Leadership Style for 21st

Century"

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 Term Paper
Course Title : Strategic Management
Course Code : MGT-415
Submitted to : Ms. Shama jahan
(Lecturer,Business Studies)

Submitted by : Md. Ruhul Amin

ID : 143030100032
Department : Business Studies
Submission Date : 05/12/2017
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Introduction :
leadership as the ability to influence a group toward the achievement of a vision or set of goals.
The source of this influence may be formal, such as that provided by managerial rank in an
organization. But not all leaders are managers, nor, for that matter, are all managers leaders. Just
because an organization provides its managers with certain formal rights is no assurance they will
lead effectively. Non sanctioned leadership the ability to influence that arises outside the formal
structure of the organizationis often as important or more important than formal influence. In
other words, leaders can emerge from within a group as well as by formal appointment.
Organizations need strong leadership and strong management for optimal effectiveness. We need
leaders today to challenge the status quo, create visions of the future, and inspire organizational
members to want to achieve the visions. We also need managers to formulate detailed plans, create
efficient organizational structures, and oversee day-to-day operations.

21st Century

According to Peter
Drucker, Leadership is
shifting of own vision to
higher sights, the raising
of mans performance to
higher standards, the
building of mans
personality beyond its
Peter Drucker
normal limitations.

Sadly, nearly 60% of all businesses are bereft of strong leaders. And of
course, this shortage of talent can create a negative ripple effect throughout
an organization: 37% percent of workers have left jobs due to poor leadership.

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Good leaders are made not born.

if you have the desire and willpower, you can become an

effective leader.

Good leaders develop through a never ending process of self

study, education, training, and experience.

21st century of Leadership

Leadership Functions-
Leadership is an important function of management which helps to maximize efficiency and to
achieve organizational goals. The following points justify the importance of leadership in a
concern.
1. Initiates action- Leader is a person who starts the work by communicating the policies and
plans to the subordinates from where the work actually starts.
2. Motivation- A leader proves to be playing an incentive role in the concerns working. He
motivates the employees with economic and non-economic rewards and thereby gets the work
from the subordinates.
3. Providing guidance- A leader has to not only supervise but also play a guiding role for the
subordinates. Guidance here means instructing the subordinates the way they have to perform their
work effectively and efficiently.
4. Creating confidence- Confidence is an important factor which can be achieved through
expressing the work efforts to the subordinates, explaining them clearly their role and giving them
guidelines to achieve the goals effectively. It is also important to hear the employees with regards
to their complaints and problems.
5. Building morale- Morale denotes willing co-operation of the employees towards their work
and getting them into confidence and winning their trust. A leader can be a morale booster by
achieving full co-operation so that they perform with best of their abilities as they work to achieve
goals.
6. Builds work environment- Management is getting things done from people. An efficient work
environment helps in sound and stable growth. Therefore, human relations should be kept into
mind by a leader. He should have personal contacts with employees and should listen to their
problems and solve them. He should treat employees on humanitarian terms.

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7. Co-ordination- Co-ordination can be achieved through reconciling personal interests with
organizational goals. This synchronization can be achieved through proper and effective co-
ordination which should be primary motive of a leader.

Leadership Qualities
1. Humility-It is often found in the most effective leaders, including Pope John Paul II and
Abraham Lincoln
2. Integrity-Leaders in different industries and cultures can and do spar over the rules, but
integrity is the bedrock characteristic of straight dealing. If you lose your integrity, you
lose everything.
3. Decisiveness- A leader's ability to step up and make decisions, even if it's deciding only
when consensus has been reached and it's time to act.
4. Take risk-Leaders have the courage to act in situations where results arent assured.
Theyre willing to risk failure.
5. Emotional resonance-This is the ability to grasp what motivates others and use it to inspire
them into action.
6. Build Teams- Leaders create productive teams that draw the best from people. They
effectively coach teams in collaboration, consensus building, and conflict resolution.
7. Self-knowledge-This valuable trait will protect you from overreaching.
8. Passion-Fortunately, this trait is prized and encouraged in Filipino life. If you are
passionate about something, that's where you will lead.
9. Conviction-All leaders everywhere believe in what they're doing.
10. Dedication-Dedication means spending whatever time and energy on a task is required to
get the
11. job done, rather than giving it whatever time you have available.
12. Magnanimity-A magnanimous person gives credit where it is due. It also means being
gracious in defeat and allowing others who are defeated to retain their dignity.
13. Openness-Openness means being able to listen to ideas that are outside one's current
mental models, being able to suspend judgement until after one has heard someone else's
ideas.
14. Performance-Demonstrates success in carrying out the duties of the leadership position,
or the duties necessary to successfully complete the project and/or activity.
15. Vision-Demonstrates ability to provide direction for the organization.
16. Initiative-Demonstrates ability to take the lead in meeting organizational goals.
17. Commitment-Demonstrates reliability and dedication to accomplish the goals and
objectives of the organization, or the unique service objectives related to service learning.
Dedication and implementation and organization of community service events.
18. Character-Use of good judgment reflected in all activities. Performance, vision and
initiative above the norm in service activities. Character may also be revealed by an
individuals ability to overcome physical and/or environmental handicaps.

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Challenges for leadership-
1. Organizational challenges
2. Human resource challenges
3. Environmental challenges
4. Cultural challenges
5. Managing Workforce Diversity

1. Organizational Challenges
Expansion
Downsizing
Restructuring

2. Challenges for leaders in HR Management

Talent identification and deployment
HR Managers need to ensure that the workforce has the right skill to meet the organization
future need.
Human Capital Development
Performance and learning structure fit into organizational structure with employees skill
and behavior.
Reward management
Linking reward to the performance.
Employee relation
Creating work environment that encourages high performance
To respect employees needs and commitments
Ensuring high employee commitment and job satisfaction
To help employees overcome the feeling of job insecurity

3. Environmental Challenges
Understanding cultural differences.
Organizations have to compete in global market have to deal with diverse culture.
Dimensions of culture effecting work related attitudes.
Individualism VS Collectivism
Power distance
Uncertainty avoidance
Masculinity vs. Feminists
Time orientation

4. Developing Cross Cultural Sensitivity

Supporting a diverse work force.
Developing a global perspective of various HR functions such as HRP, recruitment,
training and selection possess adequate knowledge about the legal systems of various
countries.

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 Understanding global, economic, culture and customs.
Help employee interact with people from other cultures

5. Managing workforce Diversity

Lack of adequate knowledge about moving work force
Inability to communicate with employees who culturally diverse.
Gender diversity
Glass Ceiling effect
Age diversity
People belong to different age groups have different attitudes and
values
Cultural diversity

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The personal qualities and traits of
Indra Nooyi make her a great
leader. Nooyi is CEO and board
chairman of PepsiCo, the second
largest food and beverage firm in
the world. She is described as fun
loving, sociable, agreeable,
conscientious, emotionally stable,
and open to experiences. Nooyis
personality traits have contributed
to her job performance and career
success. She joined PepsiCo in
1994 as head of corporate strategy
and was promoted to president and
chief financial officer before
moving into the firms top
management position. Nooyi has
been named one of the most
powerful women in business and
one of the most powerful women in
the world.

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STYLES OF LEADERSHIP
There are a number of leadership styles for manager to learn and apply the style that most
appropriate to his/her organization. Scholars and practitioners have studied and defined leadership
style into a certain category. Each study is based on different assumptions and theories.
Nevertheless, it is said the leadership style that managers use will be based on a combination of
their beliefs, values and preferences, as well as the organizational culture and norms that encourage
some styles and discourage others. It is widely accepted that no single style works the best. Each
style is suitable to each particular phenomenon.

1.Charismatic Leadership
A charismatic leader is one who gathers followers through endeavor of personality and charm,
rather than any form of external power or authority. The assumptions behind this style are: charm
and grace are all that is needed to create followers; self-belief is a principle need of leaders; people
will follow the one they personally admire. Charismatic leaders have a great ability to deal with
every situation. They are good at picking up the moods and concerns of both individuals and larger
audiences. The way they move from person to person is that they pay much attention to the person
they are talking to at any one moment, making that person feel like they are, for that time, the most
important person in the world. They use a wide range of methods to manage their image such as
engendering trust through visible self-sacrifice and taking personal risks in the name of their
beliefs. Charismatic leaders will show great confidence in their followers by effectively using of
body language as well as verbal language. They also make effective use of storytelling including
symbolism and metaphor.

2.Participative Leadership
A participative leader is one who seeks to involve other people in the process, possibly including
subordinates, peer, superiors and other stakeholders. The assumptions behind this style are: people
are more committed to actions where they have involved in the relevant decision making; people
are less competitive and more collaborative when they are working on joint goals; when people
make decisions together, the social commitment to one another is greater and thus increases their
commitment to the decision; several people sitting and deciding together make better decisions
than one person alone. Participative leadership is also known as consultation, empowerment, joint
decision-making, democratic leadership, management by objective (MBO), and power-sharing.
Many studies have investigated and classified this leadership style in several ways. There are two
well known studies during the 1950s: Michigan leadership studies; and Ohio State leadership
studies.

3.Situational Leadership
As many have agreed that there is no specific leadership style works best, the factor the leader
needed to take into consideration is situation. It can be said that the best action of the leader
depends on how well leader deals with a range of situational factors. Factors that affect situational
decisions include motivation and capability of followers in particular situation. Moreover, the
relationship between leader and followers can be another factor that affects leader behavior as
much as it does follower behavior. The leader behavior is a combination of his/her stress, mood,

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believe, and perception during the time he/she deals with particular situation. Maier (1963) stated
that leaders not only consider the likelihood of a follower accepting a suggestion, but also the
overall importance of getting things done. Thus in critical situations, a leader is more likely to be
directive in style simply because of the implications of failure.
Tannenbaum and Schmidt (1958) proposed three forces that led to the leaders action: the forces
in the situation, the forces in the follower, and the forces in the leader. This recognizes that the
leaders style is highly variable, and even such distant events as a family argument can lead to the
displacement activity of a more aggressive stance in an argument than
usual.

4.Transactional Leadership
The transactional leader is one who works through creating clear structures making subordinates
clear what is required to do. When the task is appointed, subordinates are considered to be fully
responsible for it. Rewards will be given upon accomplishment. Nevertheless when things go
wrong, they are considered to be personally at fault and are punished for their failure. Punishments
are not typically mentioned but the subordinates have well understood that a formal system of
punishment is in place. The assumptions behind transactional leadership style are: people are
motivated by reward and punishment; social systems work best with a clear series of command;
the authority of manager needs to be accepted when people are first hired to do a job; and
subordinates initial purpose is to do whatever the manager tells them to do.

Developing the vision: leader develops a view of the future that will excite and convert potential
followers. This vision may be developed by leader him/herself or emerge from a broad series of
discussion. The important factor is the leader buys into it, hook, line and sinker.
Selling the vision: Leader tries to sell the vision to followers. Since some people will easily buy
the vision and some may take a while before joining the group, leader need to use whatever works
to convince all followers that the vision will work for the firm.
Finding the way forwards: Some transformational leaders may know where to go and how to
get there while others may not have a complete plan, but they will happily lead the exploration of
possible routes to the promised land. The route forwards may not be clear and may not have many
details. However, if the vision is clearly set, the direction will always be known.
Leading the charge: Leaders are always visible and will stand up to be counted rather than hide
behind their teams. They show by their attitudes and actions how everyone else should behave.
The leaders also make continued efforts to motivate and rally their followers, constantly doing the
rounds, listening, soothing and enthusing. In addition, if followers seem not to believe in the vision,
leaders need to seek the way to reinforce their followers with a high level of commitment to the
vision.

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When Yahoos growth and revenues
slowed for several years, the company
hired Carol Bartz as its new chief
executive. Known as a task oriented
leader, Bartz previously led a
successful turnaround at software
maker Autodesk where, under her
leadership, the companys revenues
grew from $300 million to more than
$1.5 billion. But after two and a half
years at Yahoo, Bartz was fired as CEO
for failing to revive the companys
revenues and stock price. According to
Fiedlers contingency model, Bartzs
task oriented style was not effective in
improving Yahoos performance.
Observers noted that Bartz failed to
provide the visionary leadership and
focused strategic direction and
execution needed to position the
company for growth.

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whether a leader should be directive or supportive or should demonstrate some other behavior
depends on complex analysis of the situation. It predicts the following:

The Ways Leaders Can Support Team Success

Since leaders lead others, usually in groups or teams, any conversation about effective leadership cant
go too far before beginning to discuss how leaders help their teams. People have spent their lives studying
the dynamics of team interactions, how teams form and develop, and the skills needed for team members
to be successful. When thought about from this perspective, it is hard to fathom how leaders can ever
master these complexities.

On the other hand, people have been working in groups for a very long time, and so while complex,
there are things people to do work together better, and so there are things that we as leaders can do
to support those efforts.
Since this is such a critical piece of the leaders list of activities,
Expect and encourage teamwork- It is difficult to expect people to come together as
effective teams if there isnt a clear and definitive expectation of the importance of that. It
may seem obvious to you, but you probably know what assuming can do. if you want great
teams, start by making your expectations clear. Then make sure you are encouraging
teamwork through your conversations, feedback, recognition and rewards systems and
more. Expectations are great, but your daily actions will show how important teamwork is
to you and your organization.
Be committed to team success and help grow the commitment of others- The best teams
are committed to their success and to each other. Are you committed to both of those
things? As the leader of a team you are also part of the team, too. Yes your role is different,
but are you all in for the team? If you arent, how can you expect them to be? While being
committed yourself is important, you must recognize the importance of this commitment
and engagement and encourage it in others as well. This may require conversations,
coaching and even conflict resolution, but doing the things that help teams become more
committed to the work and each other will pay huge dividends in results.
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 BILL GATES

William (Bill) H. Gates III is co-founder, chairman and chief executive officer of
Microsoft Corporation, the world's leading provider of software for personal
computers.

Gates is one of the most successful entrepreneurs of the world. He is able to run a successful and a
profitable entrepreneurship for many years and even today, we cannot survive in this competitive world
without it. Vision and dedication are the key factors of being a successful entrepreneur and these skills
were present in Bill Gates from the beginning. He has got the skills to identify the most suitable employee
for recruitment. The success of Microsoft is the true example of the entrepreneurial skills of Bill Gates.
The success story of Bill Gates is highly motivating for all the upcoming entrepreneurs. His hard work,
dedication and self-confidence helped him to earn everything he has. He is a simple man and slightly
conservative in regards of money although he is one of the richest people of the world. The youth can take
inspirations from the life of Bill Gates. So it can be concluded that Bill Gates is one of the ideal
personalities of the world who has honestly contributed towards the world's success. Such characteristics-

INTELLIGENT,VISIONARY,PASSION,INNOVATION,RISKBEARER,CONTINOUS,LEARN
ER,ACCEPTING THE CRITICISMS, He Had a Solid Team, He Took a Long-Term
Approach, He Learned From Failure, He Never Stopped Asking Questions

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 Create a team vision and help people personalize it. A team can be committed and get
along and do great work, but if they arent moving in a direction that is the desired
direction for overall organizational success, they are less effective than they could be.
Whether you set the goals or involve them in setting them, no team can succeed without
them. Goals alone arent enough however. We must help people connect their personal
work to the goals of the team and the vision of the organization. Our role as leaders is to
help make that happen.
Focus on relationships and encourage others to do the same- Often leaders make the
mistake that if people get to know each other, they will get along better and most, if not all,
team problems will melt like the Wicked Witch of the West. While many consultants make
a living based on this basic premise, it is short sighted and incomplete. That said,
relationships among team members matter and will aid in team development and success.
If you want highly successful teams, be a relationship builder and allow time and space for
team members to build relationships while they accomplish tasks.
Be available to help and let your team grow independent of you. Your team will need
you, you are committed and are excited and believe in the goals of the team. You must
have time and invest time in your team. And you must leave them alone. Dont
micromanage them. People grow and learn with help, but you cant do things for them.
Give them space, opportunity and be patient. Finding this balance may be a challenge, but
remember that as they learn and grow you are leveraging that learning for the lifetime of
the team.
Be supportive and encourage team members to support each other. Be supportive both
of the team as a whole, which we have already talked about in several ways, but also of the
individuals on the team.6 Remember that a team is made up of individuals, and when you
support them you are building their confidence and creating positive attitudes. Since you
know that confidence and a positive attitude and energy will improve individual (and team)
results, it is important that you not only do this, but help people do the same for each other.
Creating this upward spiral or support and encouragement will grow your teams results as
fast as almost any other thing, and it starts with you.

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Cross-culture Leadership Styles
While a great deal has been said about international differences in leadership styles and their
effectiveness, another issue probably matters more for most organizations: How can we develop
leaders who are effective across cultural boundaries? Is it possible to create a truly global
leadership style that will extend across cultures? Some recent forays into the field of cross-cultural
leadership highlight possibilities for how global organizations might proceed. Some of the
leadership styles we have described in this chapter do seem to generalize across cultures. For
example, research suggests charismatic leadership is effective in a variety of national contexts. In
many cultures, terms like visionary, symbolizer, and self-sacrificer appear as descriptors of
effective leaders, and positive leader member exchanges also are associated with high
performance across a variety of cultures. Culturally intelligent leaders are flexible and adaptable,
tailoring their leadership styles to the specific and changing needs of the global workforce.
Researchers agree that learning to be a global leader requires gaining active experience in dealing
with multiple cultures simultaneously. These experiences give leaders a chance to observe how
different leadership styles work with different groups of people and build confidence in working
across cultural boundaries. Leadership development programs can also use 360-degree feedback
from supervisors, colleagues, and subordinates to help leaders recognize when their behavior is
not effective with certain populations of employees. Companies like PepsiCo and Ford have their
most effective global leaders provide seminars to emerging leaders so they can describe practices
that have been especially effective.

Policies and Practices to Encourage Experiential Learning

Expatriate assignments often include generous pay packages with expensive cars and exclusive
homes. These perquisites, however, can isolate global leaders from the host-country culture.
Oddou, Mendenhall, and Ritchie (2000) observed that even in short-term overseas trips,
organizational travel policies which focus on efficient and effective travel can shelter global
leaders in a bubble that separates them from direct and meaningful contact with the local culture.
Hence, providing the physical, mental, and psychological space to allow people to experience,
reflect, think, and experiment is critical for learning and change to take place (Kolb & Kolb, 2005).
We suggest this idea of space has special relevance to global leaders who otherwise may not
participate actively in experiential learning. The first stage of experiential learning is concrete
experiences. Organizations should encourage their leaders to get involved in the host culture to
gain concrete experience in several ways. First, they can emphasize the value of concrete
experiences by explaining that involvement and leadership development are important objectives
of the assignment. This framing should help global leaders view the experience as more than just
another task assignment or just another business trip (Oddou et al., 2000). Second, organizations
can structure international assignments to facilitate interdependence with locals. This will provide
leaders with more concrete and meaningful interactions with locals that should increase their
involvement with the local culture (Osland & Osland, 2006). Third, organizations can reward
leaders for learning foreign languages and increasing their knowledge of the local culture during
their assignments. Each of these should facilitate and encourage cultural involvement (Oddou et
al., 2000). The second stage of experiential learning is reflective observation. Global leaders have
heavy responsibilities and workloads that allow them very little time for reflection. Recognizing

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this reality, Mintzberg and Gosling (2002) recommended that international management programs
should incorporate modules for personal reflection. Applying this to global leaders, organizations
can encourage them to document their cross-cultural experiences, insights and learning points in a
journal (Oddou et al., 2000). By writing down their experiences and thoughts, global leaders can
compare their experiences with their expectations. They can also compare their experiences across
time and situations, thus promoting reflection and learning. The third stage of the experiential
learning process, abstract conceptualization, also has specific implications for organizations and
their leadership development programs. The majority of existing cross-cultural training programs
focus on providing country-specific knowledge (Earley & Peterson, 2004). Although such training
is important for anticipating cross-cultural differences, it does not adequately equip global leaders
with the capability to engage in abstract conceptualization that can help them make sense of novel
and paradoxical situations. We recommend that cross-cultural training programs should focus on
inductive logic and reasoning skills to help global leaders make sense of, as well as translate, their
concrete experiences and reflections into more abstract understanding of the culture (Earley &
Peterson, 2004). Training programs should also emphasize the benefits of developing a general
appreciation of different cultures based on specific personal experiences, rather than based on
stereotypical tendencies. The final stage in the ELT process is active experimentation.
Organizations can encourage leaders to apply their newly acquired insights by providing incentives
and resources that encourage them to set specific and measurable developmental goals for
exploration and experimentation. They also can make sure that reward systems do not contradict
the importance of development. For example, if goals only emphasize short-term business results,
global leaders will be less likely to maximize experiential learning opportunities. Coaching and
mentoring resources will also be helpful to encourage and guide leaders in their experimentation
processes. Alternatively, they could facilitate virtual team interactions among global leaders in
various locations and encourage them to share their experiences and sense-making with each other.
All of these should promote active learning (e.g., McCall & Hollenbeck, 2002; Oddou et al., 2000).

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 Apple Inc. Steave Jobs.

Vertical integration
Apple is a vertically integrated company. They bundle everything from hardware to
software, through to online services.
And, they do all this for demonstration of products that differentiate markets from PCs
to cell phones, and now to tablet computers.

This vertical integration allows Apple to control the quality of their

customers' experience. The attention to detail that pervades theirproducts
starts with the packaging and ends with customer loyalty and a globally
charismatic brand with unparalleled pricing strength.

Companys key success factors and key sources of competitive advantage

-In the beginning apple competitive advantage had a lot of problems because of the bad management skills.
-The conflicts inside the company reflected inefficient production and low profits.
-Later on apple appeared in the market with a different products and greater efficiency just in time.
-Its new invention were iTunes and iPods

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Strong Top Management Leadership Support and Passion
Top leaders at the organization must not only budget for the change and leadership development initiative,
they must also strongly believe in the initiative and model this behavior throughout the organization.
Support from senior management has been identified by 88 percent of the contributors as a critical step in
overcoming resistance to change. GE Capital energized its business leaders by designing its program around
its leaders behaviors and values, a focus that generated buy-in in high levels of the organization, and by
having participants work on projects for the office of the CEO. Windber Medical Centers patient
empowerment program was driven by its CEO, Nick Jacobs. In his account of Windbers organizational
change program and what drove its emphasis for patient-centered care at the hospital, President Jabobs
writes, When a patient walks into the typical hospital, the overwhelming confusing signage, the smell of
antiseptics, the curt and often unforgiving attitude of the employees, and the awesome power of the
physicians are usually clear indicators that they should leave their dignity at the door. Jacobs is
passionate about patient care, and it shows in the programs that he has supported for years. When
Agilent first became an independent entity, its CEO made development of future leaders one of
his first priorities. He drew on initiatives already in place to ensure buy-in and then improved on
these processes by making them universally applicable. First Consulting Group demonstrated a
strong sense of support from top-level executives through its creation of the Leadership
Development Committee, which included the CEO, two vice presidents, and an eighteen-member
task force of director and vice president-level staff, whose responsibility was to aide in conducting
organizational assessment and benchmarking survey data to assist in the development of future
organizational leaders. At Praxair, the change team recommended a four-step leadership strategy
design process to engage Praxair Distribution, Inc.s (PDIs) top 175 managers in assessing the
current state of the leadership practices and the changes required for PDI employees to become a
sustainable source of competitive advantage. Former chairman and CEO of Honeywell Larry
Bossidys zeal for Six Sigma was without a doubt exactly what the company needed to get this
initiative off the ground and on the radar screen of every leader and employee. FCG is unique in
that the firms CEO and executive committee serve as facilitators to the Leadership First program
sessions, and one member is required to be a sponsor for the participants.

Innovation leaders-
The word innovator, to describe an individual, is used far too widely these days. As I have
written in the past, business innovation is a collaborative affair that runs from idea, through
development to implementation. This process normally involves many people with various
expertise. So the notion of a lone innovator simply does not exist.

Usually, when people speak of innovators, what they really mean are creative thinkers. in other
words, people who are able to generate creative ideas that become the basis of
innovations. Sometimes, however, what people mean by innovator is what we will call an
innovative leader. Classic examples of innovative leaders include people like Steve Jobs (CEO
of Apple). Innovative leaders are creative visionaries who have big ideas and, most importantly,
can motivate people around them to turn those ideas into reality.

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An innovative leader does not even need to be the person who creates the idea behind an
innovation. Often, she simply recognizes a great idea perhaps devised by a subordinate and
envisions the path that leads to that ideas becoming a reality. Indeed, I would argue that creative
genius is less important in an innovative leader than is the ability to form a vision around an idea
or set of ideas. And once she has formed that vision, she needs to be able to share with employees,
suppliers and business partners the vision as well as enthusiasm for turning that vision into a
reality.

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Mashrafe the human being and the leader who has won millions of hearts.

Most of the aforementioned players retired long ago but the the
Narail Express is still going strong and performing well at
the very top level of cricket. Injuries might have hampered his
Test career but he is still Bangladeshs best leader, be it ODIs
or T20s. Whats more, he is probably the greatest ever captain
the Tigers have ever produced. So, Mashrafe is not just a good
cricketer, he is an inspiration, idol to the millions of cricket-
crazy Bangladesh fans. Oh captain, our captain, bring more
glories for Bangladesh!

However, it was anything but an easy ride for the inspirational

leader. He bowls with bandages on both his legs and it has been
a common scene in the domestic arena as well. As an all-
rounder, Mashrafe did not just have to fight against other
batsmen or bowlers for a place in the side but he had to
overcome his injuries too.

There are so many stories about him that can be mentioned. But
most importantly, its Mashrafe the human being and the leader
who has won millions of hearts and set an example for others
to follow.

Mashrafe is not the fastest bowler of the world, or the finest all-
rounder in recent times. But as a cricketer and as a captain, he
is surely an example to follow. Thats why hundreds of
cricketers in Bangladesh, who play in the domestic arena, have
categorised Mashrafe as their idol.
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How can a leader organization chance
The Best Practices Institute has defined a six-phase system to leadership and organization change,
which may be seen in most of the case studies in this book:
1. Business diagnosis
2. Assessment
3. Program design
4. Implementation
5. On-the-job support
6. Evaluation

Phase One: Business Diagnosis- The first phase is usually a diagnostic step in which the business
drivers and rationale for creating the initiative are identified. Critical to this stage is enabling
consensus and a sense of urgency regarding the need for the initiative. A future vision that is
supported by management is a key factor of success for these programs. All of the systems have
some model as a focal point for their work. The best of these models capture the imagination and
aspirations of employees and the entire organization. Designing the system also leads to strategic
questions, such as those taken from the GE Capital example:
What are biggest challenges facing the businesswhat keeps you awake at night?
If you had one message to future leaders of this business what would it be?
What will leaders need to do to address the business challenges?
What is it that you want to be remembered for as a leader?
What was your greatest defining moment that taught you the most about leadership?
What excites you most about your current role?

HP conducted a survey on Reinventing HP. More than seven thousand managers and individual
contributors responded. Several themes emerged that underscored the need to accelerate decision
making and collaboration. Respondents throughout the organization recognized the need to
accelerate decision making and increase accountability for action, thereby reinforcing senior
managements call for greater agility. A well-thought-out diagnostic phase is usually connected to
an evaluation of the desired business impacts in Phase Six.

Phase Two: Assessment-Assessments range from GE Capitals assessment system (in which
participants complete a 360-feedback survey that includes a question to describe a particular
person at peak performance) to the Myers Briggs Type Indicator (MBTI) to the Leadership Impact
Survey (a survey that correlates leader behavior with organization culture and value) to First
Consulting Groups system (in which individual participant assessment is conducted with five
vehicles: participant self-assessment, 360-degree and multi-rater feedback, external benchmarks,
managerial style profile, and behavioral needs profile). Assessment has become a norm for
business. The question is how we use the assessment to drive change in our businesses and
ourselves. Agilent used it to develop leadership behavioral profiles based on the companys
strategic priorities, core values, and expectations of those in senior leadership roles. Storage Tek

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performed an internal scan to determine what components of transformation were lacking. Praxair
conducted the assessment process to prepare the organization for future changes by engaging more
than five hundred employees: 175 leaders in the top three levels of management and over 325
employees across all fifteen regional businesses. Organizations such as General Electric, Intel,
Motorola, McDonalds, and others use behavioral analysis tools such as the Myers-Briggs Type
Indicator or 360-degree assessments. Individual coaching often accompanies this assessment to
facilitate behavioral change in participants. This coaching has been extremely successful for firms
such as GE Capital, Intel, Agilent, McDonalds, and others.

Phase Three: Program Design-The following outstanding programs have several unique elements
that are worthy of note.
Coaching. Intels coaching and mentoring system features internal coaches and a support network
of program participants and graduates. Emmis Communications used coaching to help managers
overcome resistance to cultural change.
Selection of participants. Agilents coaching program has a results guarantee so employees are
required to undergo a qualification process, including an interview before being allowed to
participate. Intel uses an application process to screen out apathetic or disinterested candidates.
McDonalds selects only high-potential candidates chosen by their division presidents.
Action learning. General Electric, Mattel and McDonalds use action learning as an integral part
of their leadership development systems. In particular, General Electrics action learning program
focuses on solving real business problems, whereas McDonalds centers around operational
innovations. These programs address such questions as What is a doable project that still
expands thinking? How do we set senior managements expectations for the business value that
the learning will produce? How do action teams stay together as learning groups over time?

Leveraging multiple tools. Every organization from Mattel to GE Capital took great care to use
a variety of methods to train, develop, and innovate. At Hewlett-Packard (HP), the final design
was a fast-paced program that interspersed presentations with small group work, practice, and
discussions in order to provide sufficient depth and practice without overwhelming the participants
or requiring excessive time out of the office. At Mattel, a small group was recruited to participate
in an immersion program that included the use of floor-to-ceiling chalkboards and a twelve-by-
forty-foot pushpin wall that acted as living journals, and self discovery speakers to help each
participant discover a renewed sense of self and expressiveness.

Use of current practices. Corning uses past strengths and successes to leverage future success.
Through focusing on history and storytelling, Corning is able to increase entrepreneurial behavior.
StorageTek was careful to build its organizational changes upon programs and practices that were
already in place in order to lend a sense of stability and consistency to its initiatives.

Connection to core organizational purpose. St. Lukes Hospital and Health System embraces
some basic concepts that foster a culture of service excellence and form the basis of its models for

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leadership development such as its management philosophy, vision for patient satisfaction,
PCRAFT core values, service excellence standards of performance, and performance improvement
plan.

1. Employee satisfaction yields patient satisfaction yields a successful business (Build your
people they build your business).

2. Employee satisfaction begins and ends with effective leaders who provide vision, clear
expectations regarding care and service, development and education, effective communication,
role modeling, constructive feedback, and recognition.

3. Effective leaders can and need to be developed.

4. Leadership development and education is based on educating to change behavior At Windber

Medical Center, there was a clear program built on the following transformational changes. The
organization determined that it would focus on patient-centered care as the number-one priority of
the organization; provide a loving, nurturing environment to the patients and their families; address
all patient and patient family issues quickly and efficiently; and become recognized locally,
regionally, and nationally for this new type of commitment to care that did not compromise the
patients dignity.

Phase Four: Implementation-Almost all of the initiatives have a formalized training and
development program or workshops to propel the change or development process into action. The
following are components of several noteworthy training and development workshops:

Lockheed Martin trained leaders to teach new behavioral competencies to their employees in
order to overcome their own resistance through public commitment to the behavioral
competencies. Lockheed Martin also focused on a group of opinion leaders within the company to
influence their peers during the cultural change effort.

First Consulting Groups program, Leadership First, prides itself on employing a situational
approach rather than a more typical subject matter approach by incorporating case studies based
on actual FCG work and scenarios. Unlike many other programs that focus on motivation and
communication, FCGs program focuses on various skills. For example, when completing a
merger case study, the potential leader must focus on a variety of issues: financial, legal, business
and revenue implications, emotional, motivational, and communication. FCG is also unique in that
the firms CEO and executive committee serve as facilitators to the sessions, and one member is
required to be a sponsor for the participants.
Mattels Project Platypus centered on individual development in order to maximize creativity
directed toward product innovation. Trust, respect, and communication were all encouraged
through the use of storytelling, creative culture speakers, and face-to-face connection. Outside
experts such as a Jungian Analyst and a Japanese Tea Master helped hone the teams observational
skills. Using the concepts of postmodernism and the company as a living system, the original group
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of twelve brainstormed, bonded, branded, and even researched in nontraditional ways; their efforts
resulted in Ello, a hybrid building toy for girls that is expected to be a $100 million line.
To ensure that dynamic leadership principles were put into practice, HP implemented a rigorous
post course management system using a commercial follow-through management tool . In the
concluding session of the program, participants were asked to write out two objectives to apply
what they had learned to their jobs. The following week, participants were reminded of their goals
by e-mail. A copy of each participants objectives was e-mailed to his or her manager to ensure
that managers knew what their direct reports had learned and intended to work on. The system
made each participants goals visible to all the other members of his or her cohort to encourage
shared accountability and learning. These were entered into a group-specific Friday5s website.
The following week, participants were reminded of their goals by e-mail. Other companies
implemented change-catalyst programs to help prevent systemic dysfunction.
A key exercise in MITs transformational program was a visionary exercise that focused on
helping developing leaders envision change and see themselves as a part of the whole system.
Envisioning the department operating in a healthy and productive way in five years stimulated
participants to discuss what they are doing today to help ensure that transformation. Participants
became involved in thinking in a new way and realized the impact their decisions had not only for
the future of the department, but also on each other.
At Corning, an innovation task force was established to focus on the companys successes and
also identify short-comingsboth considered an untapped resource that needed to be made more
visible and understood by employees in order to champion and embrace the concept of innovation.
Formalized training programs for employees of all levels were set up and became part of the basis
for promotion, reviews, and hiring. Corning also instituted a program named Corning Competes,
which is designed for continuous improvement of business practices through reengineering.
StorageTek knew that for its initiatives to be successful they would need to instill a sense of
urgency, as well as ensure buy-in at all levels. They partnered with a company specializing in
transforming strategic direction through employee dialogue to create a learning map called
Current Reality: The Flood of Information. The map was extremely effective in engaging not
only top-level leaders worldwide, but all StorageTek employees in discussion about the companys
competitive environment. The next step, which included additional communications and initiatives
around achieving a high-performance culture, served to sustain the sense of urgency.
At Praxair the assessment phase lasted over fifteen months and was far more than a few surveys
or focus groups. It was an intensive set of actions, engaging more than five hundred employees
and simultaneously laying the foundation for implementation actions endorsed by those whose
behaviors were expected to change. Resistance during the implementation phase was virtually
nonexistent.

Phase Five: On-the-Job Support-These benchmark programs reach beyond the boardrooms and
classrooms and provide on-the-job reinforcement and support. Work in this phase defines the
follow-up support that determines whether change and development will transfer on the job. In
several of the programs, the support system outside of training is one of the most salient elements
of the organization developmenthuman resources development (OD-HRD) initiative. Motorola
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installed a performance management system to help transfer the shared goals of the organization
to individual behavior. McDonalds integrated program-specific insights with the overall
organizations ongoing personal development systems and processes. Emmis Communication
celebrated individual achievements during special events and used a balanced scorecard
measurement system to incorporate the desired behaviors to measure the companys performance.
Agilent uses a slightly different approach in its coaching system, involving periodic check-ins
with the participants constituents throughout the coaching process. The check-in is important in
part because the developmental goals addressed by the Accelerated Performance for Executives
program often pertain to the relations between managers and their supervisor, peers, and
supervisees, and so forth, and also because these constituents are the ones that determine whether
or not a participants have been successful in their development. Along similar lines, Mattel
increased manager participation in its innovation process so that when employees returned to their
original roles after participating in Project Platypus, there was smoother reintegration and
improved utilization of new skills. The coaching and mentoring case studies in this book are
specifically designed to provide ongoing support and development for leadership development
initiatives. Both the coaching and mentoring case studies, Intel and General Electric, are excellent
examples of organizations that provide ongoing support for leadership development and more
specifically the organizations strategic business goals and objectives. Other organizations take a
more direct approach to providing ongoing support and development for change by installing
review processes. First Consulting Group, Motorola, MIT, and Praxair have ongoing review,
monitoring, and analysis processes in place to ensure that the new policies and procedures are
being followed. Delnor Hospital helped teams stay on track by requiring department heads to
develop ninety-day plans that outline specific actions to be taken each quarter in working toward
annual goals. This principle is also built into the hospitals review and evaluation system so
everyone is held accountable for his or her performance in achieving individual, team, and
organizational goals.

Phase Six: Evaluation-Evaluation is the capstonethe point at which the organization can gain
insights on how to revise and strengthen a program, eliminate barriers to its reinforcement and use
in the field, and connect the intervention back to the original goals to measure success. Several
initiatives deserve noting in this stage:

McDonalds uses behavioral measurements to assess the participants performance after the
program, including the rate of promotion and performance evaluations.

Emmis Communication measures revenue per employee, employee survey results, and the rate
of undesired turnover to measure the success of the change effort.

Lockheed Martin used employee surveys to track changes in critical behavior. The results
indicated that units that achieved significant improvement in critical behaviors also improved in
their financial performance.

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 Intel Fab 12s leadership development program measures the effectiveness of its program based
upon increased participants responsibility after graduation, post program self-assessments, peer
recognition letters, and results of WOW! Projects implemented by participants while in the
Leadership Development Forum.

GE Capital surveys participants about actions taken at the individual, team, and organizational
levels to drive change. The surveys follow the original construct of the program around the three
levels of leadership after graduation. A mini-360 is conducted around each participants specific
development need; 95 percent of the participants show an improvement as viewed by their original
feedback givers. Program evaluations are also conducted to ensure that the design and content
remain relevant and adapt to a global audience.

Agilent used a combination of mini-surveys, telephone check-ins, and face-to-face interviews to

determine perceived improvement in a leaders overall leadership effectiveness and specific areas
for development. The aggregate results were impressive in that close to 80 percent of respondents
felt that the leader rated had been successful in his or her development. That coaching results are
guaranteed is another testament to the effectiveness of the program.

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 Mahendra Singh Dhoni has developed a reputation for being one of the
greatest leaders that the game of cricket has ever seen.

Under Dhoni's captaincy, India won the

2007 International Cricket Council (ICC)
World Twenty20, the Commonwealth
Bank Series of 200708, the
2010 Asia Cup, the 2011 ICC Cricket
World Cup and the 2013 ICC Champions
Trophy. The list of his achievements would
use my entire column space if I didn't stop
here.

Even though Dhoni hails from a modest

rustic background, he never let this hold
him back. He is always confident,
forthright and often surprises audiences and
media with his comments. Not holding
back and being true to yourself carries you
far in the corporate as well as the sporting
world.

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Leadership Core Competencies
The 28 Leadership Core Competencies are divided into five levels. Definitions are listed below
organized by the leadership levels.
Managing Self
Integrity/Honesty: Behaves in an honest, fair,
and ethical manner. Shows consistency in
words and actions. Models high standards of
ethics.
Interpersonal Skills: Treats others with
courtesy, sensitivity, and respect. Considers and
responds appropriately to the needs and feelings
of different people in different situations.
Continual Learning: Assesses and recognizes
own strengths and weaknesses; pursues self-
development.
Resilience: Deals effectively with pressure;
remains optimistic and persistent, even under
adversity. Recovers quickly from setbacks.
Oral Communication: Makes clear and
convincing oral presentations. Listens
effectively; clarifies information as needed.
Written Communication: Writes in a clear,
concise, organized, and convincing manner for the intended audience.
Flexibility: Is open to change and new information; rapidly adapts to new information,
changing conditions, or unexpected obstacles.
Problem Solving: Identifies and analyzes problems; weighs relevance and accuracy of
information; generates and evaluates alternative solutions; makes recommendations.

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Managing Projects
Team Building: Inspires and fosters team commitment, spirit, pride, and trust. Facilitates
cooperation and motivates team members to accomplish group goals.
Customer Service: Anticipates and meets the needs of both internal and external customers.
Delivers high-quality products and services; is committed to continuous improvement.
Technical Credibility: Understands and appropriately applies principles, procedures,
requirements, regulations, and policies related to specialized expertise.
Accountability: Holds self and others accountable for measurable high-quality, timely, and
cost effective results. Determines objectives, sets priorities, and delegates work. Accepts
responsibility for mistakes. Complies with established control systems and rules.
Decisiveness: Makes well-informed, effective, and timely decisions, even when data are
limited or solutions produce unpleasant consequences; perceives the impact and implications
of decisions.
Influencing / Negotiating: Persuades others; builds consensus through give and take; gains
cooperation from others to obtain information and accomplish goals.

Managing People
Human Capital Management: Builds and manages workforce based on organizational goals,
budget considerations, and staffing needs. Ensures employees are appropriately recruited,
selected, appraised, and rewarded; takes action to address performance problems. Manages a
multi-sector workforce and a variety of work situations.
Leveraging Diversity: Fosters an inclusive workplace where diversity and individual
differences are valued and leveraged to achieve the vision and mission of the organization.
Conflict Management: Encourages creative tension and differences of opinions. Anticipates
and takes steps to prevent counter-productive confrontations. Manages and resolves conflicts
and disagreements in a constructive manner.
Public Service Motivation:
Shows a commitment to serve the
public. Ensures that actions meet
public needs; aligns organizational
objectives and practices with
public interests.
Developing Others: Develops the
ability of others to perform and
contribute to the organization by
providing ongoing feedback and by
providing opportunities to learn
through formal and informal
methods.

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Managing Programs
Technology Management: Keeps up-to-date on technological developments. Makes effective
use of technology to achieve results. Ensures access to, and security of, technology systems.
Financial Management: Understands the organizations financial processes. Prepares,
justifies, and administers the program budget. Oversees procurement and contracting to
achieve desired results. Monitors expenditures and uses cost-benefit thinking to set priorities.
Creativity / Innovation: Develops new insights into situations; questions conventional
approaches; encourages new ideas and innovations; designs and implements new or cutting
edge programs/processes..
Partnering: Develops networks and builds alliances; collaborates across boundaries to build
strategic relationships and achieve common goals.
Political Savvy: Identifies the internal and external politics that impact the work of the
organization. Perceives organizational and political reality and acts accordingly.

Leading Organizations
External Awareness: Understands and keeps up-to-date on local, national, and international
policies and trends that affect the organization and shape stakeholders views; is aware of the
organizations impact on the external environment..
Vision: Takes a long-term view and builds a shared vision with others; acts as a catalyst for
organization change. Influences others to translate vision into action.
Strategic Thinking: Formulates objectives and priorities, and implements plans consistent
with the long-term interest of the organization in a global environment, Capitalizes on
opportunities and manages risks.
Entrepreneurship: Positions the organization for future success by identifying new
opportunities; builds the organization by developing or improving products or services. Takes
calculated risks to accomplish organizational objectives.

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CONCLUSION-

If your actions inspire others to dream more, learn more, do

more and become more, you are a leader.

Management is about getting things done. Leadership is about achieving goals by creating a
direction for a business and inspiring employees to take initiative and make the right decisions.
Enterprise managers need the skills to motivate, lead and influence others. Enterprise aims to
employ people who can take on a leadership role and help to grow the business for the longer term.
Its management and training programs help to provide employees with the skills necessary to lead
others. A leaders can make the employees enthusiastic to work for a common goal at different
levels within the hierarchy. Depending upon the circumstances, leaders will use different
leadership styles.

References-

1. https://redbooth.com/hub/successful-leaders-support-their-team/
2. http://www.dhakatribune.com/sport/cricket/2016/11/08/mashrafe-leader-
inspiration/
3. https://www.academia.edu/27653126/A_critical_Analysis_of_Mashrafe_Bin
_Mortaza_as_a_Leader
4. https://www.forbes.com/sites/ranisingh/2016/04/25/10-leadership-lessons-
from-m-s-dhoni/#4e1fbbc35a3f
5. http://blog.kevineikenberry.com/leadership-supervisory-skills/six-ways-
leaders-can-support-team-success/
6. https://www.slideshare.net/kunjikili45/leadership-32625997
7. https://www.scribd.com/doc/16315025/Leadership-Style-of-Billgates
8. https://www.scribd.com/presentation/52877093/Apple-Steve-Jobs

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