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ASSIGNMENT

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gONTENT

1.c INTRODUCTION

2.c WHAT IS CORPORATE SECTOR?

3.c WHAT IS LEADERSHIP AND WHO IS A LEADER?

4.c MANAGEMENT AND LEADERSHIP

5.c THE CHANGING MEANING OF LEADERSHIP

6.c SOCIAL RESPONSIBILITY AND THE MODERN CORPORATE

LEADERS

7.c IMPORTANT ATTRIBUTES OF RESPONSIBLE LEADERSHIP

8.c CONCLUSION
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cINTRODUgTION:
As long as there have been human beings, there have been leaders but the
fundamental meaning of leadership has not changed in all of recorded history. It
has always been about the person in charge of the group. Being a leader has
always meant having power over people and the au thority to make decisions for
the group. We have tweaked the meaning of leadership a little bit, thus moving
from dictatorial to more participative styles but the essence has remained
basically unchanged for centuries.

India launched a series of economic reforms in 1991 in

response to a severe balance of payments crisis, many of which directly or
indirectly led to a substantial liberalization of the corporate sector. The reforms
aimed at easing restrictions on firms¶ activities and enhancing Overall
competition by putting an end to the µlicense raj,¶ liberalizing the foreign trade
regime, and opening the financial sector. The freeing of capital markets and
entry of foreign investors brought new financing and ownership opportunities
and significantly raised the volume of new equity issues. The economic reforms
since 1991 have brought many changes to the environment in which Indian
companies previously operated.
But with the arrival or corporate sector the role and definition
of leaders and leadership is changing. We traditionally think of leadership as the
skills, qualities and behavior of an individual who exerts influence over others
to take action or achieves a goal using their position and authority. But this way
of thinking about leadership is only one part of the leadership story -- one that
does not fully recognize leadership as a process grounded in relationships that
are fluid, dynamic, non-directive and non-unilateral. The meaning of leadership
has always entailed occupying a static position at the head of a group. Today,
we need to see that leadership is an occasional act, not a role. So today, when
one peruses the list of management tomes, one sees more and more books about
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teamwork and team management. Cross-functional teams have been one of the
most important concepts of Late 20th Century Management and leadership has
to be understood in that context. By the last decade of the 20th century, team
management and cross -functional teams were clearly best practice concepts.
Researchers even suggested that the best teams might be those that used rotating
leadership or no leaders at all. Our definition of leadership needs to change for
a knowledge driven world that is no longer rigidly hi erarchical, stable or static
but one that is fluid, fast changing and less formally structured. Leadership has
always been based on power. For the conventional view, this means the power
of personality to dominate a group. Leadership in the 21st century is no longer a
fixed role. We will never mobilize leadership at the scale needed for significant
progress on social change or any other complex issue without expanding our
thinking about what leadership is, how it works and how we can support it.

c{ AT IS A gORPORATE SEgTOR?

A Corporate Sector is a section of society consisting of Companies/ Industries/

Business Houses. They are the industrial development side of our society. They
contribute to National Income Generation, Infrastructural Growth and
Development of the Economy. They represent the Producer side of Economy
and we represent the Consumer Side of Economy, We consume what they
produce (services included). They generate income; we help them generate the
same.
They foster regional- national- societal growth, we enable them achieve their
goals.

c{ AT IS LEADERS IP?
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Leadership is the process of influencing the behavior of others to work willingly

and enthusiastically for achieving predetermined goals. The successful
organization has one major attribute that sets it apart from unsuccessful
organization is dynamic and effective leadership.

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c{ O IS A LEADER?

A leader is not a single unit, it is not as if he single-handedly performs miracles

but he convinces people of his ideas and thoughts. He breaks away from
established norms, gears up to challenge mediocrity and brings and binds
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together people him diverse backgrounds. The energy and the personality of the
leader charge up his followers.

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cMANAGEMENT AND LEADERS IP

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Managers are often seen as administrators, not leaders. Management means

having responsibility for people and other resources with the goal of getting
work done as efficiently as possible. Managers can be as inspiring as leaders,
but when they are wearing their managerial hat, Managers aim to get things
done efficiently; they try to inspire employees to improve performance rather
than move them to change direction as leaders do. Leadership does not manage
people - that's management. Leaders don't make decisions. The act of leadership
is pure informal influence. Leadership refers to the trade-off between more or
less managerial control and the ability of individuals to influence a group to
realize a given objective. Leadership distinguishes itself from µnormal
management¶ on several essential points . Whereas managers try to ensure that
people do things, leaders ensure that people  to do things. Most leaders are
good managers, but good managers are not always good leaders.
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cT E g ANGING MEANING OF LEADERS IP:

Leadership re-invented as an occasional act, like creativity, not a role or

position. Those at the top sometimes lead, sometimes just manage. Embracing
new challenges and inspiring others to do the same is what defines today's
leader. These themes are some of the new ideas coming from leadership studies.
They define the requirements that are now essential to today's leaders.
Companies are no longer looking for good people to manage their businesses'
assets but leaders who will maximize their company's assets to the greatest
degree. Making the most out of t he resources available and making those
resources the best they can possibly be is the standard to which leaders are held.
. Doing the very best and exceeding goals is the direction today's leaders are
heading towards. Today we see that not only have the people changed but the
rules have changed as well. What worked yesterday no longer works today.
Leaders today find that a mentoring, sensitive, and sharing approach is more
effective. They guide their followers toward mutual goals rather than forcing
them to achieve imposed goals and allow members to share in the feeling of
success.

[cDIFFERENgE BET{EEN gONVENTIONAL

LEADERS IP AND REINVENTED LEADERS IP:

gONVENTIONAL LEADERS IP REINVENTED LEADERS IP

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c A single heroic leader. They occupyc Multiple leaders playing multiple

positions of authority. c roles.c All employees can promote new
directions. c

One leader from beginning to end A continuity of leaders Paradox and

Congruence and consistency contradiction
logical, rational, and sensible²with symbolic, emotional, and
SMART goals Consistency, stability, meaningful²with profound purpose
and predictability
Personal benefits and advantages Meaningfulness beyond personal

benefits

Organizations absorb the risks of Employees share the risks of failure

failure and benefits of success
Ultimate responsibility and
accountability for measurable success
at the top ,Adaptability and addressing
work challenges as they arise
Decision-making and leadership at the Employee and union partnerships
top
and rewards from success
Responsibility and accountability for
measurable success for every- one,
including workers, managers,
regulators, community organizations,
and funders Engaging only in value-
added activities
in planning, decision-making,
training, evaluation, and discipline

cSOgIAL RESPONSIBILITY AND T E MODERN

gORPORATE LEADERS:
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It is important to understand how a corporate leader acts (skills), what he or she

needs to know (knowledge) and what they must be (attitudes) in order to
implement corporate responsibility into their business decision -making.one
needs to examine the management attitudes that contribute to responsible
leadership. The leader needs to know how corporate responsibility is integrated
into a company¶s culture. The leaders need to move beyond traditional
descriptions of business excellence in terms of finance, production, outputs and
service excellence. It is important that leaders have the ability and willingness to
recognize that business decisions are not always driven by a process of
economic rationality, social justice and environmental protection is also
important. And for this they need to bring about change s at three levels.
These are:
åc Creating a greater awareness of the issues relevant to the changing role of
business in society
åc Developing an ability in managers to undertake a critical analysis of
potential corporate responses
åc Instilling the courage to take actions that are consistent with the values of
the organization and appropriate to the situation recognizing the wider
responsibilities of business.

cIMPORTANT ATTRIBUTES OF RESPONSIBLE

LEADERS IP

c Integrity
åc A high level of ethical awareness/moral reasoning
åc Won't let unethical behavior go unchallenged
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åc Honest and trustworthy

åc Willing to explore ethical dilemmas
åc A willingness to take ethical action without a clear picture of the final
outcome

c Open-minded
åc Willing to act on criticism from inside or outside the organization
åc Will not be complacent and assume things can't be improved
åc üuestioning business as usual by being open to new ideas, challenging
others to adopt new ways of thinking

c Taking a long-term perspective

åc A belief that bottom line success can be achieved in an ethical way
åc Does not focus exclusively on cost and budgets
åc Recognizing that business does have responsibilities to the broader society
åc Understanding the role of each player in society - government, business,
trade unions, NGOs and ci vil society
åc Taking a strategic view of the business environment

c Demonstrating ethical behavior

åc Ethical behavior embedded in personal actions and day to day behavior
åc Willing to take the organization beyond minimum legal standards
åc Willing to be a public role model for ethical behavior
åc Able to change beliefs of followers consistent with own high values

c gare for people

åc Commitment to the growth and development of employees
åc Respect for employees at all levels
åc Respect for diversity and equal opportunities for all
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åc Won't make unrealistic demands on self and others, e.g. not working all
hours
åc A management style of empowerment rather than control

c gommunications
åc Listen to others with respect for diverse views
åc A broad model of communications - a two-way dialogue with staff
åc Being honest and open with staff in the organization
åc A belief in the principles of accountability, e.g. measuring and publicly
reporting on company progress with regard to social and environmental
issues

c Managing responsibly outside the organization

åc Treating suppliers fairly
åc An interest in the impact of the business on surrounding local communities
åc Building relations with external stakeholders, engaging in consultation and
balancing demands
åc Building capacity and external partnerships and creatin g strategic networks
and alliances

gONgLUSION:
Change is much more rapid today; the world is more dynamic, making it harder
to maintain the static state in which one person stays at the head of affairs. Also,
if you add complexity, it is much harder for any one person to know what to do
and, therefore, to provide the group with direction. So today there is need for
multiple leaders in corporate sector who lead at their own level. In any
organization people first and foremost look at their personal gains. It is the
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leader who inspires them to work towards the common goal of betterment and
advancement of the organization as well as society . Leadership is not simply the
ability to manage people or about visionary skill. It goes further than all that. At
the core of the concept of leadership is a sharp understanding of all the business
factors. A leader also needs to be patient, logical and weigh all the pros and
cons before arriving at a decision . . He should work democratically, giving them
ownership of processes, however small it may be. To create a winning team
leader has to promote independent thinking, encourage new ideas, show
willingness to take risk and inspire excellence and loyalty among his
subordinates. He also has to help employees focus on their strength and help
them realize their full potential.

Finally a leader has to manage the overall environment of

his organization-both internal and external to facilitate the progress and growth
of the organization. In conclus ion we can say that a leader has to be a people -
manager. He has to be Charismatic, awe -inspiring and an iron hand.

REFERENgE:
Saxena ,Dr. Tulika 2009. Actualizing Managerial Roles through Corporate
Leadership: Exploring Indian Corporate .Laxmi Publications, Ltd

Cameron, Kim S. Lavine, Marc 2006. Making the impossible possible: leading
extraordinary performance--the Rocky Flats story. Berrett-Koehler Publishers

Heald, Morrell 2005. The social responsibilities of business: company and

community, 1900-1960. Transaction Publishers

http:/books.google.co.in
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http:/google.co.in

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