A Discussion on

Leadership Styles –
21st Century.

Mr. T. Prabaharan
(MBA)
What is leadership?
“process of influencing individuals & group
activities toward goal setting & goal
achievement”

Then who are leaders?

“one who succeeds in getting others to
follow”
Leaders are not Born, but Made
Modern Management thinkers have proved beyond doubt that
business leaders are not born; but made. They have also expressed
that leadership consists of habits and skills, which are not inherited,
but are acquired through constant practice. Leadership, is
therefore, not a position one has by ‘divine right’. It is the complete
sum of all your efforts. Leaders are made and made by themselves.
People who set out to work in an ambitious and enthusiastic
manner become leaders all the way.

Leadership, is therefore, not a matter of luck, birth, genius or

accident. It is not a matter of favour or chance. It depends largely
and basically on one’s effort, Preparation, continued endurance and
above all the will and the wish to lead and achieve. It is the result of
continuous effort. Everyone has Leadership potential.
Types of Leaders :

1. Autocratic or authoritative leaders-Task

oriented.

2. Democratic or participatory leaders -

People oriented.

3. Laissez-faire leadership – eg. Teachers

who handle classes loosely.
Profile of the New - Style and Old – Organizations
OLD
 Stable
 Information is scarce
 Local
 Large
 Functional
 Job oriented
 Individual oriented
 Command/ control Oriented
 Hierarchical
 Job requirements oriented
NEW
 Dynamic, learning
 Information rich
 Global
 Small and large
 Product/ customer oriented
 Skills Oriented
 Team Oriented
 Involvement Oriented
 Lateral/ networked
 Customer Oriented
Leadership vs Management :
Management involves leadership, but it is also includes
the other functions of planning, organizing, staffing
and controlling.

Traditional Management Transformational Leadership

 Command  Inspire
 Delegate  Empower
 Write Plans  Have a vision
 Lead incremental  Lead big changes
improvements
 Leader vs Manager
Manager Leader
 Administers  Innovates
 Maintains  Develops
 Focus on Systems  Focus on people
 Relies on control  Inspires Trust
 Asks : How & When  Asks : What & Why
 Imitates  Originates
 Does things right  Does the right thing
 Facts  Ideas
 Tactics  Strategy
 Direction  Initiative
 Rules  Risks
 Managers of the Past and Leaders of the Future
Past Managers Future Leaders
 Primary Role
 Order giver, privilege elite,  Facilitator, team member,
 Learning and Knowledge teacher, advocate, sponsor
manipulator, controller
 Compensation Criteria  Continuous life – long
 Periodic learning, narrow
learning, generalist with
 Cultural Orientation specialist
multiple specialties
 Primary Source of  Time, effort, rank
 Skills, results
influence
 Monocultural, monolingual
 Multicultural, multilingual
 View of People
 Formal authority  Knowledge (technical and
 Primary Communication
 Potential problem interpersonal)
pattern
 Primary resource
 Vertical
 Decision – making style
 Multidirectional
 Ethnic Considerations  Limited input for individual
decisions  Board – based input for joint
 Nature of Interpersonal decisions
Relationship  Afterthought
 Forethought
 Handing of Power and key  Competitive (win-lose)
 Cooperative (win-lose)
information  Hoard
 Share
 Approach to change
 Resist
 Facilitate
Be a Leader Not a Boss
• The Boss drives authority
• The Leader inspires them
• The Boss depends on Authority
• The Leader on Goodwill

• The Boss evokes Fear

• The Leader radiates Love
• The Boss says “I”
• The Leader says “WE”
• The Boss shows “who is wrong”
• The Leader says “What is wrong”
• The Boss knows “how it is done”
• The Leader knows “how to do”

• The Boss abuses the workers

• The Leader uses them
• The Boss demands respect
• The Leader commands respect
• The Boss makes work dull
• The Leader makes it happy
Views Of Those Who Have Reached The Top

 Do not think that other’s commitment is as strong as

yours and do not allow others to override your ‘gut’
instinct.

 Do something which is intellectually fulfilling and socially

important.

 You should try to win the praise of professionals and the

educated.

 Apart from maximizing your profit, you should pass to the

next generation to what you have created.

 Do not believe that accountancy is an exact discipline

and that what your accountant delivers is fact.
 Trust your judgment but if you do not feel confident, then
call on someone else whose judgment you can trust.

 Be happy in the work you do. Though there will be times of

frustration yet as long as you give all your best, you will be
able to put down failures to experience. Learn from that
experience.

 It needs a lot more than money to run a business. Don’t

think about starting your own business unless you are
ready to be a workaholic. When you apply for loan, make
sure you ask for enough and add 20 percent and extend by
6 months, the period during which you will make a loss
before you break even.

 Don’t leave a secure job to start a business unless your

family is supportive.
 While working make full use of your gifts and experience.

 To be at the top means being in charge and having freedom to

make decisions. It means leading, guiding, communicating
and team building.
 Leadership entails giving all team members the same sense of
direction.

 Start doing early whatever your want to do.

 Do not regard outer success as the most important thing in

life. The quality of life matters more.
 Piling to days’ problems on top of tomorrows’ will eventually
sink your enterprise. Work hard, sleep well, believe in yourself
and don’t harm others.
 There is a price for success and you must be ready to accept
the responsibility which comes with its privileges.
Views From Those Who Are On Their Way To The Top :

 Make yourself visible, ask questions, suggest

improvements, seek high profile roles.

 Be confident and tell people you are aiming high.

 To get help from other people, appreciate the

contribution other people can make.

 Learn to address audience and preside over meetings.

 Keep in touch with the latest developments in your

field.

 Always work for self development.

 Have role models whom you can emulate.

 Maintain a balance between business and personal life.

 Manage you time properly.

 Believe in yourself and your own personal and

professional integrity.

 Try and do everything to the best of your ability but be

prepared to accept the fact that to get the job done one
has to be pragmatic.

 Speak up for yourself strongly.

 Towards the Twenty – First Century : Ten Major
Change for Managers
 Administrative Role
 Cultural Orientation
 Quality/ ethics/
environmental impacts
 Power bases and
punishments
 Primary unit of production
 Interpersonal dealings
 Learning
 Problems
 Change and conflict
 Information
Moving away from
 Boss/ superior/ leader
 Monocultural/ monolingual
 Afterthought (or no
though)
 Formal authority; rewards
 Individual
 Competition; win – lose
 Periodic (preparatory;
curriculum – driven)
 Threats to be avoided
 Resist/ react/ avoid
 Restrict access/ hoard
Moving towards
 Team member/ facilitator/
teacher/ sponsor/ advocate
 Multicultural/ multilingual
 Forethought (unifying
themes)
 Knowledge; relationship;
 Team
 Corporation; win-win
 Continuous (lifelong; learner
driven)
 Opportunities of learning and
continuous improvement
 Anticipate/ seek/ channel
 Increase access/ share
How to Develop Positive Attitudes?

 Positive Thinking

 Pleasant Outlook

 Constructive Approach

 Smart Appearance

 Positive Body Language

 Pleasing Voice

 Persuasive Telephone Skills

 Customer is the King

o A customer is the most important Visitor on our

premises.

o He is not depending on Us.

o We are depending on him.

o He is not interrupting our Work! He is the purpose of

it.

o He is not an outsider to our business. He is a part of it.

o We are not doing him a favour by serving him. He is

doing us a favour by giving us an opportunity to do so.