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Gender diference final

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  • 1. Vivek Vijayan 18 Ruqaiya Vasi 17 Kamakshi Vagholkar 16 Siddhant Yadav 19 Ian Swapnil Fernandis 20
  • 2. LEADERSHIP  a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task
  • 3. Engaging styles Task oriented Autocratic style Styles Democratic style Toxic leadership Narcissistic style Free rein style
  • 4. VARIETIES
  • 5. Coercive power Expert power Reward power Legitimate power Charisma power Referent power varieties Information power
  • 6. FACTORS OF LEADERSHIP
  • 7. leader follower communication situation
  • 8. Male leaders  Ratan Naval Tata Chairman, Tata Group  Adi Godrej Chairman & Managing Director, Godrej Group  Azim Hashim Premji Chairman, Wipro Limited  Yogesh Chander Deveshwar Chairman & CEO, ITC Limited  Nagavara Ramarao Narayana Murthy Founder & chief mentor, Infosys
  • 9. Ratan Tata as a Leader
  • 10. RATAN TATA AS A PERSON  Ratan N Tata born on December 28, 1937, in Bombay.  Present Chairman Of Tata Group.  In 1981, Ratan was named director of Tata Industries.  In 1991, he took over as group chairman from J.R.D. Tata.
  • 11. Personality  Very Dignified  Ethical  Believes in keeping promises  Royal & Believes in relationships  Leadership Qualities  Tremendous Motivator  Honest
  • 12. What makes him LEADER?  Visionary  Strategist  Initiator  Decisive  Risk Taker  Positive Attitude  A man of integrity  Democratic
  • 13. VISIONARY
  • 14. ADAPTABILITY
  • 15. OUT OF THE BOX !!!
  • 16. DECISIVE JAGUAR
  • 17. +VE ATTITUDE
  • 18. HONEST
  • 19. Initiator • The success its first campaign of ‘jaago re’ • Tata Tea, today launched another campaign titled ‘Aaj Se Khilana Bandh, Pilana Shuru’.. • TO CREATE AWARENESS • FOR ANTI- CORRUPTION
  • 20. PRINCIPALS OF MR. TATA  Nothing worthwhile is ever achieved without deep thought and hard work.  Good human relations not only bring great personal rewards but are essential to the success of any enterprise.
  • 21. Woman leadership
  • 22. Kiran Mazumdar Shaw Born 23 March 1953 (age 60) Bangalore, India Education B.Sc in zoology from BangaloreUniversity. Graduate degree in brewing from the University of Ballarat, Melbourne Occupation Chairperson of Biocon Net worth US$900 million Spouse John Shaw
  • 23. HER CAREER  Daughter of a brewmaster for India-based United Breweries,wanted to follow her father’s foosteps.  With a graduate degree in brewing from Melbourne, on returning to India, however, she found no companies willing to offer a brewing job to a woman  On meeting Leslie Auchincloss in 1978 , then owner of an Irish firm, Biocon Biochemicals. Impressed by her drive and ambition, Auchincloss took her on as a partner(trainee manager) in a new venture, Biocon India,
  • 24. •Within a year Biocon had become the first Indian company to export enzymes to the United States and Europe, but progress was slowed as she continued to face skepticism and discrimination •In 2001 Biocon became the first Indian company to gain the approval of the U.S. (FDA) for the manufacture of a cholesterol-lowering molecule. •Later,Unilever agreed to sell its shareholding in Biocon to Indian promoters making biocon an independent entity.
  • 25. •Profits jumped in 2003 a, making i the first company worldwide to develop Human insulin •Biocon’s stock-market value skyrocketed, and Mazumdar with a nearly 40-percent stake in the company, became the richest woman in India. •She received numerous awards like •2000- “Technology Pioneer” •2002-Best enterpreneur •2004-Businesswoman of the year by the Economic Times •2005-Padma Bhushan Award for her pioneering work in industrial biotechnology.
  • 26. •Today, thanks to her leadership, Biocon is having Asia's largest insulin and statin facilities •Very well stated by her, biocon tag line-” The difference lies in our DNA”
  • 27. PERSONALITY •High self esteem •Risk Taker •High on concietousness •High on agreeableness •High on emotional stability •Convincing and flexible • Inclusive, team-building leadership style , problem solving and decision making.
  • 28.  Women are more likely to describe their jobs as “transformational,” getting subordinates to transform their own selfinterest into the interest of the group through concern for a broader goal.  Men are more likely to describe their jobs as “transactional,” a series of transactions with subordinates. They exchange rewards for services rendered or punishment for inadequate performance.
  • 29.  Women tend to see their  Men tend to see their power as coming from personal characteristics such as charisma, interpersonal skills, hard work, or personal contacts. power as coming from their organizational position and formal authority
  • 30.  Women tend to score higher in orientation towards production (strong pursuit of achievement, holding high expectations for self and others) and the attainment of results.  Men tend to score higher on scales assessing an orientation towards strategic planning and organizational vision.
  • 31.  Women tend to score higher on people-oriented leadership skills.  Men tend to score higher on businessoriented leadership skills.
  • 32. Impact on organization
  • 33. Impact on organization
  • 34. •Leader behavior determines follower perceptions, which are associated with positive or negative outcomes. •Outcomes such as success can also serve to shape follower perceptions. General Model: Leader Behavior Follower Perceptions Individual, Group, and Organizational Outcomes
  • 35. •Identical behavior from men and women is interpreted differently. •Perceivers attach different labels to the same behaviors enacted by men and women. •One reason is because of gender stereotypes.
  • 36. Gender-based stereotypes include beliefs about: • expected interpersonal behavior • the types of roles or jobs best suited for men and women. Everyone (or nearly everyone) engages in stereotyping.
  • 37. Stereotyping, glass ceilings and glass walls continue to limit the participation of women in the top ranks of organizations and in occupations not dominated by women. Glass ceiling A metaphorical transparent barrier that keeps women from rising above a certain level in organizations as a result of discrimination (e.g., denying them access to developmental opportunities) that decreases their upward mobility. Glass walls Barriers that channel women into staff/support positions rather than allowing them to move to positions of responsibility that directly contribute to the profitability of the organization
  • 38. Measures
  • 39. Conclusion Don't judge anyone with their gender appreciate his or her caliber……!!