Chapter 6.... Leadership and Leader' CEO'

Dr. M M Bagali, PhD in Management and HRM, with a robust foundation in Organisational Structure and Analytical Skills, my role as Head of the Management Program is to foster transformative leadership and strategic thinking among aspiring managers. At the intersection of academia and industry, my efforts converge on delivering comprehensive HR and Management education, guiding PhD candidates, and steering research initiatives that resonate with current business paradigms. As a member of the Harvard Business Review Advisory Council, I contribute to shaping management discourse on a global platform. My commitment extends to integrating scholarly insights with practical applications, thereby enhancing the dialogue between educational institutions and the business community. My strategic approach not only informs future leaders but also influences the evolution of management practices worldwide. The ppt deals with - Human Resources Development - HRD- 24 years; International Human Resources Management - IHRM - 22 years; Strategic Human Resources Management - SHRM - 22 years; Organisational Behaviour-OB / Organisational Effectiveness - 20 years; Recruitment, Selection and Engagement- 18 years; HR Research Perspective and Approaches- 15 years.

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1. 1
Leadership
AIT - MBA / Department of Management Studies
Course Teacher
Dr. MM Bagali, PhD
AIT - MBA / Department of Management Studies
Chapter 6…..
Leadership: Meaning, styles of
leadership, leadership theories, trait
theory, behavioural theories,
managerial grid, situational theories.

2. ?

5. Leadership
Traits
Behavioral theory
Leader in different roles
•Trust
•Power
•Politics
•Impression Management
AIT - MBA / Department of Management Studies

6. Leader+ship
•Is it from the birth
•Is it developed over a period of time
•Is it situational
•Is it forced
Or …….
AIT - MBA / Department of Management Studies

7. A simple way to see how leadership is
different to management:
•Management is mostly about processes
•Leadership is mostly about behaviour
AIT - MBA / Department of Management Studies

8. AIT - MBA / Department of Management Studies

9.  highly significant leadership qualities

•integrity
•honesty
•humility
•courage
•commitment
•sincerity
•passion
•confidence
•positivity
•wisdom
•determination
•compassion
•sensitivity
AIT - MBA / Department of Management Studies

10. Great Strategic Interventions
By Leader
AIT - MBA / Department of Management Studies

11. Establish a Sense of Urgency

•Talk of change
•The threat of losing ground in some way sparks
•Create enough urgency to prompt action.
"Without motivation, people won’t help and the
effort goes nowhere
•To drive people out of their comfort zones
•When is the urgency level high enough?
•Kotter suggests it is when 75% of your
leadership is honestly convinced that business
as usual is no longer an acceptable plan.
AIT - MBA / Department of Management Studies

12. Form a Powerful Guiding 

Coalition

•Change efforts often start with just one or two
people, include more and more
•Gather a large enough initial core of believers.
•change needs to have 3-5 people leading the effort.
AIT - MBA / Department of Management Studies

13. Create a Vision

•A picture of the future
•Appeals all ….to customers, stockholders, and
employees.
•Clarify the direction
•"A useful rule of thumb: if you can’t communicate
the vision to someone in five minutes or less and get a
reaction that signifies both understanding and
interest, you are not yet done with this phase of the
transformation process".
AIT - MBA / Department of Management Studies

14. Communicate that Vision

•Leadership should estimate how much
communication of the vision is needed, and
then multiply that effort by a factor of ten.
•The guiding principle is simple: use every
existing communication channel and
opportunity.
AIT - MBA / Department of Management Studies

15. Empower Others to Act
on the Vision
•Allow people
•Remove any obstacles
AIT - MBA / Department of Management Studies

16. Plan for and Create
Short-Term Wins
Most people won’t go on a long march for
change
AIT - MBA / Department of Management Studies

17. Consolidate Improvements and Keep the
Momentum for Change Moving
"Do not declare victory too soon".
Leaders of change must go into the process
believing that their efforts will take years.
AIT - MBA / Department of Management Studies

18. Leader shows the apt direction
AIT - MBA / Department of Management Studies

19. leadership by jack welch style
AIT - MBA / Department of Management Studies

21. •There is only one way - the straight way. It sets the tone of the
organisation.
•Be open to the best of what everyone, everywhere, has to offer;
transfer learning across your organisation.
•Get the right people in the right jobs - it is more important than
developing a strategy.
•An informal atmosphere is a competitive advantage.
•Make sure everybody counts and everybody knows they count.
•Legitimate self-confidence is a winner - the true test of self-confidence
is the courage to be open.
•Business has to be fun - celebrations energise and organisation.
•Never underestimate the other guy.
•Understand where real value is added and put your best people there.
•Know when to meddle and when to let go - this is pure instinct.
AIT - MBA / Department of Management Studies

22. •Being a quick learner - Quickly masters
new technical and business knowledge
•Change management - Uses effective
strategies to facilitate organizational
change initiatives and overcome
resistance to change
AIT - MBA / Department of Management Studies

23. •Decisiveness - Prefers doing or acting
over thinking about the situation
•Strategic perspective - Understands the
viewpoint of higher management and
effectively analyzes complex problems
AIT - MBA / Department of Management Studies

24. •Strategic planning - Develops long-term
objectives and strategies; translates
vision into realistic business strategies
•Building collaborative relationships -
Builds productive working relationships
with co-workers and external parties
AIT - MBA / Department of Management Studies

25. •Compassion & sensitivity - Shows genuine
interest in others and sensitivity to
employees’ needs
•Confronting problem employees - Acts
decisively and with fairness when dealing
with problem employees
AIT - MBA / Department of Management Studies

26. •Employee development - Coaches and
encourages employees to develop in their
careers
•Inspiring commitment - Motivates others
to perform at their best
AIT - MBA / Department of Management Studies

27. •Leading employees - Attracts, motivates,
and develops employees
•Participative management - Involves
others, listens, and builds commitment
•Putting people at ease - Displays warmth
and a good sense of humor
AIT - MBA / Department of Management Studies

28. •Respect for differences - Effectively
works with and treats people of varying
backgrounds (culture, gender, age,
educational background) and perspectives
fairly
•Balancing personal life & work - Balances
work priorities with personal life
AIT - MBA / Department of Management Studies

29. •Career management - Uses effective
career management tactics, including
mentoring, professional relationships, and
feedback channels
•Composure - Demonstrates self-control in
difficult situations
AIT - MBA / Department of Management Studies

30. thank you all
•Culturally adaptable - Adjusts to ethnic/
regional expectations regarding Human
Resource practices and effective team process
•Self-awareness - Has an accurate picture of
strengths and weaknesses and is willing to
improve
•Taking initiative - Takes charge and capitalizes
on opportunities
AIT - MBA / Department of Management Studies