idea what they're working for, or what their work means. They also can't prioritize their workload effectively, meaning that projects and tasks get completed in the wrong order. Avoid this mistake by learning how to set SMART goals for your team. Use a Team Charter to specify where your team is going, and detail the resources it can draw upon. Also, use principles from Management by Objectives to align your team's goals of the mission

of the organization.

6. Misunderstanding Motivation Do you know what truly motivates your team? Here's a hint: chances are, it's not just money! Many leaders make the mistake of assuming that their team is only working for monetary reward. However, it's unlikely that this will be the only thing that motivates them. For example, people seeking a greater work/life balance might be motivated by telecommuting days or flexible working. Others will be motivated by factors such as achievement, extra responsibility, praise, or a sense of camaraderie.
7. Hurrying Recruitment

When your team has a large workload, it's important to have a full team. But filling a vacant role too quickly can be a disastrous mistake. Hurrying recruitment can lead to recruiting the wrong people for your team: people who are uncooperative, ineffective or unproductive. They might also require additional training, and slow down others on your team. With the wrong person, you'll have wasted valuable time and resources if things don't work out and they leave. What's worse, other team members will be stressed and frustrated by having to "carry" the underperformer?You can avoid this mistake by learning how to recruit effectively, and by being particularly picky about the people you bring into your team.

8. Not "Walking the Walk" If you make personal telephone calls during work time, or speak negatively about your CEO, can you expect people on your team not to do this too? Probably not! As a leader, you need to be a role model for your team. This means that if they need to stay late, you should also stay late to help them. Or, if your organization has a rule that no one eats at their desk, then set the example and head to the break room every day for lunch. The same goes for

your attitude if you're negative some of the time, you can't expect your people not to be negative. So remember, your team is watching you all the time. If you want to shape their behavior, start with your own. They'll follow suit.

9. Not Delegating Some managers don't delegate, because they feel that no-one apart from themselves can do key jobs properly. This can cause huge problems as work bottlenecks around them, and as they become stressed and burned out. Delegation does take a lot of effort up-front, and it can be hard to trust your team to do the work correctly. But unless you delegate tasks, you're never going to have time to focus on the "broader-view" that most leaders and managers are responsible for. What's more, you'll fail to develop your people so that they can take the pressure off you.

10. Misunderstanding Your Role Once you become a leader or manager, your responsibilities are very different from those you had before. However, it's easy to forget that your job has changed, and that you now have to use a different set of skills to be effective. This leads to you not doing what you've been hired to do leading and managing. Make sure that you learn these skills you'll fail if you try to rely on technical skills alone, however good they are! We all make mistakes, and there are some mistakes that leaders and managers make in particular. These include, not giving good feedback, being too "hands-off," not delegating effectively, and misunderstanding your role. It's true that making a mistake can be a learning opportunity. But, taking the time to learn how to recognize and avoid common mistakes can help you become productive and successful, and highly respected by your team.

SITUATIONAL FACTORS:

We understand that leadership is a process and not a position. Three components playing important role in this process are leader, followers and situation. Situation is the environment or circumstances in which an individual performs. Following are the factors that can influence the situation;

Task Type: the nature of the work or assignment can also effect the employees

Structure of organization: The organization structure always depend on the size of theorganization. If the structure will be more rigid, more complexities faced by the employees

Stress: Stress in the environment and intensity under which team, organization, or leaders are working also play important role in leadership process and also situation itself.

Environment: The environment itself effect on the situation prevails in the organization. The micro (internal factors) and the macro (external factors) always keep on changing, so that this is big challenge for the leaders to keep the close eyes on changing environment and make decisions accordingly.

Situational factors influence the leadership process:

Size of the organization: Size of the organization varies organization to organization and its operations and activities in which organization involve. An organizations size demands certain types of leadership skills which help to provide right direction. Following two type of leadership, we can see in the organization.

Leaders of small organizations: can be in the form of salespeople, marketing manager and production managers. These leaders organize the system, assign the task, coach the team and evaluate the system. The small organizations have a flexible system and flatter structure. The approach of the small organization is more entrepreneurs.

Leaders of large organizations: In the large organization, the main focus will be on to create public image and future investment plans. The system of the large organization will be more procedural and structure of the large organization will also be more rigid and more complex because of its operations.

TYPES OF LEADERSHIP
STRATEGIC LEADERSHIP

Strategic Leadership is the ability to anticipate and envision the future, maintain flexibility, think strategically, and initiate changes that will create a competitive advantage for the organization in the future. Without a strategy the organization is like a ship without a rudder, going around in circles. Joel Ross and Michael Kami. Strategy is the essential of all business games. Even in real life without strategy and plan one cannot be successful. Leader, manager, business man and even individual need to do strategic planning and develop strategies in the changing environment.

The Three Big Strategic Questions everybody needs to ask before thinking/planning a strategy are: =>Where are we now? =>Where do we want to go? =>How do we get there?

What is Strategy? A Teams strategy consists of the set of competitive moves they are employing to manage the team/objectives of the team/organization. Strategy is Teams game plan to Conduct operations Compete successfully Achieve Team objectives Strategic Management: The set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment so as to achieve organization goals. Business Strategy Levels: Corporate-level strategy asks, What business are we in? Business-level strategy asks, How do we compete? Functional-level strategy asks, How do we support the business-level strategy?

Strategic Planning: A Basic Planning Model consists of following steps. =>Missions and Goals =>External Analysis - Opportunities and Threats =>Internal Analysis - Strengths and Weaknesses =>Selection of Appropriate Strategies =>Implementation of Strategies About Mission Statement we have already discussed during previous chapters.

Next two stages/steps are SWOT analysis. After Analysis, one needs to select appropriate strategy and finally implement it. Examples of SWOT Elements: Strengths: Favorable location, talented workers, state-of-the-art equipment Weaknesses: Unfavorable location, outdated equipment, limited capital Opportunities: Culturally diverse customer base, changes in technology, deregulation Threats: Ecommerce, declining market, new competitors

Sample Strategies Depending on the nature of business, analysis and priorities, organization may choose any strategy. Few examples are given below. =>Cost leadership. =>Focus. =>High quality. =>Strategic alliances. =>Growth through acquisition. =>High speed and first-mover strategy. =>Product and global diversification. =>Sticking to core competencies. =>Brand leadership. =>Creating demand by solving problems. =>Conducting business on the Internet.

Strategic Leadership: Strategic Leadership involves: The ability to anticipate, envision, maintain flexibility and empower others to create strategic change. This includes vision and mission. Vision: An attractive, ideal future that is credible yet not readily available. Links the present to the future. Energizes people and garners commitment ,gives meaning to workEstablishes a standard of excellence and integrity

Common Themes of Vision: Vision has broad appeal Vision deals with change Vision encourages faith and hope Vision reflects high ideals Vision defines the destination and the journey

Mission: The organizations core broad purpose and reason for existence Strategy Strategy is Teams game plan to Conduct operations Compete successfully Achieve Team objectives

Strategy Formulation and Implementation

Strategy Formulation : The integrating knowledge of the environment, vision, and mission with the core competence in such a way as to achieve synergy and create customer value. Strategy Implementation: Putting strategy into action by adjusting various parts of the organization and directing resources to accomplish strategic goals.

Strategic Leadership:Requires the Managerial Ability to: Anticipate and envision Maintain flexibility Empower others to create strategic change as necessary Strategic Leadership is Multi-functional work that involves working through others

Effective strategic leaders: =>Manage the Teams operations effectively. =>Sustain high performance over time. =>Make better decisions than their competitors. =>Make straight, courageous, practical decisions. =>Understand how their decisions affect the internal systems in use by the team/organization. =>Solicit feedback from peers, superiors and team members about their decisions and visions. =>Determining Strategic Direction. =>Determining strategic direction involves developing a long-term vision of the Teams strategic intent.

Five to ten years into the future philosophy with goals the image and character the Team seeks ideal long-term Vision has two parts: Core ideology Envisioned future =>A charismatic leader can help achieve strategic intent. It is important not to lose sight of the strengths of the organization/team when making changes required by a new strategic direction. =>Leaders must structure the team effectively to help achieve the vision.

ETHICAL LEADERSHIP Doing right things We've seen some high profile ethical failures in the press in recent years. The devastation caused by accounting fraud at MCI WorldCom and Enron will not soon is forgotten. And CEOs of several other well-known companies have been charged with bribery and corruption.

This highlights the extent to which it can be difficult for leaders to determine what's right and wrong. Some make the wrong choices and end up in the courts, or in the news. What we rarely see, however, are stories about the numerous companies that are managed by ethical leaders. While standards seem to keep falling in some corporations, other leaders "raise the bar" and inspire their teams to do the same. These leaders do the right thing, at the right time, for the right reasons. They put their ethics before the bottom line and as a result, they have dedicated teams that would do almost anything for them. So how do they do it? And how can you do it as well? We'll show you how to define your own ethical standards and start putting those standards into practice.

Define Your Organization's Values To lead your team with character and integrity, you must set an example. You're the leader, remember? Your team looks to you. To begin, you must know your own values as well as your organization's values. For example, the global technology giant 3M is well known for its company values. Why? Because the entire team from top executives all the way down to the mailroom live and breathe the principles of honesty and integrity every day. 3M communicates clearly that it wants its staff to do things like keep promises, have personal accountability, and respect others in the

workforce. Every leader in the company knows this, so they work by these rules. And as a result, everyone else follows. Hopefully, your company has clear rules about how it wants team members to act. As a leader, it's up to you to know these rules and codes of conduct and to make sure you enforce them. Your personal values are also important. If the company's written rules don't say that you must be fair to everyone, but this value is important to you then, of course, you're going to do it. Good leaders follow their personal values as well as organizational values. Ask yourself these questions:

What standards of behavior are really important to my company? What specific values do I admire in certain leaders? Do I identify with those values? Would I still live by those values, even if they put me at a competitive disadvantage?

Set the Tone

Now that you know your company's core values, you can begin to set the tone and create the right environment for your team and your organization. Again, leading by example is the best way to do this.

It's what you do, not what you say, that demonstrates to your team what you care about. So, if your company values honesty above all else, then make sure you demonstrate that by being honest with everyone around you. If your company values free speech, then make sure you allow your team to communicate their ideas openly.

Next, establish consequences for team members who don't follow corporate values. If you allow someone to come in late continuously without making up the hours, that won't set a good

example for the rest of the team. You need good consequences as well. Set up some kind of reward system for team members who consistently act according to the company values. Storytelling is a great way to reinforce and communicate these values. If you know of team members or even clients who acted ethically in difficult situations, then tell their stories. This shows your staff that they can do it as well. To learn more, see the Mind Tools article on the art of business storytelling.

By getting your team interested in ethical conduct, you communicate how important these values are to both youand your organization.

Recognize Ethical Dilemmas

Here's the scenario: You're in a meeting with other top executives, and you realize that one of your colleagues has changed the numbers in his report. As you listen, you realize that he's exaggerating how well his team is doing on a major project. Instead of saying that his team will finish in eight weeks, which he previously told you, he's promising to be done in only five weeks.

And instead of saying that the project will help increase company earnings by 4%, which he also told you earlier, he's promising a 12% increase. What do you do? He's a close colleague and a personal friend. On the other hand, he's overstating how well his team is doing. Do you support him, or do you tell the truth to the other executives? We're often faced with tough choices like this in the workplace. Most of the time, however, ethical dilemmas aren't this obvious, and they can be hidden in ways that are hard to uncover. So, how do you recognize these dilemmas?

Identify "trigger" situations Certain situations seem to attract ethical dilemmas. Some of these are areas like purchasing, hiring, firing, promoting, and calculating bonuses. =>There can also be other unexpected situations. You could make a mistake will you admit it to your boss, or try to cover it up? Or you could discover that a colleague is acting unethically do you protect the person or tell someone? =>By recognizing when these situations might occur, you can make the right decisions when and if something actually happens.

Prepare in advance Imagine yourself in the situations we just mentioned. What would you do if you knew one of your colleagues was about to be fired, but you weren't legally allowed to tell her? Putting yourself in these imaginary situations can help you work through your feelings and decide what you would do if the situation became real. In real life, you may have only seconds to reach a decision. Of course, you won't be able to imagine every possible ethical dilemma you might face, but this exercise WILL help you get to know your values, and it can prepare you for the decisions you may have to make.

Listen to your "inner voice" Your conscience often tells you that something isn't right, even if this is just a feeling of uneasiness with something. If you face a situation that makes you uncomfortable, or goes against one of your core values or beliefs, then make sure that you stop and think thingsrationally. Reevaluate your decision before you act If you're in a difficult situation and you aren't sure what to do, make a decision. But before you act on that decision, ask yourself how you would feel if your actions were in the company newsletter or on the evening news for everyone to see. Would you be proud of what you did? If not, then reconsider your decision.

When in Doubt...!! At times, you'll make a decision but still wonder if you did the right thing. You may be uncomfortable, but these situations can teach you to trust yourself and your instincts. If you calm your anxiety and look logically at the situation, your instincts will often guide you in the right direction.

Ethical living and leading takes courage and conviction. It means doing the right thing, even when the right thing isn't popular or easy. But when you make decisions based on your core values, then you tell the world that you can't be bought and you lead your team by example. Once you identify your company's core values as well as your own, you can start to set the tone with your team and your organization. Actions always speak louder than words, so make sure you do as you would wish others to do.

Conclusion
Leadership is about skills not birthright. While some traits help, the truth is most

of your leadership success will be explained by hard work and your mastery ofthe skills described in this book.The cumulative effect. Stop looking for home runs and remember that leadership success is best defined as the cumulative effect of many small things donecorrectly over time.Keep the conversation alive. You personally have the power to not only continue your professional development, but that of others as well. Keep these topics alive and actively considered by yourleadership team.

BIBLOGRAPHY Website:
http://www.mindtools.com/pages/main/newMN_TCS.htm http://www.leadership-with-you.com/steve-jobs-leadership.html

http://blogs.hbr.org/krishnamurthy/2008/06/bill-gates-entrepreneur-manage.html http://www.zainbooks.com/books/management/leadership-and-teammanagement_1_introduction-organization-the-stage-for-leadership.html http://www.drdewett.com/

Books:
Reforms 2020-The Indian express magazine The Little Black Book-Todd Dewett, Ph.D.