The document discusses various theories of leadership, including:
1. Trait theory, which describes leadership in terms of inherent personal traits or characteristics. However, research has failed to identify universal leadership traits.
2. Behavioral theory, which focuses on observable leadership behaviors rather than traits. This includes consideration for subordinates and initiating structure.
3. Contingency theory, which emphasizes that effective leadership depends on matching a leader's style to the demands of the specific situation. A leader's effectiveness is contingent on follower, group, and environmental factors.
Emergent leaders, the ones that get noticed, promoted and pampered in their organizations, typically exhibit strong self-confidence, decisiveness, and visionary thinking – which are not bad things. These characteristics are related to charisma. Too much might be as unacceptable as too little, though. Charisma has a dark side; it is linked to narcissism, and narcissism comes with disastrous side effects.
Multiple studies have revealed that it is humility in leadership that ensures results, productivity and effectiveness of an organization. Humility is a personality trait that is not glamorous at all, and often overlooked. Yet, it seems what many companies are missing in their endeavors to face and cope with the exigencies the 4th industrial revolution is presenting. According to their conversation on leadership 4.0 at the World Economic Forum’s annual meeting of the new champions, working with millennials, leaders say humility works better than bossing around (Vanham, 2019). Today, there are fewer possibilities for dysfunctional narcissistic leaders to mask or coat their misconduct. It is a huge opportunity for HR departments to make identifying humble leaders and developing humility in charismatic leaders a priority.
How the leaders of the US Navy and the rock band U2 connected with people so everyone wanted to gave their best efforts and align their behavior with group goals.
Emergent leaders, the ones that get noticed, promoted and pampered in their organizations, typically exhibit strong self-confidence, decisiveness, and visionary thinking – which are not bad things. These characteristics are related to charisma. Too much might be as unacceptable as too little, though. Charisma has a dark side; it is linked to narcissism, and narcissism comes with disastrous side effects.
Multiple studies have revealed that it is humility in leadership that ensures results, productivity and effectiveness of an organization. Humility is a personality trait that is not glamorous at all, and often overlooked. Yet, it seems what many companies are missing in their endeavors to face and cope with the exigencies the 4th industrial revolution is presenting. According to their conversation on leadership 4.0 at the World Economic Forum’s annual meeting of the new champions, working with millennials, leaders say humility works better than bossing around (Vanham, 2019). Today, there are fewer possibilities for dysfunctional narcissistic leaders to mask or coat their misconduct. It is a huge opportunity for HR departments to make identifying humble leaders and developing humility in charismatic leaders a priority.
How the leaders of the US Navy and the rock band U2 connected with people so everyone wanted to gave their best efforts and align their behavior with group goals.
Participating leadership, delegation, empowermentYen LE
understand how leaders make decisions, share power to subodinates and empower members of organization in three aspects: Participative Leadership, Delegation, and Empowerment.
SA #1 What is Ekman Divergence Wherewhat are three location.docxrtodd599
SA #1: What is Ekman Divergence? Where/what are three locations/conditions
where this phenomenon occurs in the ocean? What physical oceanographic
phenomenon is a consequence of divergence? What sort of biological response
is also frequently associated with divergence?
SA #3: Consider sunlight striking planet Earth and the energy that subsequently
radiates back to space. Describe what kind of light enters and leaves the Earth.
Are these two energy fluxes in balance at all locations on Earth? Are they in
balance on average? What role does the ocean play in the movement of energy
at Earth’s surface?
1.
Global Leadership 2019-2020
Under Guidance from Dr. Sriram Rajagopalan
LDR 6145
Northeastern University
Table of Contents
Global Leadership Success Through Emotional and Cultural Intelligences.....................................5
The Global Leadership of Carlos Ghosn at Nissan.........................................................................17
Gojo Industries: Aiming for Global Sustainability Leadership.........................................................29
Leadership in a Globalizing World..................................................................................................41
Regional Strategies for Global Leadership.....................................................................................85
Rising Costs of Bad Leadership.....................................................................................................99
Learning to Manage Global Innovation Projects...........................................................................103
Global Leadership 2019-2020 LDR 6145
Under Guidance from Dr. Sriram Rajagopalan Northeastern University
2.
Global leadership success through emotional and
cultural intelligences
Ilan Alon, James M. Higgins*
Roy E. Crummer Graduate School of Business, Rollins College, 1000 Holt Ave-2722, Winter Park, FL 32789,
USA
Abstract Culturally attuned and emotionally sensitive global leaders need to be
developed: leaders who can respond to the particular foreign environments of
different countries and different interpersonal work situations. Two emerging
constructs are especially relevant to the development of successful global leaders:
cultural and emotional intelligences. When considered under the traditional view of
intelligence as measured by IQ, cultural, and emotional intelligences provide a
framework for better understanding cross-cultural leadership and help clarify
possible adaptations that need to be implemented in leadership development
programs of multinational firms. This article posits that emotional intelligence (EQ),
analytical intelligence (IQ), and leadership behaviors are moderated by cultural
intelligence (CQ) in the formation of global leadership success.
D 2005 Kelley School of Business, Indiana University. All rights reserved.
bBut when a prince acquires the sovereignty of a
country differing from his own .
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
Leadership ideas for HR PROFESSIONALS .
In This presentations essential and vital leadership concepts are outlined.
if you like it least you could do i s to share so please and share it
Leaders are readers and readers are only leaders.Therefore please read my latest e book in amazon.com.amazon.in.The Invisible hand -How to reward employees...
Leadership is not about leader it has followers' influence, and situations and leader's own personality.
how to grip these ? read here
A good leader must have courage ,conviction, and clarity of the vision besides sound knowledge, and wisdom.People rally around leaders because of trust
CEO Branding: Why, When and How to Use the CEO in Corporate CommunicationFINN
Research shows that the impact of the CEO in internal and external communication can hardly be overestimated. For stakeholers, "his master's voice" is the most credible and reliable source to learn about a company's strategy, mission, values and culture.
And corporate communications teams are clearly taking note. As is evident from the way companies like Twitter, Square and Microsoft position their chief executives Jack Dorsey and Satya Nadella, companies are working hard to leverage the full star power of their CEOs to get their strategic messages out.
FINN presents its framework for using the CEO in corporate communication, along with practical tips to start creating a useful and compelling CEO brand that aligns with the overall corporate communication strategy.
Participating leadership, delegation, empowermentYen LE
understand how leaders make decisions, share power to subodinates and empower members of organization in three aspects: Participative Leadership, Delegation, and Empowerment.
SA #1 What is Ekman Divergence Wherewhat are three location.docxrtodd599
SA #1: What is Ekman Divergence? Where/what are three locations/conditions
where this phenomenon occurs in the ocean? What physical oceanographic
phenomenon is a consequence of divergence? What sort of biological response
is also frequently associated with divergence?
SA #3: Consider sunlight striking planet Earth and the energy that subsequently
radiates back to space. Describe what kind of light enters and leaves the Earth.
Are these two energy fluxes in balance at all locations on Earth? Are they in
balance on average? What role does the ocean play in the movement of energy
at Earth’s surface?
1.
Global Leadership 2019-2020
Under Guidance from Dr. Sriram Rajagopalan
LDR 6145
Northeastern University
Table of Contents
Global Leadership Success Through Emotional and Cultural Intelligences.....................................5
The Global Leadership of Carlos Ghosn at Nissan.........................................................................17
Gojo Industries: Aiming for Global Sustainability Leadership.........................................................29
Leadership in a Globalizing World..................................................................................................41
Regional Strategies for Global Leadership.....................................................................................85
Rising Costs of Bad Leadership.....................................................................................................99
Learning to Manage Global Innovation Projects...........................................................................103
Global Leadership 2019-2020 LDR 6145
Under Guidance from Dr. Sriram Rajagopalan Northeastern University
2.
Global leadership success through emotional and
cultural intelligences
Ilan Alon, James M. Higgins*
Roy E. Crummer Graduate School of Business, Rollins College, 1000 Holt Ave-2722, Winter Park, FL 32789,
USA
Abstract Culturally attuned and emotionally sensitive global leaders need to be
developed: leaders who can respond to the particular foreign environments of
different countries and different interpersonal work situations. Two emerging
constructs are especially relevant to the development of successful global leaders:
cultural and emotional intelligences. When considered under the traditional view of
intelligence as measured by IQ, cultural, and emotional intelligences provide a
framework for better understanding cross-cultural leadership and help clarify
possible adaptations that need to be implemented in leadership development
programs of multinational firms. This article posits that emotional intelligence (EQ),
analytical intelligence (IQ), and leadership behaviors are moderated by cultural
intelligence (CQ) in the formation of global leadership success.
D 2005 Kelley School of Business, Indiana University. All rights reserved.
bBut when a prince acquires the sovereignty of a
country differing from his own .
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
Leadership ideas for HR PROFESSIONALS .
In This presentations essential and vital leadership concepts are outlined.
if you like it least you could do i s to share so please and share it
Leaders are readers and readers are only leaders.Therefore please read my latest e book in amazon.com.amazon.in.The Invisible hand -How to reward employees...
Leadership is not about leader it has followers' influence, and situations and leader's own personality.
how to grip these ? read here
A good leader must have courage ,conviction, and clarity of the vision besides sound knowledge, and wisdom.People rally around leaders because of trust
CEO Branding: Why, When and How to Use the CEO in Corporate CommunicationFINN
Research shows that the impact of the CEO in internal and external communication can hardly be overestimated. For stakeholers, "his master's voice" is the most credible and reliable source to learn about a company's strategy, mission, values and culture.
And corporate communications teams are clearly taking note. As is evident from the way companies like Twitter, Square and Microsoft position their chief executives Jack Dorsey and Satya Nadella, companies are working hard to leverage the full star power of their CEOs to get their strategic messages out.
FINN presents its framework for using the CEO in corporate communication, along with practical tips to start creating a useful and compelling CEO brand that aligns with the overall corporate communication strategy.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Memorandum Of Association Constitution of Company.ppt
Leaderhip in organisations
1. LEADERSHIP MAY BE DEFINED AS THE
ART OF INFLUENCING & INSPIRING
SUBORDINATES TO PERFORM THEIR
DUTIES WILLINGLY, COPETENTLY &
ENTHUSIASTICALLY TO ACHIEVE THE
ORG. OBJECTIVES.
2. LEADERSHIP IS NOT AN ATTRIBUTE IN
BUSINESS ALONE. IT IS REQUIRES IN
OUR ALL FIELDS OF ACTIVITIES.
IN FACT, ALL MANAGERS ARE
BUSINESS LEADERS
THOUGH MANAGEMENTS RELIES ON
FORMAL POSITION POWER TO
INFLUENCE PEOPLE, WHEREAS
LEADERSHIP STEMS FROM SOCIAL
INFLUENCE PROCESS.
3. ,IT IS IMPORTANT TO HAVE THE
ELEMENT OF WILLINGNESS IN THE
ABOVE DEFINATION.
LEADERSHIP MAY BE DEFINED AS
UNDER:
L = F (f.g.w.s ).
WHERE LEADERSHIP (L) IS A FUNCTION
OF (F) OF f= follower,
g= goal, w= measure of willingness,
S= a given situation.
4. THE FORMAL LEADERSHIP OCCURS,
WHEN A PERSON IS APPOINTED OR
ELECTED AS AN AUTHORITY FIGURE.
THE INFORMAL LEADERSHIP OCCURS
WHEN A PERSON USES HIS
INTERPERSONAL INFLUENCE IN A
GROUP WITHOUT A DESIGNATED
AUTHORITY OR POWER.
THESE LEADERS EMERGE IN CERTAIN
SITUATIONS, BECAUSE OF THEIR
CHARM, INTELLIGENCE, SKILLS OR
OTHER TRAITS.
5. RELIGIOUS LEADERS & CIVIC LEADERS
FIT INTO THIS CATEGORY.
SUCCESSFUL MANAGERS WHO
EXERCISE THEIR GIVEN AUTHORITY IN
A FORMAL WAY ARE ALSO CAPABLE
OF EXERCISING INFORMAL
LEADERSHIP RELATIONSHIPS WITH
PEOPLE WITHIN & OUTSIDE THE
ORGANISATIONS.
7. 10. SOCIABILITY.
11. TACT & DIPLOMACY.
12. MORAL COURAGE & INTEGRITY.
13. WILL POWER & FLEXIBILITY.
14. EMOTIONAL STABILITY.
15. HUMAN-RELATIONS.
16. NEVER GIVE-UP APPROACH.
17. VISIONARY.
18. TEAM-BUILDER.
19. ASSERTIVENESS.
20. STAR PERFORMER
8. THE TRAIT THEORY IS PRIMARILY
BASED ON THE TRADITIONAL
APPROACH, WHICH DESCRIBES
LEADERSHIP IN TERMS OF CERTAIN
PERSONAL & SPECIAL
CHARACTERISTICS.
THIS IS NOT ACQUIRED BY
KNOWLEDGE & TRAINING, BUT ARE
CONSIDERED INHERITED.
SOME OF THE INBORN TRAITS ARE
CONSIDERED TO BE INTELLIGENCE,
9. UNDERSTANDING, PERCEPTION, HIGH
MOTIVATION, SOCIO-ECONOMIC
STATUS, INITIATIVE, MATURITY, NEED
FOR ACTUALIZATION, SELF-ASSURANCE
& INTERPERSONAL HUMAN
BEHAVIOUR.
AS PER STUDY OF STUDY OF
JENNINGS, ‘’ FIFTY YEARS OF STUDY
HAVE FAILED TO PRODUCE ONE
PERSONALITY TRAIT THAT COULD
DISCRIMINATE LEADERS & NON-
LEADERS.’’
10. SOME OF THE WEAKNESSES OF TRAIT
THEORY COULD BE INDICATED AS
UNDER:
1. ALL TRAITS ARE NOT IDENTICAL
WITH REGARD TO ESSENTIAL
CHARACTERISICS.
2. SOME TRAITS COULD BE
ACQUIRED BY TRAINING & MAY NOT
BE INHERITED.
11. 3. IT DOESNOT IDENTIFY, WHICH ARE
IMPORTANT OR LESS-IMPORTANT FOR
A SUCCESSFUL LEADER.
4. THE TRAITS REQUIRED TO ‘’ATTAIN’’
LEADERSHIP MAY NOT BE SAME TO ‘’
SUSTAIN’’ IT.
5. REASON FOR LEADERSHIP FAILURES.
6. THE MANY TRAITS FOUND IN LEADERS
ARE ALSO FOUND IN FOLLOWERS.
12. 7. IT IGNORES THE ENVIRONMENTAL
FACTORS.
8. IT IS DIFFICULT TO DESCRIBE IN
ABSOLUTE TERMS.
FOR EXAMPLE: INTELLIGENCE COULD
BE MEASURED BY IQ.
9. THE EXTENT & INFLUENCE OF
TRAITS, DEPENDS UPON THE LEVEL
OF LEADERSHIP IN ORGANISATION.
13. THIS REFLECTS THE INDIVIDUALS ACTS
MORE THAN HIS TRAITS.
THE LEADERSHIP EFFECTIVENESS IS
INDICATED IN TERMS OF LEADER-
SUBORDINATE INTERACTION &
OUTCOME.
RESEARCH CONDUCTED BY KATD,
MACCOBY & MORSE INDICATES THAT
LEADERSHIP BEHAVIOUR COULD BE
DEFINED ALONG EMPLOYEE CENTRIC
& PRODUCTION-CENTRIC DIMENSIONS.
14. FURTHER TO THIS STUDIES WERE
CONDUCTED AT OHIO-STATE
UNIVERSITY.
IT INDICATES TWO-PARTICULAR
FACTORS AFFECTING THE LEADERSHIP
DIMENSION:
A. CONSIDERATION: IT REFERS TO
THE EXTENT THERE IS RAPPORT
BETWEEN THE LEADER & THE GROUP,
A MUTUAL WARMTH & TRUST,
CONCERN FOR MEMBERS,
PARTICIPATIVE MANAGEMENT.
15. B. INITIATING STRUCTURE: IT REFERS
TO THE EXTENT A LEADER IS TASK-
ORIENTED & HIS ABILITY & CONCERN
IN UTILIZING RESOURCES &
PERSONNEL AT OPTIMUM-LEVEL.
IT INVOLVES CREATING AN
ENVIRONMENT, SO THAT THE WORK
OF THE GROUP IS ORGANISED,
COORDINATED, SEQUENTIAL &
ORGANISATIONALLY RELEVANT TO
THE PEOPLE.
16. HIGH
HIGH
LOW STRUCTURE
STRUCTURE &
AND HIGH
HIGH
CONSIDERATION
CONSIDERATION
LOW STRUCTURE HIGH STRUCTURE
& LOW & LOW
LOW CONSIDERATION CONSIDERATION
(COMS)
LOW HIGH (IS)
17. THUS A MANAGER WITH HIGH
STRUCTURE & HIGH CONSIDERATION
RATES USUALLY HIGH IN DIRECTING
& CONTROLLING HIS SUBORDINATES
& HAS A HIGH-LEVEL OF CONCERN &
WARMTH TOWARDS THEIR
EMPLOYEES.
SUBORDINATES HAVE FEWER
GRIEVANCES, MORE SATISFIED & STAY
LONGER IN THE ORGANISATION.
18. THERE IS ALSO EVIDENCE THAT
SUCH MANAGERS, WHO EXHIBITE
HIGH-LEVEL OF BOTH CONSIDERTION &
INITIATING STRUCTURE GENERATE
HIGH LEVELS OF SUBORDINATE
PERFORMANCE.
BOTH THE DIMENSIONS ARE
TANGIBLE & OBSERVABLE & DO
ACCOUTS FOR THE LEADERSHIP
BEHAVIOUR.
19. IT IS AN EXTENSION OF THE
BEHAVIOURAL THEORY REPRESENTED
BY MANAGERIAL GRID.
IT WAS DEVELOPED BY ROBERT
BLAKE & JANE MOUTON.
THEY HAVE DEVELOPED TWO
PRIMARY CONCERNS IN
ORGANISATIONS, NAMELY, THE
CONCERN FOR PRODUCTON &
CONCERN FOR PEOPLE.
20. IT IS UNDERSTOOD THAT A HIGH
CONCERN FOR PRODUCTION
NECESSARY MEANT LOW CONCERN
FOR PEOPLE.
HOWEVER, THE GRID MODEL
EMPHASISED ON INTEGRATING BOTH
CONCERNS TO ACHIEVE THE ORG.
OBJECTIVES & THEY ARE
COMPLEMENTARY TO EACH OTHER.
21. ACCORDING TO RAO & NARAYANA,’’
THE CONCERN FOR PRODUCTION IS
NOT LIMITED TO THINGS ONLY &
CONCERN FOR PEOPLE CANNOT BE
CONFINED TO NARROW
CONSIDERATIONS OF INTERPERSONAL
WARMTH & FRIEDLINESS.
PRODUCTION CAN BE MEASURED IN
TERMS OF CREATIVE IDEAS OF PEOPLE
THAT TURN INTO USEFUL PRODUCTS,
PROCESSES, PROCEDURES & EFFICIENCY
ETC.
22. SIMILARILY, CONCERN FOR PEOPLE
INDICATES THE DEGREE OF PERSONAL
COMMITMENT TO THE WORK
REQUIREMENTS ASSIGNED TO EACH
PERSONS.:
1. ACCOUTABILITY BASED ON TRUST.
2. ABSENCE OF FEAR-PSYCHOSIS.
3. SENSE OF JOB-SECURITY.
4. HEALTHY WORKING CLIMATE.
23. THE MANAGEMENT GRID IS BUILT ON
TWO-AXIS, ONE REPRESENTING THE
‘’PEOPLE’’ & OTHER REPRESENTING
THE ‘’ TASK.’’
BOTH THE HORIZONTAL & VERTICAL
AXIS ARE TREATED IN A SCALE
FROM (1-9), WHERE (1) REPRESENTS
THE LEAST INVOLVEMENT & (9)
REPRESENTS MAXIMUM INVOLVEMENT.
24. THE MANAGERIAL GRID DIAGRAM AS
SHOWN IN THE NEXT SLIDE COULD
BE INTERPRETED AS UNDER:
1. COORDINATES(1,1): THIS REPRESENT
AN IMPOVERISHED MANAGEMENT &
THE MANAGER MAKES MINIMUM
EFFORTS TO GET THE WORK DONE.
2. COORDINATES(9,1): EXCELLENT
WORK DESIGN, WELL-ESTABLISHED
PROCEDURES & EFFICIENT
OPERATIONS.
25. 9 (1,9)
(9,9)
8
Concern
For 7
people
6
5 (5,5)
4
3
2
1 (1,1) (9,1)
Concern for production
1 2 3 4 5 6 7 8 9
26. 3. COORDINATES(1,9): MEANINGFUL
RELATIONSHIP WITH PEOPLE.
FRIENDLY ATMOSPHERE & HIGH
MORALE. POOR WORK-DESIGN.
4. COORDINATES(9,9): ULTIMATE IN
MANAGERIAL EFFICIENCY.
THOROUGHLY DEDICATED PEOPLE.
POPULARLY KNOWN FOR TEAM-WORK.
RELATIONSHIPS BASED ON TRUST &
RESPECT FOR EACH OTHER.
27. 5. COORDINATES(5,5): KNOWN FOR
MIDDLE – OF-ROAD MANAGEMENT
STYLE.
IT IS CONCERNED WITH BALANCING
THE NECESSITY TO GET THE WORK
DONE, WHILE MAINTAINING THE
EMPLOYEES AT AN APPRECIABLE
LEVEL.
THE GOAL IS TO ACHIEVE ADEQUATE
ORG. PERFORMANCE.
28. THE MANAGERIAL GRID PROVIDES
INDICATIONS OF THE HEALTH OF
THE ORGANISATION & THE ABILITY
OF MANAGERS.
THE MODEL INDICATES THAT (9,9) IS
THE MOST EFFECTIVE STYLE OF MGT.
AS SUCH, MGT. DO APPROACH FOR
ACHIEVING THIS STYLE AT THE
EARLIEST.
THOUGH IT LACKS EMPIRICAL
EVIDENCES.
29. THE ANALYSIS OF LEADERSHIP
INVOLVES NOT THE INDIVIDUAL
TRAITS & BEHAVIOUR BUT ALSO
FOCUSES ON THE SITUATION.
THE LEADERSHIP BEHAVIOUR IS USED
IN COMBINATION WITH WORK-GROUP
CONTINGENCIES TO PREDICT
PERFORMANCE OUTCOMES.
THE EFFECTIVENESS OF LEADERSHIP
BEHAVIOUR IS CONTINGENT UPON
THE DEMANDS OF THE SITUATION.
30. DIFFEENT TYPES OF SITUATIONS IN
WHICH LEADERSHIP IS EXERCISED
DEMAND DIFFERENT CHARACTERISTICS
& BEHAVIOURS, BECAUSE EACH TYPE
OF LEADER FACES DIFFERENT
SITUATIONS.
SIMILARILY, A SUCCESSFUL LEADER
UNDER ONE SET OF CIRCUMSTANCES
MAY BE A FAILURE UNDER A
DIFFERENT SET OF CONDITIONS.
32. FOR EXAMPLE: WINSTON CHURCHILL
WAS CONSIDERED A VERY
SUCCESSFUL PRIME MINISTER &
EFFECTIVE LEADER OF ENGLAND
DURING WORLD-WAR –II.
IT IS CONSIDERED AS A
SITUATIONAL APPROACH THEORY OF
LEADERSHIP IN TERMS OF HIS
ABILITY TO HANDLE THE SITUATION,
BASED ON LEADERSHIP SKILLS.
33. A HYPOTHETICAL SITUATION MAY BE
CONSIDERED, WHICH IS DEVELOPED BY
ROBERT A. BARON:
THE TOP EXECUTIVES OF A LARGE
CORPORATION WERE GOING IN THEIR
LIMOUSINE TO MEET THE PRESIDENT
OF ANOTHER LARGE COMPANY AT
SOME DISTANCE.
ON THE THEIR LIMOUSINE BREAKS
DOWN.
34. WHO TOOK THE CHARGE OF THE
SITUATION?
GUESS?
DRIVER OF THE CAR.
THE LIMOUSINE STARED & HE GIVE
ORDERS TO THESE TOP ECHELONS OF
THE ORGANISATION, WHO COMPLIED.
THEY ARRIVED AT THE MEETING &
THE DRIVER SURRENDERS HIS
AUTHORITY & BECOMES SOBORDINATE
ONCE AGAIN.
35. THE EXAMPLE SUGGESTS THAT IN A
GIVEN SITUATION, THE PERSON MOST
LIKELY TO ACT AS A LEADER IS ONE
WHO IS MOST COMPETENT TO
HANDLE SUCH SITUATIONS.
ACCORDING TO WALLACE, THERE
ARE FOUR CONTINGENCY VARIABLES:
1. LEADERS CHARACTERISTICS.
2. SUB. CHARACTERISTICS.
3. GROUP CHARACTERISTICS.
4. ORG. STRUCTURE CHARACTS.
36. THESE ARE THREE VARIABLES:
1. LEADER-MEMBER RELATIONS.
2. TASK-STRUCTURE &
3. LEADER’S POSITIONAL POWER.
37. THIS RELATIOSHIP REFLECTS THE
EXTENT TO WHICH FOLLOWERS HAVE
CONFIDENCE & TRUST IN THEIR
LEADERSHIP ABILITIES.
A SITUATION IN WHICH THE LEADER-
MEMBER ARE RELATIVELY GOOD WITH
MUTUAL TRUST & OPEN
COMMUNICATIONS, IS MUCH EASIER
TO MANAGE THAN A SITUATION
WHERE RELATIONS ARE STRAINED.
38. IT MEASURES THE EXTENT TO WHICH
THE TASK PERFORMED BY THE
SUBORDINATES ARE SPECIFIED &
STRUCTURED.
IT INVOLVES CLARITY OF GOALS,
ESTABLISHED STEPS TO COMPLETE
THE TASK.
THE CHANCES OF AMBIGUITY IS
MINIMISED, AS TO HOW THE JOBS
ARE TO BE PERFORMED.
39. IT REFLECTS THE LEGITIMATE POWER
INHERENT IN THE LEADER’S ORG.
POSITIONS.
IT REFERS TO THE DEGREE TO
WHICH A LEADER CAN MAKE
DECISIONS ABOUT ALLOCATION OF
RESOURCES, REWARDS & SANCTIONS.
LOW POSITION POWER INDICATES
LIMITED AUTHORITY.
A POSITION POWER GIVES THE
RIGHTS TO CONTROL THE SITUATIONS.
40. THE MOST FAVOURABLE SITUATION
FOR A LEADER WOULD BE INDICATED
AS UNDER:
1. GROUP RELATIONS ARE POSITIVE.
2. TASK HIGHLY STRUCTURED.
3. LEADER’S WITH SUBSTANTIAL
POWER.
41. THE LEADERSHIP MODEL PROPOSED BY
FIEDLER’S MEASURES THE LEADERSHIP
ORIENTATION & EFFECTIVENESS WITH
A DIFFERENTIAL ATTITUDE SCALE
WHICH MEASURES THE LEADERSHIP
ESTEEM FOR THE LEAST PREFERED CO-
WORKER.(LPC).
THE EXHIBITS A SITUATION WHERE A
LEADER WOULD LIKE TO WORK WITH
THE PERSON UNDER CONSIDERATION.
42. FOR EXAMPLE: A LEADER WOULD
DESCRIBE HIS LPC IN A FAVOURABLE
WAY WITH REGARD TO FACTORS LIKE,
FRIENDSHIP, WARMH, HELPFULNESS &
ENTHUSIASM ETC.
IN GENERAL, A HIGH LPC LEADER IS
MORE RELATONSHIP-ORIENTED THAN
A LOW-SCORE LEADER IS MORE
TASK-ORIENTED.
43. CONTINGENCY THEORY OF
LEADERSHIP ATTEMPTS TO ACCOUT
SYSTEMATICALLY FOR ANY
RELATIONSHIP BETWEEN SITUATIONAL
FACTORS & LEADERSHIP EFECTIVENESS.
FRED FIEDLER WAS ONE THE
EARLIEST PROPONENTS OF LEADERSHIP
MODEL, WHICH ACCOUTED FOR
SITUATIONAL FACTORS.
44. A HIGH LPC LEADER IS MOST
EFFECTIVE WHEN THE SITUATION IS
REASONBLY STABLE & REQUIRES ONLY
MODERATE DEGREE OF CONTROL.
THE EFFECTIVENESS DEPENDS ON THE
MOTIVATIONAL LEVEL OF THE GROUP
MEMBER’S & FOCUSSED TOWARDS
GOAL OF THE ORG.
A LOW LPC LEADER WOULD EXERT
MORE PRESSURE ON THEIR SUB. FOR
GOAL ACHIEVEMENTS.( BASED ON
RULES & PROCEDURES).
45. HE SITUATION CAN BE MADE MORE
FAVOURABLE BY ENHANCING
RELATIONS WITH SUBS., BY
CHANGING THE TASK STRUCTURE &
GAINING SOME FORMAL POWER
WHICH COULD BE USED TO INDUCE A
MORE CONDUCIVE WORK-SETTINGS
BASED ON PERSONAL LEADERSHIP
STYLE.
TRG. PROG. ON ‘’ LEADERS MATCH’,
WAS DEVELOPED BY FIEDLERS.
46. THE SPECIFIC LEADERSHIP STYLE,
WHICH IS MOST EFFECTIVE IS
CONTINGENT UPON TWO-
SITUATIONAL FACTORS:
1. CHARCTERISTICS OF SUBORDINATES:
THE LEADERSHIP STYLE SELECTED BY
THE LEADER SHOULD BE COMPATIBLE
WITH THE ABILITY, EXPERIENCE,
NEEDS, MOTIVATIONS & PERSONALITIES
OF THE FOLLOWERS.
47. FOR EXAMPLE: SUBS. WHO PERCEIVE
THEIR OWN ABILITY TO BE HIGH
WOULD NOT APPRECIATE A
DIRECTIVE APPROACH WOULD BE
MOTIVATED BY A SUPPORTIVE
LEADERSHIP STYLE.
SIMILARILY, THE PEOPLE WHO
BELIEVE THAT WHAT HAPPENS TO
THEM IS A RESULT OF THEIR OWN
BEHAVIOUR.
48. SUCH PEOPLE PREFER THE
PARTICIPATIVE LEADRSHIP STYLE.
ON THE OTHERHAND, PEOPLE
BELIEVING IN CHANCE FACTORS OR
LUCK, PREFER DIRECTIVE LEADERSHIP.
49. THEY ARE BEYOND THE CONTROL OF
SUBS. BUT ARE SIGNIFICANT IN
AFFECTING THEIR SATISFACTION OR
ABILITY TO PERFORM EFFICIENTLY.
THESE INCLUDES THE STRUCTURE OF
WORK-TASKS, OPENNESS IN
COMUNICATION, EXTENT OF
FEEDBACK, FORMAL AUTHORITY
SYSTEM & THE NATURE OF
INTERACTION WITHIN THE GROUP.
50. IF THE TASK IS OF ROUTINE NATURE
& WELL-STRUCTURED, THE ORG.
AUTHORITY IS FORMAL & GROUP
NORMS ARE RESPECTED & IN SUCH
CASES DIRECTIVE LEADERSHIP WOULD
BE UNDESIRABLE.
AS SUCH, IT IS SUGG.ESTED THAT THE
LEADERSHIP, WHICH MOTIVATES SUBS.
TO COPE WITH THE
ENVIRONMENTAL UNCERTAINITIES.
51. IT IS CLASSIFIED ACCORDING TO THE
PHILOSOPHY OF THE LEDERS.
THE ‘’STYLE’’, IS RELATIVELY
ENDURING SET OF BEHVIOURS, WHICH
IS THE CHARACTERISTIC OF THE
INDIVIDUAL, REGARDLESS OF THE
SITUATION.
THE FOLLOWING ARE THE SPECIFIC
LEADERSHIP STYLES:
52. 1. AUTOCRATIC OR DICTATORIAL
LEADERSHIP.
2. PARTICIPATIVE OR DEMOCRATIC
LEADERSHIP.
3. LASSEZ-FAIRE OR FREE-REIN
LEADERSHIP.
4. CHARISMATIC.
5. TRANSFORMATIONAL LEADERSHIP.
53. SUCH LEADERSHIP ASSUMES FULL
RESPONSIBILITY FOR ALL ACTIONS &
THE DECISION-MAKING REMAINS
HIGHLY CENTRALISED.
THE SUBS. ARE REQUIRED TO
IMPLEMENT INSTRUCTIONS OF THE
LEADERS WITHOUT QUESTIONS.
THEY ARE ENTIRELY DEPENDED ON
THE LEADERS & OUTPUTS SUFFERS IN
THE ABSENCE OF LEADERS.
54. IT RANGES FROM A VERY TOUGH &
DICTATORIAL TO PATERNALISTIC
APPROACH, WHICH IS EITHER THREAT
& PUNISHMENT OR APPRECIATION &
REWARDS.
IN A HIGHLY AUTOCRATIC
SITUATIONS, THE SUBS. DEVELOP A
SENSE OF INSECURITY, FRUSTRATION,
LOW-MORALE & THEY INDUCE TO
AVOID RESPONSIBILITY, INITIATIVE &
INNOVATIVE BEHAVIOUR.
55. IN SUCH LEADERSHIP SUBS, ARE
CONSULTED & FEEDBACK TAKEN,
BEFORE A DECISION IS TAKEN THE
LEADER.
THE LEADER’S JOB IS PRIMARILY
MODERATION, EVEN THOUGH HE
MAKES THE FINAL DECISION.
THE MANAGEMENT RECOGNISES
THAT THE SOBS. ARE EQUIPPED WITH
TALENTS & ABILITIES & CAPABLE OF
DEMONSTRATE INITIATIVE &
CREATIVITY.
56. THIS ENSURES BETTER MANAGEMENT-
LABOUR RELATIONS, HIGHER MORALE
& GREATER JOB-SATISFACTION.
THIS TYPE OF LEADERSHIP IS
SPECIALLY EFFECTIVE WHEN THE
WORK-FORCE IS EXPERIENCED &
DEDICATED & ABLE TO WORK
INDEPENDENTLY WITH LEAST
DIRECTIVE.
THIS ENSURES PROPER GROWTH &
DVELOPMENT OF ORG. & PERSONALITY.
57. THE FEASIBILITY & USEFULNESS OF
THE PARTICIPATIVE DECISION-MAKING
STYLE IS DEPENDENT ON THE
FOLLOWING FACTORS:
1. IT IS TIME-CONSUMING PROCESS &
THERE SHOULD BE NO URGENCY OF
DECISION.
2. THE COST OF PARTICIPATION OF
SUBS. SHOULD NOT BE MORE THAN
THE BENEFITS DERIVED FROM THEM.
58. 3. THE INPUTS FROM THE SUBS.
SHOULD BE FREE FROM ANY FEAR
OF REPERCUSSIONS.
4. THE PARTICIPATION OF SUBS.
SHOULD NOT BE PERCEIVED AS
THREAT TO THE FORMAL AUTHORITY.
5. CONFIDENTIALITY OF INFORMATION
BE MAINTAINED BY THEM.
59. THIS TYPE OF LEADERSHIP IS
FOCUSSED ON ETHOS OF THE
LEADER’S PERSONALITY & DOESNOT
GIVE DIRECTION, BUT DELEGATES THE
AUTHORITY TO THE SUBS. SO THAT
CAN PLAN, MOTIVATE & CONTROL
OTHERWISE.
THE LEADER ACTS AS A LIAISON
BETWEEN THE GROUP & THE OUTSIDE
ELEMENTS & SUPPLIES MATERIALS &
INFORMATION TO THE GROUP
MEMBERS.
60. THE SUBS. DEVELOPS THEIR OWN
TECHNIQUES FOR ACCOMPLISHING
GOALS WITHIN THE GENERALISED
ORG. POLICIES & OBJECTIVES.
THIS TYPE OF LEADERSHIP IS MOST
EFFECTIVE WHEN THE GROUP
MEMBER’S ARE HIGHLY INTELLIGENT
& ARE FULLY AWARE OF THEIR
ROLES & RESPONSIBILITIES.
THEY HAVE THE REQUISITE SKILLS &
KNOWLEDGE TO ACCOMLISH THESE.
61. THESE TYPE OF LEADERSHIP WOULD
BE VISUALISED IN RESEARCH LABS.
IT CREATES AN ENVIRONMENT OF
FREEDOM & INDIVUALITY & AS WELL
AS TEAM-SPIRIT.
IT IS CREATIVE & WORKS IN
INFORMAL ENVIRONMENT.
PEOPLE ARE HIGHLY MOTIVATE &
ACHIEVEMENT-ORIENTED.
PROBLEMS MAY ARISE DUE TO
DISORGANISED ACTIVITIES &
FRUSTRATION.
62. ONE OF THE MOST SUCCESSFUL
DISCOUNT DEPARTMENT STORES AT
AMERICA IS KNOWN AS WAL-MART
STORES & IS NAMED AFTER ITS
FOUNDER SAM WALTON.
BECAUSE OF THE PHENOMENAL SUCCESS
OF THESE STORES, SAM WALTON
BECAME THE RICHEST MAN IN
AMERICA.
ALSO, BECAUSE OF HIS LEADERSHIP, THE
STORES HAVE ENJOYED CONTINUOUS
GROWTH & EXPANSION.
63. AS SUCH, BY MID-EIGHTIES THE
CHAIN HAD OVER 700 STORES &
INCREASING AT THE RATE OF AN
ADDITIONAL 100-STORES PER YEAR.
IT SALES INCREASED ANNUALLY BY
OVER 35%, & THE PROFITS HAVE
SOARED OVER 40% PER YEAR, EVERY
YEAR SINCE 1975.
SAM WALTON, UNTIL HE DIED IN
1992, TOOK PERSONAL INTEREST IN HIS
EMPLOYEES.
64. HIS MANAGERIAL PHILOSOPHY WAS
TO GET THE RIGHT PEOPLE IN THE
RIGHT PLACES & THEN GIVE
FREEDOM TO BE INNOVATIVE TO
ACCOMPLISH THEIR TASKS.
HE CALLED HIS EMPLOYEES AS
‘’ASSOCIATES’’ & TREATED THEM AS
ASSOCIATES.
AS PER THE COMPANY’S POLICIES,
ALL ASSOCIATES ARE ELIGIBLE FOR
PROFIT-SHARING PLANS & MOTIVATES
THEM.
65. THE MANAGERS OF THE STORES ARE
REQUIRED & ENCOURAGED TO MEET
THEIR EMPLOYEES IN A SOCIAL
SETTINGS TO DISCUSS THEIR
CONCERNS & THE ISSUES OF ORG.
CONTEXT & INTEREST & MAKE THEM
FEEL THAT THEIR INPUTS ARE TAKEN
SERIOUSLY BY THE MANAGEMENT
SAM WALTON HIMSELF LED A VERY
SIMPLE LIFE.
66. HE DID NOT EXHIBIT ANY AURA
ABOUT HIMSELF, GIVING THE
EMPLOYEES A FEELING THAT HE WAS
ONE OF THEM.
HE & HIS EXECUTIVES REGULARLY
TRAVELLED IN COMPANY, AS THE
STORES WERE SITUATED AT VARIOUS
SITES ACROSS THE COUNTRY.
HE MET WITH HIS SALES CLERKS,
STOCK-BOYS & SALES MANAGERS TO
FIND OUT WHICH ITEMS WERE
POPULAR.
67. HE KNEW MOST OF THEM BY THEIR
FIRST NAMES & ADDRESSED THEM SO.
HE INITIATED ‘’ THE EMPLOYEES OF
THE MONTH’’, IN ALL CATEGORIES &
CREATED HONOUR ROLES FOR EACH
SUCCESSFUL STORES.
THIS CREATED INNER COMPETITION
REQUIRING EXTRA EFFORT TO
IMPROVE SALES & SERVICES.
68. HE INITIATED ‘’ EMPLOYEES OF THE
MONTH’’, IN ALL CATEGORIES &
CREATED HONOUR ROLES FOR MORE
SUCCESSFUL STORES.
THIS CREATED A SENSE OF INNER
COMPETITION REQUIRING EXTRA
EFFORT TO IMPROVE SALE & SERVICE.
THIS POLICY GAINED HIGH RESPECT
FOR HIM AS A LEADER.
69. THE ADMINSTATION OF THE
ORGANISATION WAS VERY COST-
CONSCIOUS.
IT ONLY SPENT ABOUT 2% OF SALES
FOR GENERAL ADMINSTRATION
EXPENSES.
IT SHOPS FOR SUPPLIERS AT BARGAIN
PRICES ALL OVER THE WORLD & BUILT
GIANT WAREHOUSES AROUND THE
COUNTRY.
70. THIS HELPED IN BETTER DELIVERY
SYSTEM & REDUCED INVENTORIES AT
THEIR RETAIL STORES.
EACH STORES PREPARES A MONTHLY
FINANCIAL REPORT WHICH COULD BE
STUDIED ON LINE TO REVIEW THE
COSTING PATTERNS.
THE COST SAVINGS ARE PASSED ON
TO THE CUSTOMERS & IN TURN
GENERATES CUSTOMER LOYALTY.
71. WAL-MART SLOGAN OF ‘’ QUALITY YOU
NEED, PRICE YOU WANT’’.
WAL-MART WITH MORE THAN 2000
STORES AT PRESENT WAS FACED
WITH CUT-THROAT COMPETITION
FROM SIMILAR CHAIN OF DISCOUNT
STORES AS K-MART.
HOWEVER, SAM WALTON DID NOT
WORRY ABOUT THE COMPETITION,
BECAUSE HE FELT THAT HIS PEOPLE-
72. ORINTED POLICY & PHILOSOPHY OF
OPERATIONS & COST-CUTTING
EFFORTS, WITHOUT DILUTING THE
QUALITY OF MERCHANDISE WOULD
ALWAYS MEET THE CMPETITION
AHEAD-ON.
73. QUESTION(1): HOW WOULD YOU
DESCRIBE SAM WALTON AS AN
EFFECTIVE-LEADER?
QUESTION(2): WHAT FACTORS, OTHER
THAN THE LEADERSHIP STYLE
CONTRIBUTED TOWARDS THE
SURVIVAL & GROWTH OF THE
ORGANISATION?
JUSTIFY?