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LeadershipLeadership
Issues inIssues in
LeadershipLeadershipProf Krishnan IyerProf Krishnan Iyer
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LeadershipLeadership
"Leadership is difficult"Leadership is difficult
but it is not complex.but it is not complex.
--Michael McKinneyMichael McKinney
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Steering People..Steering People.. In 1998 , a new era organisationIn 1998 , a new era organisation
of great strength was at its peakof great strength was at its peak
with the pioneer leading the goliathwith the pioneer leading the goliathto great success, in the face ofto great success, in the face of
new kids on the block who werenew kids on the block who wereequally promising.equally promising.
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..to great heights..to great heights
The leader: Bill GatesThe leader: Bill Gates
& the Organisation :& the Organisation :
Microsoft surging towardsMicrosoft surging towardsmarket capitalisation ofmarket capitalisation of
$ 33 Trillion !$ 33 Trillion !
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Leadership challengedLeadership challenged
A suit filed by the departmentA suit filed by the departmentof Justice threatened the veryof Justice threatened the veryexistence of this monolith :existence of this monolith :
Charge .. Abusing itsCharge .. Abusing its
monopoly power in its handlingmonopoly power in its handling
of O/S and browser salesof O/S and browser sales
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Leadership Lost ?Leadership Lost ?
Microsoft sailed through butMicrosoft sailed through but
the momentum was lost.the momentum was lost.Gates let go the reins atGates let go the reins at
MicrosoftMicrosoft
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LeadershipLeadershipWhat followed in the aftermath of thisWhat followed in the aftermath of thisdecisiondecision
Was Gates afraid of his leadershipWas Gates afraid of his leadershipposition ?position ?
What was his subsequentWhat was his subsequent
contribution ?contribution ?Is Gates a Leader , even now as theIs Gates a Leader , even now as the
non executive Chairman ?non executive Chairman ?Prof Krishnan IyerProf Krishnan Iyer
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Gates transformationGates transformation
Helping uplift education &Helping uplift education &
healthcare andhealthcare and
transforming millions of livestransforming millions of lives
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Leadership regainedLeadership regained
Making a differenceMaking a differenceTransforming yetTransforming yet
Setting a precedenceSetting a precedenceFor Better or worse ?For Better or worse ?
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An extremely Successful medicalAn extremely Successful medical
professional left his practice abroad andprofessional left his practice abroad and
took to renunciation . Set up a largetook to renunciation . Set up a large
ashram to propagate the insight Indiaashram to propagate the insight India
could give the world. One of his disciplescould give the world. One of his discipleswas extremely bright. He was referred towas extremely bright. He was referred to
another monk for further studies.another monk for further studies.
The young monk transformed millions ofThe young monk transformed millions oflife. The expert Gurulife. The expert Guru
unknown , but highly reveredunknown , but highly revered
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Leadership ethicsLeadership ethicsA successful leader known for daringA successful leader known for daringinitiative in transforming a aboveinitiative in transforming a above
mediocrity state to a vibrant economy ismediocrity state to a vibrant economy is
pitching for the lands highest position.pitching for the lands highest position.He has a past.He has a past.
Is it possible to look at the future under hisIs it possible to look at the future under his
leadershipleadership
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Leadership Back to basicsLeadership Back to basics
The quality of a leader that makes manyThe quality of a leader that makes manypeople want to follow.people want to follow.
"Motivation is the art of getting people to do"Motivation is the art of getting people to do
what you want them to do becausewhat you want them to do because
theythemselves want to do it. Dwighttheythemselves want to do it. Dwight
EisenhowerEisenhower
"Motivation is everything. You can do the"Motivation is everything. You can do the
work of two people, but you can't be twowork of two people, but you can't be twopeople. Instead, you have to inspire the nextpeople. Instead, you have to inspire the next
guy down the line and get him to inspire hisguy down the line and get him to inspire his
people."people."
Lee Iacocca Lee Iacocca Prof Krishnan IyerProf Krishnan Iyer
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The popular CategoriesThe popular Categories
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CharismaticCharismatic The ability toThe ability to influenceinfluence people to dopeople to do
things things they believe theythings things they believe they
want donewant done
Five types of powerFive types of power Coercive based on punishmentCoercive based on punishment
Reward Based on rewardsReward Based on rewards
Legitimate Based on a roleLegitimate Based on a role Expert Based on needed knowledgeExpert Based on needed knowledge
Referent based on charismaReferent based on charisma
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Followers of CharismaticFollowers of Charismatic Characteristics and behaviors of theCharacteristics and behaviors of the
charismatic leader encourage behaviors incharismatic leader encourage behaviors inthe followersthe followers
Trust, loyalty, unquestioning acceptance,Trust, loyalty, unquestioning acceptance,
obedience to the leaderobedience to the leader Emulation of leaders value systemEmulation of leaders value system Acceptance by followers of challenging goalsAcceptance by followers of challenging goals Enhanced self esteem and performanceEnhanced self esteem and performance
expectations by the followersexpectations by the followers
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Charismatic LeadershipCharismatic Leadership
Winston Churchill,Winston Churchill, Bill ClintonBill Clinton
Mother TeresaMother Teresa Adolph HitlerAdolph Hitler
"Charisma is the result of effective leadership, not"Charisma is the result of effective leadership, not
the other way around."the other way around." -- Warren Bennis and Burt Nanus Warren Bennis and Burt Nanus
Leaders: The Strategies for Taking ChargeLeaders: The Strategies for Taking Charge
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Participative LeadershipParticipative Leadership
Donald TrumpDonald Trump Looked upon as Man with Looked upon as Man with
High integrityHigh integrity $ 1 Million an hour or speaking !$ 1 Million an hour or speaking !
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Situational Leadership TheorySituational Leadership Theory
EisenhowerEisenhower-Lead the greatest assault in the History-Lead the greatest assault in the History
See and Care for Your Men asSee and Care for Your Men as
IndividualsIndividuals Going aroundGoing around
Keep Your Men Up and doingKeep Your Men Up and doing
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Quiet LeadersQuiet Leaders
They think first and talk laterThey think first and talk later
Focus on depth not superficialityFocus on depth not superficiality
Exude calmExude calmIn times of crisis in particular, they projectIn times of crisis in particular, they projectreassuring, unflappable confidencereassuring, unflappable confidence
Prefer Solitude ConcentrationPrefer Solitude Concentration
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Servant LeadershipServant Leadership
Washington Washington Knew how to Win the Loyalty of his troops.Knew how to Win the Loyalty of his troops.The countrys success depended on theirThe countrys success depended on their
successsuccessProved again and again that he would doProved again and again that he would dothe right thing always High Integrity.the right thing always High Integrity.
Always put others first Do to others asAlways put others first Do to others asyou would have them do to youyou would have them do to you
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Servant LeadersServant Leaders
Mahatma Gandhi ?Mahatma Gandhi ?
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Transactional LeadershipTransactional Leadership
Charles de GaulleCharles de Gaulle
Dhirubhai AmbaniDhirubhai Ambani
"Speak Softly and carry a big stick; you will go far."Speak Softly and carry a big stick; you will go far.
Theodore Roosevelt Theodore Roosevelt
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Transformational Leadership DrTransformational Leadership Dr
KingKing
His eloquence, demeanor andHis eloquence, demeanor and
persuasion made him a powerful andpersuasion made him a powerful and
effective public speaker.effective public speaker.without a single incidence ofwithout a single incidence of
violence.violence.
This is impressive both from an idealist andThis is impressive both from an idealist anda practical standpointa practical standpoint
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Transformational LeadershipTransformational Leadership
Components :Components : Vision: Future-oriented. Far sightedVision: Future-oriented. Far sighted Rhetorical Skills: Talented at sharing theirRhetorical Skills: Talented at sharing their
visions.visions. Image and trust building: build trust throughImage and trust building: build trust through
an image of self-confidence, moral conviction,an image of self-confidence, moral conviction,
personal example, and self-sacrifice.personal example, and self-sacrifice. Personalized Leadership: share strong,Personalized Leadership: share strong,
personal bonds with followerspersonal bonds with followersProf Krishnan IyerProf Krishnan Iyer
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Lincoln as a Transformational LeaderLincoln as a Transformational Leader Extreme PerseveranceExtreme Perseverance
Known for TenacityKnown for Tenacity High Integrity / Morality / Lead by exampleHigh Integrity / Morality / Lead by example No education.No education.
At 22, he lost his job as a store clerk.At 22, he lost his job as a store clerk.
At 23, he ran for state legislature and lost.At 23, he ran for state legislature and lost. Business failed, leaving him with a debt that took him 17Business failed, leaving him with a debt that took him 17
years to repay./ At 27, a nervous breakdown.years to repay./ At 27, a nervous breakdown.
At 45, he ran for the Senate and lost. TAt 45, he ran for the Senate and lost. T
wo years later, he lost the vice presidential nomination.wo years later, he lost the vice presidential nomination.
At 49, he ran for Senate and lost again.At 49, he ran for Senate and lost again.
At 51, he was elected the President of the United States ofAt 51, he was elected the President of the United States of
America.America.Prof Krishnan IyerProf Krishnan Iyer
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Transactional LeadershipTransactional Leadership Contingent Reward: Contracts exchange ofContingent Reward: Contracts exchange of
rewards for effort, promises rewards for goodrewards for effort, promises rewards for goodperformance, recognizes accomplishmentperformance, recognizes accomplishment Management by exception (active): WatchesManagement by exception (active): Watches
and searches for deviations from rules andand searches for deviations from rules andstandards, takes corrective action.standards, takes corrective action. Management by exception (passive):Management by exception (passive):
Intervenes only if standards are not metIntervenes only if standards are not met Laissez faire: Abdicates responsibilities,Laissez faire: Abdicates responsibilities,
avoids making decisions( In contrast)avoids making decisions( In contrast)
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Transformational LeadershipTransformational Leadership
Share the vision of the futureShare the vision of the future Highly visibleHighly visible Dont necessarily lead from the frontDont necessarily lead from the front Their enthusiasm is often infectiousTheir enthusiasm is often infectious Require People with functional depthRequire People with functional depth
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T f ti l L d hiT f ti l L d hi
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Transformational LeadershipTransformational Leadership CharismaCharisma : Provides vision and sense of: Provides vision and sense of
mission, instills pride, gains respect trust.mission, instills pride, gains respect trust. Inspiration:Inspiration: Communicates high expectations,Communicates high expectations,
uses symbols to focus efforts, expressesuses symbols to focus efforts, expressesimportant purposes in simple ways.important purposes in simple ways.
Intellectual StimulationsIntellectual Stimulations: Promotes: Promotesintelligence, rationality, and careful problemintelligence, rationality, and careful problemsolving.solving.
Individualized consideration:Individualized consideration: Gives personalGives personalattention, treats each employee individually,attention, treats each employee individually,coaches, advises.coaches, advises.
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T i l V T f i lT ti l V T f ti l
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Transactional Vs TransformationalTransactional Vs TransformationalTransactional leadership Transformational Leadership
Leadership is responsive Leadership is proactive
Works within the organizational
culture
Work to change the
organizational culture
Make employees achieveorganizational objectives
through rewards and
punishment
Motivate employees andempower them to achieve
objectives by appealing to
higher ideals
Motivates followers by
appealing to their own self-
interest
Motivates followers by
encouraging them to transcend
their own interests for those of
the group or unitProf Krishnan IyerProf Krishnan Iyer
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AssignmentAssignment
See whether you can switch stylesSee whether you can switch styles
Put a leader from one category ontoPut a leader from one category ontoanother and check the fitanother and check the fit
What is your take on the outcome ?What is your take on the outcome ?
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Two LeadersTwo LeadersDeepak was the manager of a corporate unit withDeepak was the manager of a corporate unit with
mostly new and inexperienced team members. Hedmostly new and inexperienced team members. Hedrisen to the position on the strength of his personalityrisen to the position on the strength of his personality
and the ability to charm clients.and the ability to charm clients.
Although he possessed an impressive degree andAlthough he possessed an impressive degree and
considerable knowledge, as a leader he was vagueconsiderable knowledge, as a leader he was vague
about goals, indecisive about objectives, Could not beabout goals, indecisive about objectives, Could not be
specific about his expectations from the team.specific about his expectations from the team.
Deadlines were missed, and products delivered late.Deadlines were missed, and products delivered late.Clients grew unhappy and let Jims company knowClients grew unhappy and let Jims company know
about it.about it.
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Two Leaders - PinkyTwo Leaders - Pinky Pinky was a leader who knew how to work withPinky was a leader who knew how to work with
inexperienced team members. She providedinexperienced team members. She providedspecific goals, communicated those goalsspecific goals, communicated those goals
clearly, and made her knowledge andclearly, and made her knowledge and
experience readily available to all teamexperience readily available to all team
members. Within short order, shed turnedmembers. Within short order, shed turned
things around and made everyone happy things around and made everyone happy
team members, clients, and the company.team members, clients, and the company.
CComment on the two stylesomment on the two styles
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AssignmentAssignment
See whether you can switch stylesSee whether you can switch stylesfor the examples givenfor the examples given
Put a leader from one category ontoPut a leader from one category ontoanother and check the fitanother and check the fit
What is your take on the outcome ?What is your take on the outcome ?
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Are there more categoriesAre there more categories
Another categoryAnother category
Another paradigmAnother paradigm
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Assignment 2Assignment 2
Gates was a business smart* leaderGates was a business smart* leader( Transformational)( Transformational)
He was also a functional smart* leaderHe was also a functional smart* leader
( Transactional )( Transactional ) Equally adept at bothEqually adept at both
Where does his new role fit in ?*Where does his new role fit in ?* How can it be categorised,if at all ?How can it be categorised,if at all ?
*Kaipa & Rajdou*Kaipa & Rajdou Prof Krishnan IyerProf Krishnan Iyer
h l d hi
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The Level 5 LeadershipThe Level 5 Leadership
Prof Krishnan IyerProf Krishnan Iyer