LEADERSHIP

&
TEAM MANAGEMENT
SYLLABUS
UNIT I: Introduction (Cluster 1)

What does it meant to be a leader – Primary goal of the

organization – Why we dislike change – Stability to crisis
management – Uniformity to diversity – Change theories
– Nature of change-Role of leader to bring change in
organization
UNIT-II: Perspectives on Leadership (Cluster 2)

Prime task of leadership – (Systemic leadership , System

theory) – Trait and behavior theory – Leadership grid –
Change v/s transformation – Phases of transformation
process – Contingency theories- Personality traits and
leadership behavior – Values and attitudes – How
attitudes affect leadership
UNIT III: Personal Side of Leadership (Cluster 3)
Working with different personality types – Leader’s
capacity v/s competence – Developing leader’s mind –
System’s thinking – Emotional intelligence and its
significance for leaders – Moral leadership – Principles of
business ethics – (Followership and its role , Developing
personal potential )– What leader’s want from followers
and vice versa

Leadership and Relationship (Cluster 4)

Revitalizing people – revitalizing organization – revitalizing
relationship – Leadership and motivation – Theories of
motivation – Empowering people to meet higher needs –
Employee engagement programs.-(Should add)
UNIT IV: Leadership and Communication (Cluster 5)

(How leaders communicate, Creating open

communication climate) – (Dialogue, discussion and
Johari Window – Non-verbal communication –
Communicating in crisis)-How teams develop – Team
effectiveness – Team leader’s personal role – Virtual and
global team – How to handle team conflicts – Leadership
in diversity – (Changing nature of authority – Power,
influence and leadership.)
UNIT V: Leader as a Social Architect (Cluster 6)

Creating vision and mission – Strategic leadership – How

to achieve and execute vision – Importance of culture –
Cultural strength and leadership – Value-based leadership
– Framework for leading change – Appreciative enquiry –
Leading for innovation
Text Books:

1. Richard L. Daft, Leadership, Fifth Edition, South

Western/Cengage Learning

2. Annabel Beerel, Leadership and change management,

Sage publications
COURSE OUTCOMES:

Student will be able to :

1. Propose the leadership philosophy & styles to

communicate effectively
2. Develop the required critical thinking skills and
behavior to be a leader
3. Apply strategies of leadership to various situations
4. Analyze the situation and take more effective,
collective and dynamic decisions
 What is Leadership ?

 Leadership is a process by which an executive can

direct, guide and influence the behavior and work of
others towards accomplishment of specific goals in a
given situation

 Leadership is the ability of a manager to induce the

subordinates to work with confidence and zeal
What Leadership Involves ?

Influence
Intention
(purpose)

Personal
responsibility
Followers Leader and integrity

Shared Change
purpose
Leader vs Manager
 Attributes (characteristics) of a good Leader:

1. Guiding vision: Effective leaders know what they want

to do, and have the strength of character to pursue
their objectives in the face of opposition and in spite
of failures. The effective leader establishes
achievable goals

2. Passion: Effective leaders believe passionately in their

goals. They have a positive outlook on who they are,
and they love what they do. Their passion for life is a
guiding star for others to follow, because they radiate
promise
3. Integrity: Because they know who they are, effective
leaders are also aware of their weaknesses. They only
make promises they can follow through on

4. Honesty: Leaders convey of honesty in both their

professional and their personal lives

5. Trust: Effective leaders earn the trust of their

followers and act on behalf of their followers

6. Curiosity: Leaders are learners. They wonder about

every aspect of their charge. They find out what they
need to know in order to pursue their goals
7. Dedication: The effective leader is dedicated to his or
her charge, and will work assiduously on behalf of those
following. The leader gives himself or herself entirely to
the task when it is necessary

8. Charisma: This may be the one attribute that is the

most difficult to cultivate. It conveys maturity, respect for
your followers, compassion, a fine sense of humor, and a
love of humanity. The result is that leaders have the
capability to motivate people to excel

9. Listening: Leaders Listen! This is the most important

attribute of all, listen to your followers
10. Risk: Effective leaders take calculated risks when
necessary to achieve their objectives. If a mistake is made,
the effective leader will learn from the mistake and use it
as an opportunity to explore other avenues
 Leadership & Management Skills :

 Leadership – soft skills

 Communications
 Motivation
 Stress Management
 Team Building
 Change Management

 Management – hard skills

 Scheduling
 Staffing
 Activity Analysis
 Project Controls
 The New Reality for Leadership

OLD Paradigm (pattern) NEW Paradigm

 Stability  Change/crisis
 Control management
 Competition  Empowerment
 Uniformity  Collaboration
 Self-centered  Higher purpose
 Hero  Humble
 LEADERSHIP STYLES :

1. Democratic Leadership
2. Autocratic Leadership
3. Laissez-faire Leadership
4. Strategic Leadership
5. Transformational Leadership
6. Transactional Leadership
7. Coach-Style Leadership
1. Democratic Leadership :

 A democratic leader makes decisions based on their

team’s opinion and feedback

 In simpler words, they get everyone involved in the

decision-making process
2. Autocratic Leadership :
 This is precisely the opposite of democratic leadership

 The opinions of team members are not considered

while making any business decision

 Instead, leaders expect others to follow to their

decisions, which is not sustainable in the long run.
3. Laissez-faire Leadership :

 Laissez-faire means “let them do”

 In this leadership style is decision-making authority lies

within the team members

 This leadership style empowers team members and

holds them accountable for their work

 This motivates many team members to put their best

foot forward, improving the organization's efficiency
and productivity
4. Strategic Leadership :

 Strategic leadership is when leaders use their skills and

capabilities to help team members and organization
achieve their long-term goals

 Strategic leaders strive to get the best out of people or

situations

 Ex : B.Tech Projects
5. Transformational Leadership :

 Transformational leaders inspire others to achieve the

unexpected

 They aim to transform and improve team members’

and organizations' functions and capabilities by
motivating and encouraging them
6. Transactional Leadership :

 This type of leadership is task-oriented, which means

team members who meet the leader’s expectations will
be rewarded, and others will be punished

 It is a prevalent leadership style based on the action-

and-reward concept
7. Coach-Style Leadership :

 This leadership style focuses on identifying and

development a team member’s strengths and
weaknesses

 A coaching leader develops strategies that emphasize

team members’ success
LEADERSHIP THEORIES
1. Great Man Theory
2. Trait Theory
3. Contingency Theory
4. Situational Theory
5. Behavioral Theory
6. Influence theory
7. Relational theory
1. Great Man Theory :

1. According to the Great Man Theory (which should

perhaps be called the Great Person Theory), leaders are
born with just the right traits and abilities for leading –
charisma, intellect, confidence, communication skills,
and social skills

2. The theory suggests that the ability to lead is inherent –

that the best leaders are born, not made
3. It defines leaders as courageous, mythological

4. The term “Great Man” was adopted at the time because

leadership was reserved for males
2. Trait Theory ) (Micheal Collins’s leadership traits)

1. The Trait Theory is very similar to the Great Man

Theory. It is founded on the characteristics of different
leaders – both the successful and unsuccessful ones

2. The theory is used to predict effective leadership.

4. They focus on the physiological characteristics such as
appearance, weight, and height

5. Features such as education, familial background and

intelligence, which involves determination.
3. Contingency Theory :

1. The Contingency Theory emphasizes different

variables in a specific setting that determine the style
of leadership best suited for the said situation

2. It is founded on the principle that no one leadership

style is applicable to all situations

3. Best form of leadership is one that finds the perfect

balance between behaviors, needs, and context
4. Good leaders not only possess the right qualities but
they’re also able to evaluate the needs of their followers
and the situation at hand

5. In summary, the contingency theory suggests that

great leadership is a combination of many key variables
4. Situational Theory :

1. As its name suggests, the theory implies that

leadership depends on the situation at hand

2. Put simply, leaders should always correspond their

leadership to the respective situation by assessing
certain variables such as the type of task, nature of
followers, and maturity levels
 M1 : Team members do not own the motivation or
tactical skills to complete necessary jobs

 M2 : Team members are willing and ambitious to

achieve something, but they lack the necessary ability

 M3 : Team members possess the skills and capacity to

accomplish tasks, but they’re not willing to take
accountability

 M4 : Team members possess all the right talents and

are motivated to complete projects
 Conclusion :

According to situational theory, a leader exercises a

particular form of leadership based on the maturity level
of his or her team
5. Behavioral Theory :

1. In Behavioral Theory, the focus is on the specific

behaviors and actions of leaders rather than their
traits or characteristics

2. The theory suggests that effective leadership is the

result of many learned skills

3. Individuals need three primary skills to lead their

followers – technical, human, and conceptual skills
 Five fatal flaws that cause derailment in
leadership :

1. Performance problem
2. Problem with relationship
3. Difficulty in change
4. Difficulty in building and leading the team
5. Too narrow management experience
LEADERSHIP CAN BE LEARNED ?
A Model of Leadership Evolution:
KIM JONG UN FAMILY (GENERATION)
IN LEADERSHIP
 A Model of Leadership Evolution:

 provides a framework for examining the evolution of

leadership from the early Great Man theories to
today’s relational theories
 Leadership Era 1:
 Most organizations were small and were run by a
single individual who many times hired workers

 The size and simplicity of organizations and the stable

nature of the environment made it easy for a single
person to understand the big picture, coordinate and
control all activities, and keep things on track
 Leadership Era 2:
 Rules and standard procedures to ensure that activities
are performed efficiently and effectively

 Hierarchies of authority provide a sensible mechanism

for supervision and control of workers, and decisions
once based on rules of thumb or tradition are replaced
with precise procedures. This era sees the rise of the
“balanced manager” who directs and controls others
using an impersonal approach
 Leadership Era 3:

They tried team-based approaches, downsizing,

reengineering, quality programs, and empowerment as
ways to improve performance and get more motivation
and commitment from employees
 Leadership Era 4:

Leaders emphasize relationships and networks, and

they influence others through vision, meaning, purpose,
and values rather than management authority and
control. They are constantly experimenting, learning,
and changing, in both their personal and professional
lives, and they encourage the development and growth
of others so that followers are expanding their
capabilities and contributing to innovation
 Why do we dislike change?

1. People fear being different-especially when

there's no precedent
2. People feel stressed
3. People fear a departure from the status
4. People lack trust in the one making changes
5. People know change brings a new set of
possibilities and problems
 Case study:

 VINEET NAYAR, HCL Technologies

 Author of 'Employees
First, Customers Second:
 HCL Technologies Limited, a HCL Tech (previously
Hindustan Computers Limited), is an Indian
multinational information technology (IT) services and
consulting company headquartered in Noida

 It emerged as an independent company in 1991 when

HCL entered into the software services business

 The company has offices in 52 countries and over

2,10,966 employees
 When VINEET NAYAR became CEO in 2005, HCL was
losing ground and some of its best employees to
competitors

 Nayar recalls that HCL “was in a tough spot and we

had to do something fast or we were in danger of
being out of the race altogether.”

 What NAYAR did was revolutionary ?

 He organized the company on the principle of
“employees first, customers second” (EFCS). He had to
start by building trust

 He decided to share financial information with everyone

in the company

 Then, he took a bold step by creating an open online

forum where employees could post questions and
leaders would answer

 This could expose weaknesses and problems that

anyone including outside customers and competitors
could see
 People were overjoyed that leaders were willing to
acknowledge the problems

 Some employees took this a step further and felt empowered

to offer solutions

 The site ultimately was the beginning of a transfer of the

power and responsibility for solving problems from top
executives to employees themselves

 Guided by the EFCS philosophy, HCL’s revenues have grown by

over 3.6 times and net income has increased by 91 percent
since 2005

 In the new HCL, the job of leaders became to serve the

employees
CS-1: One of the things that Vineet Nayar did after
taking over as CEO of HCL Technologies was to
organize the company on the principle of
employees first, customers second (EFCS). He had
to start by building trust and decided to share
financial information with everyone in the
company. He took a bold step by creating an online
forum where employees could pose questions and
leaders would answer. In comparison with the old
paradigm of a leader, how does Vineet Nayar
represent the new paradigm leader?
Q : When Vineet Nayar became CEO of HCL
Technologies in 2005, HCL was losing some of its
best employees to competitors. HCL was in a
tough spot and the management had to do
something fast or they were in danger of being
out of the race all together. Explain the concept of
new reality and how this case highlights this
concept
 KEY ELEMENTS OF LEADERSHIP

1. Effective communication
2. Knowing Your People
3. Knowing Yourself
4. Diplomacy
5. Seeking out feedback
CS-2: Captain "Sully" Sullenberger is a retired
American fighter pilot, diplomat, and airline pilot best
known for his heroism as captain of US Airways Flight
1549 which he ditched in the Hudson River in 2009 after
both engines were disabled by a bird strike. All 155
people on board were saved by nearby boats, with only
a few serious injuries. His first public comment after the
accident was, "I know I can speak for the entire crew
when I tell you we were simply doing the job we were
trained to do." One police officer on the scene of the
accident said, "That guy is one cool customer. He... was
behaving like it was just another day at the office”. Did
he celebrate heroic leadership? Based on his
statements, what does he want to convey?
Q: Sully Sullenberger, retired airline pilot best
known for his heroism as captain of US Airways
Flight 1549 that he ditched in the Hudson River in
2009 after both engines were disabled by a bird
strike. All 155 people aboard survived. He said "We
are a team. It wasn't just me. It's all of us." How
captain Sully behaved as a humble leader?

 Students : (A6, A7, A8 & A9)

CS-3 : Refer to case study “An Impossible Dream”,
How would you suggest that Block modify his
leadership style if he wants to succeed Mansell in
two years? Be specific

 Students : (B0, B1, B2 & B3)

CS-4 : In 2013, Google was named the best company to work
for by Fortune magazine for the fourth year in a row. Being a
great place to work didn’t happen by accident. Google’s
human resources department, called People Operations—or
POPS for short—monitors employees’ happiness and well-
being to an incredible degree, using data to track everything
and learn where improvements are needed. One thing it
discovered is that good leaders make a tremendous
difference. Google looked at what successful leaders—those
who have lower attrition rates and get better
performance from their teams—do that makes them
different from less successful ones. Analyzing performance
reviews and feedback surveys, Google executives used the
findings to help make bad leaders better.
even in a company that depends on technical
expertise, Google found that soft, human skills are
essential. Technical expertise ranked dead last
among eight desirable leader qualities, as shown in
the exhibit below. Google discovered that employees
want leaders who listen to them, build positive and
productive relationships, and show an interest in
their lives and careers. When the company targeted
unsuccessful leaders and coached them to develop
soft skills and display these eight behaviors, the
managerial ranks improved, with collective feedback
scores going up every year since 2009
 Students : (B4, B5, B6 & B7)
CS-5 : Tim Cook, CEO of Apple, is a quiet, humble,
analytical and thoughtful leader while his
predecessor, the late Steve Jobs, had a forceful,
sometimes arrogant personality. He was creative
rather than analytical. Yet both leaders have been
successful and both have effectively led the same
company. What are the different theories of
leadership? Can any one theory be applied to
analyse both these persons?

 Students : (B9, C0, C1, C2)

CS-6 : Refer to the case study “An Impossible
Dream”, how might you awaken more enthusiasm
in your team for completing this project on time?
Specify the steps you would take

 Students : (C3, C4, C5 & C7)

CS-7 : Alan Robbins started a Plastic Lumber Company in
Chicago. Robbins wanted to be both a boss and a friend to
his employees. His leadership style stressed teamwork and
participation. He gave direction and freedom to low-skilled
workers. It led to some serious problems. Some workers
were frequently absent or late without calling, showed up
under the influence of alcohol or drugs, and started fights on
the factory floor. Even though Robbins had a natural
tendency to be a participative leader, he shifted to a directive
leadership style to try to restore some order. With a
comprehensive rules and policy manual, drug testing for all
workers, and clear standards of behavior, the work
environment and employee performance at Plastic Lumber
improved significantly. According to the path–goal theory
what kind of leadership behavior he implemented. Explain
Students :C8, C9, D0 & D1
GENERAL QUESTIONS
Q1: Recent surveys show the confidence in leaders
is sinking and suspicion, distrust are rising. Explain
the statement with few examples (D2&D3)

Q2: Why is leadership critical to any organization?

Is there a need for quality leadership or it is
sufficient just to have well designed systems in
place to ensure smooth functioning? (D5&D6)

Q3:“Leadership is more concerned with people

than is management”. Discuss (D7&D8)
Q4: What personal capacities should a person
develop to be a good leader versus those
developed to be a good manager? (D9&E0)

Q5: With reference to the case Sales Engineering

Division, what were the new realities that John
Terrill had to face in his new role of managing the
Sales Engineering division? (E1&E2)

Q6: Why shared purpose a key element in

leadership and how does it affect the
performance? (E3&E4)
 UNIT 3
CONTENT
TYPES OF LEADERSHIP ROLES
LEADERSHIP GRID
 Path goal theory (ROBERT HOUSE, Psychologist,1971):

Path-goal theory assumes that leaders are flexible and

that they can change their style as situation require
 PATH GOAL SITUATION AND
PREFERRED LEADERSHIP BEHAVIOURS
THEMES OF LEADER BEHAVIOUR-RESEARCH
LEADERSHIP CONTINUUM
STAGES OF DEVELOPMENT OF INDIVIDUAL LEADERSHIP
BUILDING OF SELF AWARENESS
 BLIND SPOTS IN LEADERSHIP

1. Going it alone (being afraid to ask for help)

2. Being insensitive of your behavior on others

(being unaware of how you show up)

3. Having an “I know” attitude

4. Avoiding the difficult conversations

5. Blaming others or circumstances

6. Conspiring against others (driven by a personal

agenda)
7. Emotional blackmail

8. Not taking a stand (lack of commitment)

9. Tolerating “good enough” (low standards for

performance)
 INSTRUMENTAL & END
VALUES IN LEADERSHIP
 A tool
 The four quadrants shown below represents four different
approaches that leaders can use for motivating people. Explain
each of them

 Intrinsic motivation comes from an internal desire to accomplish a

goal
 Extrinsic motivation comes from external rewards and praise
 Describe the model of motivation shown in the figure
below
MASLOW'S HIERARCHY -MOTIVATION
CASE STUDIES
1. McGregor identified two sets of assumptions about
human nature, called Theory X and Theory Y, which
represent two very different sets of attitudes about how
to interact with and influence subordinates. Explain the
fundamental assumptions of Theory X and Theory Y
 MC. GREGOR
(MANAGEMENT PROFESSOR)

 He Identified two types of managers

– Theory X

– Theory Y

 Research findings Published in 1960

 Theory X - Manager
Theory - X
1. Dislikes work &
Try to avoid work

2. Must be pressured into

work & Threatened by
Punishment

3. Do not want responsibility

4. Not ambitious &

Main need is security
 Theory Y - Manager

Theory - Y
1. Work is natural
Likes it in principle
2. Can work unsupervised
Can use initiative
Committed to hard work
3. Accept responsibility
Seek responsibility
4. Greatest need is self
actualization &
Great creative potential
Mostly under - utilised
 Conclusion for “Theory X” Assumptions
1. Each office has at least one supervisor to check the
work of all staff

2. The employees are set a target of work to

complete each day and a log is kept of what is
completed each day

3. Each task is broken down into its different

tasks and these are assigned to individual
employees to complete
 Conclusion for “Theory Y” Assumptions

1. There are a few groups of supervisors whose job

is to help the other staff if work builds up.

2. The employees are encouraged to complete what

they can

3. If a task needs more time than anticipated, the

employee is encouraged to take the time required
to do a good job
2. In the case-study of Jake's Pet Land, Which store
manager—Phillip Jordan or Jan Whitall—would you
prefer working for? How did each leader’s style affect the
culture of the pet store? Explain

3. In the case study of Waiting for Clearance, How would

you characterize De la Vega’s style as a follower? What
tactics might help improve his relationship with Bussard?
Explain
GENERAL QUESTIONS
1. Why the two specific personality attributes i.e., locus
of control and authoritarianism have a significant
impact on behavior and are thus of particular interest
for leadership studies. Explain

2. The leader’s mind can be developed beyond the non-

leaders in four critical areas: independent thinking,
open-mindedness, systems thinking, and personal
mastery. Explain each of these

3. What do you mean by a mental model? What is the

mental model that Google’s top leaders use to keep
the company on the cutting edge as its core business
of search matures
4. Explain how leaders can hurt the organization and
everyone associated with it, When they excessively
promote self-interest, practice deception and breach
agreements, and lack the courage to confront unjust acts
CLUSTER-4,5&6
 FOLLOWERSHIP
 For any group or organization to succeed, there must be people
who willingly and effectively follow

 Good followers are accountable for their actions

 They can also influence and mold the leader’s views.

 When necessary they can even substitute for the leader.

 What leader wants from followers?

1. A make-it-happen attitude
2. Willingness to collaborate
3. Motivation to stay up-to-date
4. Passion to drive your own growth
 STYLES OF FOLLOWERSHIP

 Followership styles are categorized into two styles

Active & Passive behavior

 Passive engagement involves followers waiting for

direction from the leader before reactively taking action

 Active engagement consists of followers taking the

initiative to actively participate in the organization's
tasks
 What followers want from leaders

 Clarity of direction
 Opportunities for growth
 Frequent, specific and immediate feedback
 Protection from organizational intrusions
 What do you mean by communication ?

The Communication is a two-way process wherein the

message in the form of ideas, thoughts, feelings, opinions
is transmitted between two or more persons with the
intent of creating understanding
COMMUNICATION PROCESS
 Sender:
The sender or the communicator is the person who
initiates the conversation and has conceptualized the idea
that he intends to convey it to others
 Encoding (process of converting the data):
1. The sender begins with the encoding process wherein
he uses certain words or non-verbal methods such as
symbols, signs, body gestures, etc. to translate the
information into a message

2. The sender’s knowledge, skills, perception,

competencies, etc. has a great impact on the success
of the message
 Message:
The message can be written, oral, symbolic or non-verbal
such as body gestures, sounds, etc.
 Communication Channel:

1. The Sender chooses the medium through which he

wants to convey his message to the recipient.

2. Oral, written, sound, gesture, etc. are some of

the commonly used communication mediums
 Receiver:
1. The receiver is the person for whom the message is
intended or targeted
2. He tries to comprehend it in the best possible manner
such that the communication objective is attained.
 Decoding: Here, the receiver interprets the sender’s
message and tries to understand it in the best possible
manner.
 Feedback:
The Feedback is the final step of the process that ensures
the receiver has received the message and interpreted it
correctly as it was intended by the sender.
 TYPES OF COMMUNICATION

1. Verbal:

1. It is a method that uses speech in the form of speaking

to convey a message or information

2. It is the most popular and effective mode of

communication, usually practised during video
conferences, phone calls, presentations, one-on-one
conversations
2. Nonverbal : It is basically a practice of gestures, facial
expressions, and body language to send information

3. Written : It is all about typing, printing symbols,

numbers, letters, and writing to send information

4. Visual : It uses art, photographs, sketches, graphs,

charts, and drawings, to pass on the information.
Circular model of “Interpersonal communication”
TEAM
 What do you mean by TEAM ?

 In team, members share a mutual accountability and

work closely together to solve problems

 A team is a group of individuals, all working together

for a common purpose
GROUP VS TEAM
 Types of Teams in an Organization :

1. Problem-Solving Team
2. Self-Managed Work Team
3. Cross-Functional Team
4. Functional Teams
VIRTUAL VS TRADITIONAL TEAM
Stages of “Team Development”
CONFLICT
 What is conflict in an organization ?

It is the state of disagreement or misunderstanding,

resulting from the actual or perceived disagreement of
needs, beliefs, resources and relationship between the
members of the organization.
 Conflicts in workplace can be categorized into four key
types, such as :

1. Status conflict
2. Task conflict
3. Process conflict
4. Relationship conflict
BALANCE CONFLICT WITH COOPARATION
STYLES TO HANDLE CONFLICT
 CASE STUDIES

1. With reference to the case “True to Myself”, describe the

predicament of Ethney in taking up the new job in the oil
company

2. With reference to the case “The Suarez Effect”, is there such as

thing as “office politics” in real life?

3. Charismatic leaders have an emotional impact on people and

inspire them to do more than they would normally do. The late
Steve Jobs, former CEO of Apple, commanded a rock-star-like
following and was called “model of a charismatic leader”. He
was intensely passionate about Apple and its products. Describe
the qualities of such a leader and how it influences the
employees in the organization
4. The 8:15 PM telecon between Morton Thoikol, Marshal
Space Flight Center and Kennedy Space Center was a
power struggle between engineering and management
with some group of individuals supporting the launch of
the Challenger space shuttle and the other group
opposing. Despite Roget Boisjolya”s vehement opposition,
the decision was taken to go for launch. In hindsight, what
could Boisjoly have done to exert more power and
influence the group in his favor?

5. Taking the example of an automobile manufacturing

company, explain how teams are constituted
THANK YOU