Leadership
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  • 1. National Institute of Fashion Technology HYDERABAD Master of Fashion Management (2013-15) Organisational Behaviour LEADERSHIP Submitted by: Santhi Biju (30) Greeshma V(12) Submitted to: Prof. A Srinivasa Rao
  • 2. INDEX SL NO. PARTICULAR PAGE NO. 1 ACKNOWLEDGEMENT 3 2 METHODOLOGY 4 3 INTRODUCTION 5 5 NEED AND IMPORTANCE OF THE STUDY 6 6 THEORIES OF LEADERSHIP 8 7 PROCESS OF LEADERSHIP 12 8 STYLES OF LEADERSHIP 13 9 PRINCIPLES OF LEADERSHIP 19 10 OBJECTIVES 24 11 MAIN STRATEGIC CHALLENGES FACED BY A LEADER 27 12 COMPANY PROFILE 30 13 CASE STUDY 31 14 CONCLUSION 34 15 REFERENCE 35
  • 3. ACKNOWLEDGEMENT We take this opportunity to express our sincere feelings of gratitude to Mr. Unni Mathews, Marketing Dept., Malayala Manorama, Panampilly Nagar, Kochi and best advice to enable us to make an end to this Project Work. We are much obliged to Prof. A. Srinivasa Rao for giving us an opportunity and valuable suggestions to undertake this Project Work on "LEADERSHIP". We are also thankful to the Nift Faculty for giving us this opportunity to learn as well as supporting us on every step. Last but not least I would like to express my heart full thanks to our friends for extending their great cooperation towards completion of our Project Work in time.
  • 4. METHODOLOGY Following is the blue print of how the research was conducted, it includes: 1) Choosing the approach 2) Determining the types of data needed 3) Locating source of data 4) Choosing a method of data Types of data used To conduct the market research the data was collected by two source as: Secondary data Secondary data is one that already exist and is collected from published source The source from which secondary data were collected are 1) Books 2) Internet Primary data The primary source of data refers to the first-hand information. Primary data was collected during the case study from Malayala Manorama, the situation which happened few months before.
  • 5. INTRODUCTION Being an effective leader in today business environment is a challenged task. The trend of globalization forces all leaders to regularly learn more on what was changed and what is being changed. Today, companies that already adapt new business concept probably have a better application that satisfy more customers than companies that work in the old manner. What is work in the past is probably obsolete in today. Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. Definitions more inclusive of followers have also emerged. Alan Keith of Genentech states that, “Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen”. Effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of organizational or societal goals. Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership. However, we know that we have traits that can influence our actions. This is called Trait Leadership, in that it was once common to believe that leaders were born rather than made. These two leadership types are shown in the chart. While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique.
  • 6. NEED AND IMPORTANCE OF THE STUDY: Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals. The following points justify the importance of leadership in a concern. 1. Initiates action- Leader is a person who starts the work by communicating the policies and plans to the subordinates from where the work actually starts. 2. Motivation- A leader proves to be playing an incentive role in the concern’s working. He motivates the employees with economic and non-economic rewards and thereby gets the work from the subordinates. 3. Providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates. Guidance here means instructing the subordinates the way they have to perform their work effectively and efficiently. 4. Creating confidence- Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems. 5. Building morale- Morale denotes willing co-operation of the employees towards their work and getting them into confidence and winning their trust. A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals. 6. Builds work environment- Management is getting things done from people. An efficient work environment helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should have personal contacts with employees and
  • 7. should listen to their problems and solve them. He should treat employees on humanitarian terms. 7. Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader. EFFECTIVE LEADERSHIP LISTENING EMPOWIERING SUCCESS TEAM BUILDING STATEGIZING COMMUNICATING INFLUENCING VISIONING
  • 8. THEORIES OF LEADERSHIP New methods and measurements were developed after these influential reviews that would ultimately reestablish the theories as a viable approach to the study of leadership. There are 6 theories of Leadership:- 1. Trait Theory 2. Behavioral and Style theories. 3. Situational and contingency theories. 4. Functional Theories. 5. Transaction and Transformation Theories. 6. Neo-Emergent Theories. TRAIT THEORY:-  Honest — Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust.  Competent — Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings.  Forward-looking — set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.  Inspiring — Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.  Intelligent — Read, study, and seek challenging assignments.  Fair-minded — Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others.
  • 9.  Broad-minded — Seek out diversity.  Courageous — Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.  Straightforward — Use sound judgment to make a good decisions at the right time.  Imaginative — Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative! BEHAVIORAL AND STYLE THEORIES:- In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of 'successful' leaders, determining a behavior taxonomy and identifying broad leadership styles. For example, Leadership takes a strong personality with a well-developed positive ego. Not so much as a pattern of motives. SITUATIONAL AND CONTINGENCY THEORY: - This theory assumes that different situations call for different characteristics; according to this group of theories, no single optimal psychographic profile of a leader exists. According to the theory, "what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions. FUNCTIONAL THEORIES: - Functional leadership theory is a particularly useful theory for addressing specific leader behaviors expected to contribute to organizational or unit
  • 10. effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion. These functions include: (1) Environmental monitoring, (2) Organizing subordinate activities, (3) Teaching and coaching subordinates, (4) Motivating others, and (5) Intervening actively in the group's work TRANSACTION AND TRANSFORMATION THEORIES: - The transactional leader is given power to perform certain tasks and reward or punish for the team's performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct and train subordinates when productivity is not up to the desired level and reward effectiveness when expected outcome is reached. The transformational leader motivates its team to be effective and efficient. Communication is the base for goal achievement focusing the group on the final desired outcome or goal attainment. This leader is highly visible and uses chain of command to get the job done. Transformational leaders focus on the big picture, needing to be surrounded by people who take care of the details. The
  • 11. leader is always looking for ideas that move the organization to reach the company's vision. NEO-EMERGENT THEORIES: - The Neo-emergent leadership theory espouses that leadership is created through the emergence of information by the leader or other stakeholders, not through the true actions of the leader himself. In other words, the reproduction of information or stories form the basis of the perception of leadership by the majority. In modern society, the press, blogs and other sources report their own views of a leader, which may be based on reality, but may also be based on a political command, a payment, or an inherent interest of the author, media or leader. Therefore, it can be contended that the perception of all leaders is created and in fact does not reflect their true leadership qualities at all. PYRAMID OF LEADERSHIP
  • 12. PROCESS OF LEADERSHIP
  • 13. FACTORS OF LEADERSHIP 1.Leader 2.Followers 3.Communication 4.Situation
  • 14. Leader You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. Followers Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes. Communication You lead through two-way communication. Much of it is nonverbal. For instance, when you “set the example,” that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. Situations All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective.
  • 15. Boss or Leader? Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization (called Assigned Leadership), this power does not make you a leader, it simply makes you the boss. Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), rather than simply bossing people around. Thus you get Assigned Leadership by your position and you display Emergent Leadership by influencing people to do great things.
  • 16. STYLES OF LEADERSHIP There are a number of leadership styles for manager to learn and apply the style that most appropriate to his/her organization. Scholars and practitioners have studied and defined leadership style into a certain category. Each study is based on different assumptions and theories. Nevertheless, it is said the leadership style that managers use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms that encourage some styles and discourage others. It is widely accepted that no single style works the best. Each style is suitable to each particular phenomenon. Charismatic Leadership A charismatic leader is one who gathers followers through endeavor of personality and charm, rather than any form of external power or authority. The assumptions behind this style are: charm and grace are all that is needed to create followers; self-belief is a principle need of leaders; people will follow the one they personally admire. Charismatic leaders have a great ability to deal with every situation. They are good at picking up the moods and concerns of both individuals and larger audiences. The way they move from person to person is that they pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world. They use a wide range of methods to manage their image such as engendering trust through visible self-sacrifice and taking personal risks in the name of their beliefs. Charismatic leaders will show great confidence in their followers by effectively using of body language as well as verbal language. They also make effective use of storytelling including symbolism and metaphor.
  • 17. Participative Leadership A participative leader is one who seeks to involve other people in the process, possibly including subordinates, peer, superiors and other stakeholders. The assumptions behind this style are: people are more committed to actions where they have involved in the relevant decision- making; people are less competitive and more collaborative when they are working on joint goals; when people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision; several people sitting and deciding together make better decisions than one person alone. Participative leadership is also known as consultation, empowerment, joint decision-making, democratic leadership, management by objective (MBO), and power-sharing. Many studies have investigated and classified this leadership style in several ways. There are two well- known studies during the 1950s: Michigan leadership studies; and Ohio State leadership studies. Situational Leadership As many have agreed that there is no specific leadership style works best, the factor the leader needed to take into consideration is situation. It can be said that the best action of the leader depends on how well leader deals with a range of situational factors. Factors that affect situational decisions include motivation and capability of followers in particular situation. Moreover, the relationship between leader and followers can be another factor that affects leader behavior as much as it does follower behavior. The leader behavior is a combination of his/her stress, mood, believe, and perception during the time he/she deals with particular situation. Maier (1963) stated that leaders not only consider the likelihood of a follower accepting a suggestion, but also the overall importance of getting things done. Thus in critical situations, a leader is more likely to be
  • 18. directive in style simply because of the implications of failure. Tannenbaum and Schmidt (1958) proposed three forces that led to the leader’s action: the forces in the situation, the forces in the follower, and the forces in the leader. This recognizes that the leader’s style is highly variable, and even such distant events as a family argument can lead to the displacement activity of a more aggressive stance in an argument than usual. Transactional Leadership The transactional leader is one who works through creating clear structures making subordinates clear what is required to do. When the task is appointed, subordinates are considered to be fully responsible for it. Rewards will be given upon accomplishment. Nevertheless when things go wrong, they are considered to be personally at fault and are punished for their failure. Punishments are not typically mentioned but the subordinates have well understood that a formal system of punishment is in place. The assumptions behind transactional leadership style are: people are motivated by reward and punishment; social systems work best with a clear series of command; the authority of manager needs to be accepted when people are first hired to do a job; and subordinates’ initial purpose is to do whatever the manager tells them to do.  Developing the vision: leader develops a view of the future that will excite and convert potential followers. This vision may be developed by leader him/herself or emerge from a broad series of discussion. The important factor is the leader buys into it, hook, line and sinker.  Selling the vision: Leader tries to sell the vision to followers. Since some people will easily buy the vision and some may take a while before joining the group, leader need to use whatever works to convince all followers that the vision will work for the firm.
  • 19.  Finding the way forwards: Some transformational leaders may know where to go and how to get there while others may not have a complete plan, but they will happily lead the exploration of possible routes to the promised land. The route forwards may not be clear and may not have many details. However, if the vision is clearly set, the direction will always be known.  Leading the charge: Leaders are always visible and will stand up to be counted rather than hide behind their teams. They show by their attitudes and actions how everyone else should behave. The leaders also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing. In addition, if followers seem not to believe in the vision, leaders need to seek the way to reinforce their followers with a high level of commitment to the vision. PRINCIPLES OF LEADERSHIP There are 11 main principles of leadership, they are as follows:- 1. Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others. 2. Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks. 3. Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.
  • 20. 4. Make sound and timely decisions - Use good problem solving, decision making, and planning tools. 5. Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi 6. Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers. 7. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people. 8. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities. 9. Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility. 10.Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs. 11.Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities. KEY BUSINESS LEADERSHIP SKILLS  Lead By Example. You can’t be an aloof leader, someone that’s never around and incapable of getting your hands dirty. One of the best ways to lead is by example – pitching in where needed, lending a helping hand, and making sure that the work you do is clearly understood by your team.  Passion. A leader without passion isn’t a leader. He’s a paper pusher. Or a taskmaster. Or a government employee… Passion
  • 21. drives a lot, and you can inspire so much in others through your own passion and enthusiasm. That doesn’t mean you have to be constantly cheery, it means you’ve got to believe in what you’re doing and what your company is doing.  Be Organized. A disorganized leader isn’t leading, he’s chasing his own tail. Disorganization breeds nothing but more disorganization. If you’re frazzled and messy, your team will be too. When you’re organized you’ll be much more productive and so will everyone else.  Delegate. You can’t do everything. A great leader needs to be able to delegate effectively. The key to delegating successfully is giving employees ownership of the work you assign them. They can’t just feel like they own the work, they really have to.  Take Ownership and Responsibility. Although you’ve just delegated work and truly given your team ownership, you also have to take ownership and responsibility at all times. Your team has to know you’ll be there for them through the good and the bad times. That doesn’t mean you absolve people from making mistakes or ignore crappy work/effort, but it does mean you take responsibility for the big picture.  Communicate Effectively. Duh. Everyone knows great leaders have to be great communicators. But there are certain points of communication that many people forget. For example, it’s critical that you communicate to employees how their work matters in the bigger picture. Communicating success is also something leaders forget to do. People need affirmation. They want to know they did a good job. You just have to tell them.  And be precise. Insecure leaders will often ramble; uninterested leaders cut things off too quickly. Whether you’re giving praise, providing constructive criticism, or defining goals and to-dos, you have to figure out how much to say and in what order. Be precise, specific and concise. Get to the point.
  • 22.  Be Brave and Honest. Cowardly leaders will shy away from any number of situations that crop up regularly when running a team. The project your team has worked on for 6 months just got shelved. Now what? Or you have to talk to someone about their lack of effort recently or maybe it’s time to take your product into a new market. Leaders are brave.  Great Listener. A huge part of being a great communicator is being a great listener. If all you want to do is talk, you’re not a leader. Keeping people motivated means listening to them, asking them questions, understanding their issues. When you listen more, you can respond more effectively and get to the heart of things much faster.  Know Your People. You have to know your people. You don’t have to be best friends or even socialize outside work, but you do have to know what makes them tick. You need to know something about their personal lives because their lives outside work matter. Their lives outside work drive a great deal of their success (or lack of) at work. Keep track of simple things: birthdays, marriages, children, etc. The more you know your people the more common ground you’re likely to find, the more you’ll be able to connect.  Be a Follower. ” That sums up many of the other points so beautifully. Great leaders are followers too. If you’re a leader without following, you’re a dictator. And as fun as that sounds… Being a leader-follower means finding value in your team, getting inspired by your team, encouraging your team to communicate, brainstorm and be open.
  • 23. CHALLENGES FOR LEADERS 1. Organizational challenges 2. Human resource challenges 3. Environmental challenges 4. Cultural challenges 5. Managing Workforce Diversity 1. ORGNIZATIONAL CHALLENGES • Expansion • Downsizing • Restructuring 2. CHALLENGES FOR LEADERS IN HR MANAGEMENT  Talent identification and deployment  HR Managers need to ensure that the workforce has the right skill to meet the organization future need.  Human Capital Development  Performance and learning structure fit into organizational structure with employee’s skill and behavior.  Reward management  Linking reward to the performance.  Employee relation  Creating work environment that encourages high performance  To respect employees needs and commitments  Ensuring high employee commitment and job satisfaction  To help employees overcome the feeling of job insecurity 2. ENVIRONMENTAL CHALLENGES  Understanding cultural differences.
  • 24.  Organizations have to compete in global market have to deal with diverse culture.  Dimensions of culture effecting work related attitudes.  Individualism VS Collectivism  Power distance  Uncertainty avoidance  Masculinity vs. Feminists  Time orientation 4. DEVELOPING CROSS CULTURAL SENSITIVITY • Supporting a diverse work force. • Developing a global perspective of various HR functions such as HRP, recruitment, training and selection possess adequate knowledge about the legal systems of various countries. • Understanding global, economic, culture and customs. • Help employee interact with people from other cultures 5. MANAGING WORKFORCE DIVERSITY • Lack of adequate knowledge about moving work force • Inability to communicate with employees who culturally diverse. • Gender diversity • Glass Ceiling effect • Age diversity • People belong to different age groups have different attitudes and values • Cultural diversity
  • 25. OBJECTIVES The objectives of study for leadership are: 1. To know about Initiates action- Leader is a person who starts the work by communicating the policies and plans to the subordinates from where the work actually starts. 2. To know Motivation- A leader proves to be playing an incentive role in the concern’s working. He motivates the employees with economic and non-economic rewards and thereby gets the work from the subordinates. 3. To know how to providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates. Guidance here means instructing the subordinates the way they have to perform their work effectively and efficiently. 4. To know about their confidence- Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems. 5. To learn building morale- Morale denotes willing co-operation of the employees towards their work and getting them into confidence and winning their trust. A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals. 6. To know how they Builds work environment- Management is getting things done from people. An efficient work environment t helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should have personal
  • 26. contacts with employees and should listen to their problems and solve them. He should treat employees on humanitarian terms. 7. To know about team Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader. SCOPE OF THE STUDY The management of men is a very important and it’s a challenging job. No, two persons are similar in mental abilities, traditions, sentiments, and behavior. They differ widely also as groups and are subject to money and valued influences. People are responsive. They feel, think and act therefore; they cannot be operated like a machine or shifter and altered like a template in room layout. They need a tactful handling by management. The project work entitled “LEADERSHIP” Covers various levels of employees in the organization... Limitations of the study: The major limitation of the study has been availability of sufficient time. Leadership is such a vast topic that requires a lot of time in order to be able to go through each and every aspect of leadership. The response may be biased due to the fear of reprisal from the top management. The study cannot be generalized for all the companies because different companies follow different leadership strategies to improve the performance of the employees.
  • 27. MAIN STRATEGIC CHALLENGES FACED BY A LEADER:- 1. People do not naturally want to be led by you. It may come as a shock, but no one is particularly interested in working for YOU. A promotion and a title might bestow grudging tolerance and even a little bit of deference, but never credibility or true respect. First, prove your credibility and then earn their respect. 2. Everyone has an agenda…they just don’t always share it. New leaders like to believe that everyone looks at business challenges, department objectives and initiatives from the same perspective – theirs. Learn to truly pay attention to your associates, in order to understand their unique agendas, motivations, interests, and ambitions. 3. The personal problems of your associates will become your problems if you let them (and sometimes you can’t help it). New Managers, and even experienced ones, attract their team’s personal problems like flowers attract bees. You will find yourself on the receiving end of people’s challenges in their personal lives, with their health, their finances, their romances, their children, and just about every other dilemma that humans encounter. Learn to keep the focus on business but remember to be a human being. 4. Your instinct says “Do it because I’m the boss.” Your instinct is wrong. “Because I said so” is best left for your parenting chores and checked at the door when you enter the office. Success comes when you realize that “you” are not the subject.
  • 28. 5. It takes time to learn and internalize the parable of: Recognize that people do not change their nature. 6. We all have weaknesses; don’t make them your focal point. It’s not your responsibility to fix the flaws of your associates. Learn to leverage people’s strengths and develop teams where the members have complementary skills, and you will succeed beyond your wildest dreams. 7. The key to leading people is obvious. Too bad no one will tell you what it is. Well, Art will – the answer is “Respect”. It’s all about treating people with respect. 8. The most important part of your job is probably not in your job description. Creating an effective work environment is your real job. 9. Beware of over-investing your time and energy with the wrong people. Every manager will at some point get to deal with a “brilliant problem child” employee – with outstanding technical skills but fatal flaws when it comes to people skills. These employees lack the emotional intelligence to recognize their aberrant behaviors, and therefore rarely if ever change. When dealing these employees, be fair and be decisive. 10. You are responsible for your team’s results. It’s your name on the door and you are accountable. It’s not pleasant to feel the cold hand of reality slapping you across the face, but then again, its real life.
  • 29. 11. Creating and Maintaining a Diversified Team All leaders work with teams. These teams include diverse individuals with different backgrounds, experiences and even ethnicity’s. One of the greatest challenges of leadership in modern society is finding ways to create a unified front among team members. 12. Inspiring Others to Share the Leader’s/Organizational Vision A mission and vision are essential to any successful business. It is not enough however, for a leader to promote a vision or mission. Rather, it is the role of a leader to ensure that every member of their team and the organization share a common mission and vision. 13. Facilitating Open and Clear Communication among Coworkers Clear and concise communication is essential for success. A leader has a duty to communicate well with others, but also teach others how to communicate clearly. AJU offers an online Certificate in Business Communication that teaches students how to communicate better when working in groups or alone in the workplace. 14. Empowering Incumbents To Take Action The days of micromanagement are over. Nowadays, employees want to feel inspired. The best way to inspire employees is by empowering them to excel and achieve. A leader’s role includes providing employees the ability to make proactive choices. 15. Providing Inspiration To Others Last, but certainly not least, a leader must provide inspiration to others. Some of the world’s best leaders are defined by their “charisma” or ability to inspire and motivate others.
  • 30. COMPANY PROFILE Malayala Manorama is a daily newspaper, in Malayalam language, published in the state of Kerala, India. According to World Association of Newspapers, as of 2011, it holds a position as top 11th most circulating newspaper in the world, 3rd largest circulating newspapers in India (behind The Times of India and Dainik Jagran) and number one in Kerala. The Malayalam Manorama was founded on March 14, 1888 by Kandathil Varghese Mappillai. The first issue of Malayala Manorama was published on March 22, 1890 from the press owned by Malankara Metropolitan Pulikkottil Joseph Mar Dionysious II of the Syrian Orthodox Church. The name Malayala Manorama was chosen by the poet, Raghavan Nambiar, Villuvarvattathu from Tiruvalla. Kerala Varma granted the symbol which is a part of the Travancore kingdom symbol. In a period of two years, from the date of incorporation until the publication commenced, the company witnessed several challenges. On the occasion of its 125th year jubilee, Indian Postal Department has issued a commemorative stamp which was released by Sri. Pranab Mukherjee, President of India. Malayala Manorama has 19, 03,331for half yearly, and thus it is the largest circulated regional language daily in India.
  • 31. CASE STUDY Malayala Manorama newspaper is a daily newspaper in Kerala. More than 1 crore readership. For the ages it had been an undisputed leader. Due to globalization and flattening of the world, the prominent of print medium started diminishing, internet, television, mobile and radio took over the place. Earlier there was a double digit growth in newspaper in India, but last year it came down drastically to single digit, i.e. 4% .During the situation Mr. Suresh Pillai the Human Resource (HR) Head of Malayala Manorama proposed an activity to come up with ideas to attract, engage and retain young readers without touching the habitual readers. For that he took initiative and conducted a national level competition called MASTER STROKE, which is a presentation of new strategies to include more young readers, which splitted all young brains into a team of 3, and almost 150 teams registered and the competition was to derive strategies to attract engage and retain the young readers to the paper. Winning team was offered a greater gratification and a package trip, bonus and extra allowances .So the survey was conducted all over the nation and a huge brainstorm happened. All the sluggish youngster who were earlier involved only in the job awakened and conducted mass surveys and penetrated all the possible way to bring up the paper to the youth. Company revamped their project and came up with couple of new product to attract youth and won the youth heart in Kerala. Ultimately Mr.Suresh Pillai could able to get untapped resource. And hence he proves to be a
  • 32. good leader to improve the position of the company as well as to make the employees more active and participative by inspiring them, and understanding their needs. Thus he proves to be a good and determinant leader. STEPS TAKEN BY LEADER TO OVERCOMS BY STRATEGIC CHALLENGES . There are few steps taken by the leader to overcome with the challenges:- 1. Creating and Maintaining a Diversified Team A leader can overcome the challenges associated with creating and preserving a diversified team by encouraging horizontal communication and knowledge sharing. What this means is information does not come from the top-down alone, but instead from person to person. The best way to create and uphold a diversified yet efficient team is to make sure each member of the team receives routine communications. Andrew Jackson University’s Bachelor of Science program in business teaches leaders and future leaders how to work in the modern workforce, and create diversified teams able to communicate clearly. 2. Inspiring Others To Share The Leader’s/Organizational Vision A leader can take on the challenge of inspiring others by clearly communicating how a company’s mission and vision will benefit not just the organization, but also the people working for it. By explaining how each incumbent will benefit from the mission, a leader will inspire others to share the same corporate vision. 2. Facilitating Open and Clear Communication Among Coworkers Clear and concise communication is essential for success. A leader has a duty to communicate well with others, but also teach others how to communicate clearly. AJU offers an online Certificate in Business
  • 33. Communication that teaches students how to communicate better when working in groups or alone in the workplace. 4. Empowering Incumbents To Take Action A leader can also empower employees by encouraging them to write down an action plan for each problem that needs solving in the organization. This process should include setting up goals and the exact steps necessary to take action to resolve problems. 5. Providing Inspiration To Others A leader must remain committed to the cause, but also recognize the potential in employees to achieve great things. To learn more about how to become an inspiring leader, check out the Brian Tracy College at Andrew Jackson University’s leadership programs.
  • 34. CONCLUSION “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” Management is about getting things done. Leadership is about achieving goals by creating a direction for a business and inspiring employees to take initiative and make the right decisions. Enterprise managers need the skills to motivate, lead and influence others. Enterprise aims to employ people who can take on a leadership role and help to grow the business for the longer term. Its management and training programs help to provide employees with the skills necessary to lead others. This case study illustrates that within a business, A leaders can make the employees enthusiastic to work for a common goal at different levels within the hierarchy. Depending upon the circumstances, leaders will use different leadership styles.
  • 35. REFERENCES BOOKS: 1. Ivancevich, J., Konopaske, R., Matteson, M. (2007). Organizational Behavior and Management. New York: McGraw-Hill Irwin 2. Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill. 3. Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications. 4. Kouzes, J. M. & Posner, B. Z. (1987). The Leadership Challenge. San Francisco: Jossey-Bass. 5. The Leadership Challenge by Jim Kouzes 6. Leaders without Borders by Doug Dickerson 7. Leadership: Theory and Practice by Peter G. Northouse 8. Managing Value in Organizations by Donal Carroll 9. The Nature of Leadership. (2nd edition). Editors: David V. Day & John Antonakis. (2011). SAGE press 10.Organizational Culture and Leadership. (4th edition). Author: Edgar H. Schein. (2010). Jossey Bass. 11.Leadership. Author: James MacGregor Burns. (1978). New York: Harper Collins. WEBSITES: 1. http://www.nwlink.com/~donclark/leader/leadcon.html 2. http://www.indiapress.org/gen/news.php/Malayala_Manorama/ 3. http://www.manoramaonline.com/cgi- bin/MMOnline.dll/portal/ep/home.do?tabId=0 4. http://www.epapersland.com/india/malayala-manorama.html PRIMARY SOURCE: