leadership and corporate sector

8/7/2019 leadership and corporate sector

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ASSIGNMENT

ON

ARRIVAL OF CORPORATE

SECTOR AND ROLE OF

LEADER/ LEADERSHIP IN

SOCIETY


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CONTENT

1. INTRODUCTION2. WHAT IS CORPORATE SECTOR?3. WHAT IS LEADERSHIP AND WHO IS A LEADER?4. MANAGEMENT AND LEADERSHIP5. THE CHANGING MEANING OF LEADERSHIP6. SOCIAL RESPONSIBILITY AND THE MODERN CORPORATE

LEADERS

7. IMPORTANT ATTRIBUTES OF RESPONSIBLE LEADERSHIP8. CONCLUSION


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INTRODUCTION:

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 license 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 hierarchical, 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.

WHAT IS A CORPORATE SECTOR?

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.

WHAT IS LEADERSHIP?


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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.

Leadership has been conceived as the focus of group processes, as a matter of

personality, as a matter of inducing compliance, as the exercise of influence, as

particular behaviors, as a form of persuasion, as a power relation, as an

instrument to achieve goals, as an effect of interaction, as a differentiated role,

as initiation of structure, and as many combinations of these definitions(Bass

&Stogdill, 1990).

Leadership is essentially a continuous process of influencing behaviors. A

leader breathes into the group and motivates it towards goals. The lukewarm

desires for achievement are transformed into a burning passion for

accomplishment (Terry, 1988).

Leadership has been defined in terms of traits, behavior, contingency, power,and occupation of an administrative position. Leadership is by nature is

dialectical. The literature also debates upon the differences between managers

and leaders such as managers do thing right and leaders right things (Bennis,

1989).

WHO 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.

An individual whose rationalization, judgments, and feelings are accepted

(responded to) by the group as bases of belief and action. (By E.C

Linderman)

The Leader is believed to have the capacity to influence the people within his

organization to high performance (Kotter, 1990).

MANAGEMENT AND LEADERSH

IP

Managers develop plan while leaders create a vision and strategy to achieve

them. Managers organize and engage themselves in the process of controlling

and problem solving and leaders engage in a process of alignment and seek to

motivate and inspire(Kotter, 1996).

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 normal

management on several essential points. Whereas managers try to ensure that

people do things, leaders ensure that people wantto do things. Most leaders are

good managers, but good managers are not always good leaders.


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THE CHANGING MEANING OF LEADERSHIP:

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 the 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.

DIFFERENCE BETWEEN CONVENTIONALLEADERSHIP AND REINVENTED LEADERSHIP:

CONVENTIONAL LEADERSHIP REINVENTEDLEADERSHIP


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A single heroic leader. They occupy

positions of authority. Multiple leaders playing multiple

roles.All employees can promote newdirections.

One leader from beginning to end

Congruence and consistency

A continuity of leaders Paradox and

contradiction

logical, rational, and sensiblewith

SMART goals Consistency, stability,

and predictability

symbolic, emotional, and

meaningfulwith profound purpose

Personal benefits and advantages Meaningfulness beyond personal

benefits

Organizations absorb the risks of

failure and benefits of success

Employees share the risks of failure

and rewards from success

Ultimate responsibility and

accountability for measurable success

at the top ,Adaptability and addressing

work challenges as they arise

Responsibility and accountability for

measurable success for every- one,

including workers, managers,

regulators, community organizations,

and funders Engaging only in value-

added activities

Decision-making and leadership at the

top

Employee and union partnerships

in planning, decision-making,

training, evaluation, and discipline

SOCIAL RESPONSIBILITY AND THE MODERN

CORPORATE 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 companys 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 changes at three levels.

These are:

Creating a greater awareness of the issues relevant to the changing role ofbusiness in society

Developing an ability in managers to undertake a critical analysis ofpotential corporate responses

Instilling the courage to take actions that are consistent with the values ofthe organization and appropriate to the situation recognizing the wider

responsibilities of business.

IMPORTANT ATTRIBUTES OF RESPONSIBLE

LEADERSHIP

Integrity

A high level of ethical awareness/moral reasoning Won't let unethical behavior go unchallenged


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Honest and trustworthy Willing to explore ethical dilemmas A willingness to take ethical action without a clear picture of the final

outcome

Open-minded

Willing to act on criticism from inside or outside the organization Will not be complacent and assume things can't be improvedQuestioning business as usual by being open to new ideas, challenging

others to adopt new ways of thinking

Taking a long-term perspective

A belief that bottom line success can be achieved in an ethical way Does not focus exclusively on cost and budgets Recognizing that business does have responsibilities to the broader society Understanding the role of each player in society - government, business,

trade unions, NGOs and ci vil society

Taking a strategic view of the business environment

Demonstrating ethical behavior

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

Care for people

Commitment to the growth and development of employees Respect for employees at all levels Respect for diversity and equal opportunities for all


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Won't make unrealistic demands on self and others, e.g. not working allhours

A management style of empowerment rather than control

Communications

Listen to others with respect for diverse views A broad model of communications - a two-way dialogue with staff Being honest and open with staff in the organization A belief in the principles of accountability, e.g. measuring and publicly

reporting on company progress with regard to social and environmental

issues

Managing responsibly outside the organization

Treating suppliers fairly An interest in the impact of the business on surrounding local communities Building relations with external stakeholders, engaging in consultation and

balancing demands

Building capacity and external partnerships and creatin g strategic networksand alliances

CONCLUSION:

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 conclusion we can say that a leader has to be a people-

manager. He has to be Charismatic, awe -inspiring and an iron hand.

REFERENCE:

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: leadingextraordinary 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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