National Institute of Fashion Technology
Master of Fashion Management (2013-15)
Santhi Biju (30)
Prof. A Srinivasa Rao
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
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
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.
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 is one that already exist and is collected from published
The source from which secondary data were collected are
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.
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.
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
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
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.
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.
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
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.
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
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
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
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
FACTORS OF LEADERSHIP
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.
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.
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.
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.
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.
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.
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.
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.
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
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
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
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.
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
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
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
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
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.
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
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.
CHALLENGES FOR LEADERS
1. Organizational challenges
2. Human resource challenges
3. Environmental challenges
4. Cultural challenges
5. Managing Workforce Diversity
1. ORGNIZATIONAL CHALLENGES
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.
Linking reward to the performance.
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.
Organizations have to compete in global market have to deal with
Dimensions of culture effecting work related attitudes.
Individualism VS Collectivism
Masculinity vs. Feminists
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
• Cultural diversity
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
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
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
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.
MAIN STRATEGIC CHALLENGES FACED BY A
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
“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.
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
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
8. The most important part of your job is probably not in your job
Creating an effective work environment is your real job.
9. Beware of over-investing your time and energy with the wrong
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.
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.
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.
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
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
STEPS TAKEN BY LEADER TO OVERCOMS BY
. There are few steps taken by the leader to overcome with the
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
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.
“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
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.
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Behavior and Management. New York: McGraw-Hill Irwin
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Behavior at Work. New York: McGraw-Hill.
3. Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage
4. Kouzes, J. M. & Posner, B. Z. (1987). The Leadership Challenge. San
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