SUBMITTED TO:

SUBMITTED BY:

PROF. SHALINI KHANDELWAL

ANANYA GUPTA ANGAD SINGH KALRA NIDHI SHARMA SANDIP SNGH SUNIL GOYAL VIDHI GOYAL

I am more afraid of an army of 100 sheep led by a lion than an army of 100 lions led by a sheep - Talleyrand.

INDEX
1. Leadership 2. Four Factors of Leadership

3. Leadership v/s Management 4. Approaches to Leadership 4.1 Trait Theory 4.2 Behavioristic Approach 4.3 Situational Approach 5. Leadership Development in Infosys 5.1 Nine Pillar Model of Leadership Development @ Infosys 6. Example of Business Leader : Steve Jobs 7. References

LEADERSHIP
"Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen." According to Ken Ogbonnia, "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. Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Leaders carry out leadership 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 below :

Four Factors of Leadership

Leader
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. The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation.

Communication
You lead through two-way communication verbal and non-verbal. 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 buildss the relationship between you and your employees.

Situation
A situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations. You must use your judgment to decide the best course of action and the leadership style needed for each situation Various forces will affect these four factors. Examples of forces are your relationship with your seniors, the skill of your followers, the informal leaders within your organization, and how your organization is organized.

Leadership v/s Management :

Although some managers are able to influence followers to work toward the achievement of organizational goals, the formal authority upon a manager does not necessarily make that individual a leader. Though that individual has authority, but whether or not they are able to influence their subordinates may depend on more that just that authority. The source of ability to influence may be formal m such as that provided by possession of managerial rank in an organization. Because management positions come with some degree of formally designed authority m a person may assume a leadership role simply because of position he/she holds. But not leaders are managers, and similarly, not all managers are leaders. Most teams require a manager to "manage" -- coordinate, schedule, contact, organize-- their affairs. The functions of this role may well be quite different from those of the leader (to motivate followers towards the achievement of team goals). Management roles need not presuppose any ability to influence. A leader, on the other hand, must have the ability to influence other team members. Organizations need strong leadership and strong management for optimal effectiveness. In todays dynamic world , we need leaders to challenge the status quo , to create visions of the future and to inspire organizational members to want to achieve the visions.

Group leadership
In contrast to individual leadership, some organizations have adopted group leadership. In this situation, more than one person provides direction to the group as a whole. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing.

APPROACHES TO LEADERSHIP
TRAITS APPROACH BEHAVIORISTIC APPROACH SITUATIONAL APPROACH

TRAIT THEORY
A leader is defined in terms of the possession of such traits as intelligence, personal attractiveness, self-confidence, confidence on others, honesty and integrity, vision, warmth and conviction. They are also believed to be energetic, ambitious and having a desire to lead others. Trait Theories of Leadership are the theories that consider personal qualities and characterstics that differentiate leaders from non-leaders. Trait Theories assume that leaders are born rather than made.

BEHAVIOURISTIC APPROACH
Behavioral Theories of Leadership are theories proposing that specific behaviors differentiate leaders from nonleaders. If behavioral studies were turn up critical behavioral determinants of leadership m we could train people to be leaders. However , if there were specific design programs that implanted these behavioral patterns in individuals who desired to be effective leaders. If training worked , we could have an infinite supply of effective leaders.

STUDY
OHIO STATE STUDIES UNIVERSITY OF MICHIGAN STUDIES BLAKE & MOUTON STUDY

TASK FUNCTIONS
INITIATING STRUCTURE PRODUCTION CENTRED

MAITENANCE FUNCTIONS
CONSIDERATION

EMPLOYEE CENTRED

CONCERN FOR PRODUCTION

CONCERN FOR PEOPLE

SITUATIONAL APPROACH
Situational Approach mainly focuses on 3 areas : Task Requirement Peers Expectation and behavior Organizational structure and policies.

Fiedler Contingency Model

According to Fiedlers Model , effectiveness depends on: Proper match between leaders style and subordinates expectation. Degree to which situation gives control to the leader. Fiedlers theory state that effective groups depend on a proper match between a leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

Hersey and Blanchards Situational Theory

Paul Hersey and Ken Blanchard have developed a leadership model that has gained a strong following among management development specialists. According to this theory , successful leadership is achieved by selecting the right leadership style appropriate for the followers readiness , also called Situational Leadership Theory (SLT). Situational Leadership is a contingency theory that focuses on the followers. Situational Leadership Theory essentially views the leader-follower relationship as same as that between a parent and a child. SLT acknowledges the importance of followers and builds on the logic that leaders can compensate for ability and motivational ability and motivational limitations in their followers.

Path Goal Theory

Developed by Robert House , this theory states it is leaders job to assist followers in attaining their goals and to provide their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

One limitation of contingency theories is that they ignore FOLLOWERS. Moreover , leadership theories have largely assumed that leaders treat all their followers in the same manner.

Leadership Development in Infosys

The vision of Infosys is to create an organisation that has the ability to manage ambiguity and uncertainty under all circumstances. It was in keeping with this vision that N. R. Murthy, the founder and former CEO of the company, carefully put together the Management Council an advisory body that took strategic decisions about the company. During the Management Council meetings it was found that young achievers in the company were hesitating to come forth with their suggestions. On encouraging them to speak, Murthy found their suggestions and thoughts had a lot of substance and could help the company significantly. These people had not contributed to the discussions not because they had nothing of value to add, but because they were afraid of transgressing hierarchy. This bothered Murthy significantly and from this concern was born his grand plan to build a leadership institute that would groom and develop leaders from promising Infoscions, irrespective of hierarchy and give them the opportunity to shape the future of the company they were helping to build. The fundamental goal of the Infosys Leadership Institute (ILI) is to fulfill this stated need. The institute was created in early 2001 to assist Infosys in responding to specific challenges of the present and future , which are : To create higher customer value through thought leadership. To prepare the company to manage its phenomenal growth. To achieve this vision, leadership competencies have been defined along four broad dimensions stated below: Work People Technology Business

These competencies were identified through a process of discussion with an initial competency set developed through benchmarking studies of formal leadership development systems across the world.

The Nine Pillar Model of Leadership Development The nine pillars are the operational elements for leadership development in Infosys (see image below). This model was developed after careful research of the processes followed by 18 of the most successful global companies. Each pillar has its own unique importance to the development of leadership competencies at the individual level. An individual may choose one or more of these pillars for his or her own development. Participation in most of them is optional, except for the 360-degree feedback, which is the starting point of the leadership journey. The premise is that learning in general and adult learning in particular is varied and a model of leadership development which caters to multiple learning modes is that much more effective.

In the following paragraphs we have outlined the contours of each of these pillars:

360-degree feedback @ Infosys

The 360-degree feedback is a method of systematically collecting data about a persons performance and capabilities from a wide range of co-workers. This includes peers, direct reportees, the manager and customers (both internal and external). It is a structured method of collecting and processing data and provides the employee an opportunity to reflect on this valuable information. ILI uses a comprehensive tool that is aligned to the leadership competencies. The feedback received from this 360-degree process is used as the basis for the preparation of individual personal development plans (PDPs), which are the blueprints that guide the individual in acquiring new skills and enhancing existing skills, all aligned to the basic leadership competencies model. Each individual is assigned an ILI faculty member to help prepare and actionise the personal development plans.

Development Assignments @ Infosys Development assignments (DAs) are a traditional and potent form of leadership development. High potential employees are given experience in diverse functions through internal job rotations and cross functional assignments. DAs enable employees to gather practical leadership skills outside his or her zone of experience. Infosys Culture (IC) workshops These workshops help participants understand the core values, purpose and processes followed in the context of leadership development. The design of these workshops allows for extensive interaction among participants leading to reinforcement of the Infosys culture, and ensuring enough empowerment to guarantee adherence and refinement to the culture of the organisation.

Development relationships @ Infosys These are one-on-one relationships in work settings that facilitate the sharing and transfer of knowledge and experience between individuals. The Infosys leadership development model views mentoring as a developmental relationship in the context of leadership development. A mentoring for leadership pilot programme is operational and learnings from this programme was used to refine and extend this element of leadership development across the organisation.

Leadership Skills Training @ Infosys

This is a process by which employees of the organisation go through a series of learning interventions on topics of relevance to leadership. ILI has started the process with the Leaders Teach Series. These are workshops conducted by the Board of Directors with help from the ILI faculty. This series includes workshops by the Chairman and Chief Mentor, Narayana Murthy, and Nandan Nilekani ( Managing Director and Chief Executive Officer), and other members of the board. The Leaders Teach Series resulted from the belief that the company is the campus, the business is the curriculum, leaders shall teach. A study of successful global companies will show that it is essential for senior management to be fully involved and committed to the development of future leaders.

Feedback intensive programmes @ Infosys These are intensive behavioral interventions, which are based on formal and informal feedback received from individuals that the employee interfaces with. They are structured in a manner so that the participants receive and give feedback in a non-threatening environment and yield a workable plan for setting goals for continued personal and professional development and strategies for attaining them.

Systemic process learning @ Infosys This is an intervention that enables participants to view an organisation as a whole system comprising innumerable interacting sub-systems. It yields plans for continuous improvement in systemic processes and details how an individual will initiate such improvements.

Action learning @ Infosys This is a team-based real-time experience used to solve real, systemic and unresolved organizational problems. It is a pragmatic process aimed at yielding a resolution to the problem or issue that has been identified, and a workable plan for setting goals for continued development, with strategies for attaining them.

Community empathy @ Infosys ILI aspires to create, on a regular and structured basis, opportunities for highpotential candidates to enrol themselves in causes outside Infosys that contribute to the greater good of the less fortunate. The importance of community empathy in overall leadership development is in line with the fundamental belief of the organization that social conscience needs to be nurtured and enhanced in each one of its present and potential leaders.

The Leadership Journey

The leadership journey commences with the selection of high potential employees of the organisation. The top management of Infosys identifies a pool of candidates based on their past performance and an assessment of leadership potential. The formal duration of the leadership journey is three years. These identified individuals are classified as high potentials. Each high-potential employee has one ILI faculty member assigned to him/her. The faculty member acts as a guide in the leadership journey with the creation and actionising of the PDP. The faculty member provides support in implementing the individual change objectives. The majority of the high potentials have undertaken at least one or more of the leadership skill training interventions. The high potentials have access to the pilot Mentoring for leadership programme. ILI faculty members in their role as internal consultants enable high potentials to undertake various interventions that help to resolve real business issues.

Example of a Business Leader Steve Jobs: One of the Most Influential Business Leader

Steve Jobs is on the cover of USA Today with the text Most influential business leaders over his shoulder. USA Today ranked the 25 Most noteworthy in business and Steve Jobs ranked third, only beaten by Bill Gates at first and Alan Greenspan in the number two spot. Who is He? Steve Jobs is the Chairman and CEO of Apple Computers Inc. and arguably one of the worlds most successful businessmen today. He founded Apple in the 1970s, got chased out by his own board of directors, but returned eventually as Apples CEO. Since then, he has revolutionized the IT industry with his creations like the MacBook, the iPod and the iPhone.

Steve Jobs Leadership Lessons

1. Persistence is the key Steve Jobs was a very persistent person and it was most exempilifed through his exit from Apple. He would not give up, but went on to start NeXT computers which would eventually be acquired by Apple Computers Inc. If Jobs was like most people, he would have given up and spent the rest of his life being bitter about his loss. As a leader, you have to be ready to face setbacks. Setbacks are a part of life and whether you become successful or not often depend on your ability not to give up. It is all the more important to display this attribute, especially if you want to build a never-say-die team. 2. Innovation brings leadership Jobs saw the power of innovation in building his company. Till today, we can see the innovating power of Apple Computers Inc as it continues to take market leadership in the industry. If you want to maintain your leadership, you have to be the one whos constantly up with new ideas, new initiatives, all in the spirit of moving your organizational mission forward. In whatever industry youre in, your constant innovation in alignment with your mission will keep you ahead of the pack.

References
1. K.Aswa Thappa Tata Mcgraw-Hill - Organizational Behavior 2. Stephen P. Robbins , Timothya A. Judge and Seema Sanghi Organizational Behavior

3. www.thehindusinessline.in/praxis/pr0304/03040380.pdf 4. www.leadership-with-you-.com

5. www.forbes.com/leadership