Leading - Managing The Revolution and Evolution in Globalization of Business Div C Group 8

Perspective Management- Group 8, Div C
Leading – Managing The Revolution and Evolution in Globalization

Of Business
Div C Group 8
Group Members
Niraj Shah -142
Abdul Rehman Shaikh -144
Rohit Sharma -150
Sainath Sorte -163
Prachi Suryavanshi -166
Erander Singh -167
Kartik Tikar -172
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Introduction
Industries anymore are not destined into the demographic borders as spread in technology and
transport sector has amplified its reach. New ways of shaping work are unindustrialized because
new material technologies are giving more people the material they need to make well-informed
choices. But the real incentive behind this insurgency is our own human desires for fiscal
efficiency and elasticity, and for personal consummation and realization. The new global
economy of the 21st Century has changed the economic, social, informative, and political
landscape in a insightful and stubborn manner. Never before in mortal history has the leap of
structural change been more inescapable, hasty, and inclusive in its context. Globalization has
melted coast-to-coast borders, free trade has heightened economic incorporation, and the
information and roads revolution has made topography and time unconnected. Likewise, the new
economy is built on a culture of innovation.
Stages of Evolution.
As organizations age and grow, another spectacle emerges: sustained growth that we can term
the evolutionary period. Most growing establishments do not expand for two years and then
contract for one; rather, those that last a crisis usually appreciate four to eight years of constant
growth without a major economic obstruction or unadorned internal disruption. The term
progression seems apposite for describing these quiet periods because only meek adjustments
look to be necessary for keeping growth under the same overall pattern of management.
Stages of Revolution.
We are now in the early stages of a uprising in business that may eventually be as weighty as the
American and French revolutions in the late 1700s. Like the self-ruled revolution that changed
the role of government, the revolution in business is primary us to a world where people have
more independence, a world in which more and more people are at the epicenter of their own
organizations.
Smooth evolution is not unavoidable or forever sustainable; it cannot be assumed that

organizational growth is lined. Fortune’s “500” list, for example, has had substantial turnover
during the last 50 years. In fact, evidence from numerous case histories reveals periods of
considerable commotion interspersed between smoother periods of evolution.
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Task for management
The critical task for management in each revolutionary period is to find a novel set of
organizational does that will become the basis for managing the next retro of evolutionary
growth. Interestingly enough, those new practices finally spread the seeds of their own
deterioration and lead to another period of revolution. Bosses therefore experience the irony of
seeing a major answer in one period become a main problem in a later period.
Evolution can also be lengthy, and rebellions delayed, when profits come easily. For instance,
companies that make serious mistakes in a wealthy industry can still look good on their profit-
and-loss statements; thus, they can buy time before a disaster forces changes in management
practices. The atmosphere industry in its highly lucrative infancy is an example. Yet
revolutionary periods still happen, as one did in aerospace when income opportunities began to
dry up.
Leading as a function of Management
Leading is one of the basic function in management. It includes inspiring people for a certain
purpose. It is one of the most important and stimulating doings and leading a business at a global
level is one of the toughest job out there. It requires a very skilled leader. Possessing qualities
like,
• Imagining an improved situation such as altering strategic direction, reaching an organisational
goal, emerging from a disaster etc.
• Determining the overall path for reaching that desirable end
• Inspiring in others the self-motivation to reach that state
• Boosting energy, removing hindrances that impede growth and demonstrating resilience so that
people can make speedy and efficient strides towards that goal.
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Literature Review
1) Leading at a higher level by Ken Blanchard, “Learning the language of empowerment”

Moving to an enablement culture requires learning a new Language. To know the
differences between the command and control structure and the culture of empowerment,
Graded Culture and Empowerment Ethos plays vital role. The culture is an important
aspect in leading a particular business. Knowing the various culture is also important for
an leader to excel at global level.
2) Leadership The Shakespeare way by GRK Murthy, “Being a leader is a matter of role
play”
Make the decision to be a leader, focus on effect, not control, make one’s own regulator
psychological organizational chart horizontal rather than vertical, work on one’s
important adviser' skills; and not wait for the faultless time, just find a good time. The
focus in this should be more manipulating people rather than monitoring them. This helps
in attracting people towards you and they will be competent in their work.
3) High Performance Leadership by G. Vijayaragavan, “Positive Thinking - Attitudes and

Beliefs”
Empowering people to realize that they determine their own lives is not easy. Equally
difficult is to understand the human psyche with no guarantee of set pattern of behaviour.
With winds of change taking charge of business and commerce, Technology outdating
concepts day-in and day-out, the task of the company to provide right kind of leadership
with high power and high skill alignment has become more relevant than before.
4) High Performance Leadership by G. Vijayaragavan, “Leadership Skills”

Leadership is needed at all level in the organization & can be practiced to some extent
even by a person not assigned to aformal leadership position.
The ability to lead other is a rare quality, it become more rare in the highest levels in the
organization, because the complexity of such position requires a vast level of leadership
skills. The skills of people who are attached with the business organization are important
driver to lead the business in the right manner to achieve the common goal.
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5) Management GURUS by Navin Mathur, “Mary Parker Follett”
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Madam Mary Parker Follett illuminated the discipline of management through her deep
knowledge of philosophy, law, political science and related subjects. Paying rich tributes
to her, Henry Metcalfe and Lyndall F. Urwick called her "A political and business
philosopher of the first rank. The experience it taken as an important factor in leading as
it helps to know the thinking to different people.
6) Leadership by Richard L Hughes, “Leadership is Everyone’s Business”

“Leadership Is Everyone’s Business” prepares your organization to weather today’s
competitive storms and squalls with an “all hands on deck” involvement. This intensive
two-day program develops the leadership awareness and competencies of all employees.
It offers a proven and highly interactive blend of short lecture, case study, individual and
team exercises, and action learning activities. The study involves the study with help of
various factors like training, awareness programmes, etc
7) Management – Principles and Guidelines by Thomas N Duening, “Elements Of

Leadership”
Some of the issues that leaders face is tension between individual and group goals,
dealing with the different group members, and charge hope alive in the face of adversity.
Eloquence in group decision making also is an important part of leadership. This focuses
on the problems faced by a leader while he is tackling the individual goals and
organizational goals.
8) Contemporary Perspectives Leadership by K B S Kumar,

“Lasting leadership what you can learn from the top 25 business people of our times”
Keys terms:-Behavior behavior theory of management, alluring leadership, consideration,
exigency theory of leadership, Fiedler's LPC theory, formal privileged, informal leaders,
opening structure, leader-member relations, life cycle theory, management grid, position
power task structure, trait theory of leadership. Studying the work culture at different
companies and coming to a final solution.
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9) Management by James Stoner, “Leadership”

Leadership brings to the company a craving for change and a image of how to compete.
With this there is innovation in the business and this helps in to brook in the market for
long run. There is a need to be obsessive about what work you doing.
10) Management: A global, innovative and entrepreneurial perspective by Heinz Weinhrich,

Mark Cannice, Harold Koontz, “Leadership”
Includes discussion on modern topics such as Business Analytics; Product, Service, and
Process Innovation; Entrepreneurial Organization in the Silicon Valley; Process Fairness
and Transparency. Also, combined are new international, innovative and business
perspective boxed items having present examples from across the world. It focuses on
integration of work towards one common objective and try working to attain that
objective.
11) Zero to one by Peter Thiel, “The challenge of the future”
Horizontal or extensive development means copying things that work going from 1 to n.
Horizontal progress is easy to envisage because we already know what it looks like.
Vertical or intensive progress income doing new things going from 0 to 1. It focuses on
doing new things that will be rated at all gaits of the business work life. The more you
improve in the working of the more you will gain at the end.
12) Challenges and Opportunities in International Business, by Sanjyot P. Dunung
International business includes a full range of cross-border exchanges of goods, services,

or capitals between two or more nations. These exchanges can go beyond the exchange of
money for bodily goods to include global transfers of other resources, such as people,
intellectual property (e.g., patents, copyrights, brand trademarks, and data), and
contractual possessions or liabilities.
13) Evolution in business: The general theory. New Jersey: Hampton Press
The commercial of business is Business life, as a genuine money making practice, it is
not the “universal human activity it is occasionally thought to be. It is, instead a remarkably
modern and socially particular phenomenon
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14) Evolution and Revolution as Organizations Grow, Source Harward Business review.
Smooth evolution is not unavoidable or indefinitely maintainable; it cannot be assumed
that organizational growth is linear. Fortune’s “500” list, for example, has had
considerable turnover during the last 50 years. In fact, evidence from numerous case
histories reveals periods of substantial turbulence interspersed between smoother periods
of evolution.
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Topic Description
Leading involves the social and relaxed sources of influence that you use to inspire action taken
by others. If managers are real leaders, their assistants will be enthusiastic about exerting effort
to attain organizational objects.
The social sciences have made many aids to understanding this function of management.
Personality research and studies of job arrogances provide important information as to how
managers can most efficiently lead subordinates. For example, this research tells us that to
become effective at foremost, managers must first understand their subordinates’ personalities,
values, attitudes, and feelings.
Studies of motivation and incentive theory provide significant information about the ways in
which workers can be eager to put forth creative effort. Studies of message provide direction as
to how managers can effectively and convincingly communicate. Studies of management and
leadership style provide information concerning questions, such as, “What makes a manager a
good leader?” and “In what circumstances are certain management styles most appropriate and
effective?”
What Do Managers Do?
A manager is the member of an organization with the accountability of carrying out the
four important purposes of management: planning, organizing, leading, and controlling.
But are all managers’ leaders?
Most bosses also tend to be leaders, but only IF they also adequately carry out the
leadership responsibilities of organization, which include communication, motivation,
providing stimulus and guidance, and hopeful employees to rise to a higher level of
productivity.
Unfortunately, not all bosses are leaders. Some managers have poor management qualities,
and employees follow orders from their managers because they are obligated to do so —not
necessarily because they are prejudiced or inspired by the leader.
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Managerial duties are usually a official part of a job account; subordinates follow as a
result of the professional title or title. A manager’s chief focus is to meet organizational
goals and objectives; they characteristically do not take much else into thought. Managers
are held accountable for their actions, as well as for the actions of their assistants. With
the title comes the expert and the honor to promote, hire, fire, discipline, or reward
employees based on their presentation and conduct.
What Do Leaders Do
The primary difference between organization and management is that leaders don’t
necessarily hold or occupy a organization position. Simply put, a leader doesn’t have to be
an authority figure in the body; a leader can be anyone.
Unlike managers, leaders are shadowed because of their character, behavior, and beliefs.
A leader for myself invests in tasks and projects and proves a high level of passion for
work. Bests take a great deal of interest in the success of their followers, enabling them to
reach their goals to satisfaction—these are not necessarily structural goals.
There isn’t always palpable or official power that a leader owns over his followers.
Provisional power is awarded to a leader and can be provisional based on the ability of the
leader to continually stimulate and motivate their followers.
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Below are four important traits of a manager.
#1 The ability to execute a Vision: Managers build a calculated vision and break it down
into a roadmap for their team to follow.
#2 The ability to Direct: Managers are responsible for day-to-day labors while reviewing
necessary resources and forestalling needs to make changes along the way.
#3 Process Management: Managers have the expert to establish work rules, processes,
standards, and operating events.
#4 People Focused: Managers are known to look after and provide to the needs of the
people they are responsible for: attending to them, connecting them in certain key
decisions, and helpful reasonable requests for change to contribute to increased output.
What Are The Traits A Leader Possesses
Below are five important traits of a leader
#1 Vision: A leader knows where they stand, where they want to go and have a tendency to
to include the team in registering a future path and direction.
#2 Honesty and Integrity: Leaders have people who trust them and walk by their side down
the path the front-runner sets.
#3 Inspiration: Leaders are usually stimulating—and help their team understand their own
roles in a bigger setting.
#4 Communication Skills: Leaders always keep their team knowledgeable about what’s
happening, both present and the future—along with any problems that stand in their way.
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#5 Ability to Challenge: Leaders are those that test the rank quo. They have their own style
of doing things and problem-solving and are often the ones who think outside the box.
The Three Important Differences
Being a manager and a leader at the same time is a feasible concept. But remember, just
because someone is a remarkable leader it does not unavoidably assurance that the person
will be an excellent manager as well, and vice versa.
What are the standout differences between the two roles?
#1 A leader invents or revolutionizes while a manager organizes.
The leader of the team comes up with the new ideas and kick starts the government’s shift
or transition to a progressive phase. A leader always has his or her eyes set on the prospect,
developing new methods and plans for the organization. A leader has huge knowledge of
all the current trends, progressions, and skillsets—and has clearness of drive and vision.
By difference, a manager is somebody who generally only upholds what is already
established. A boss needs to watch the lowest line while regulatory employees and
workflow in the group and stopping any kind of chaos.
In his book, The Wall Street Journal Essential Guide to Management: Lasting Lessons from
the Best Leadership Minds of Our Time, Alan Murray cites that a manager is someone who
“establishes appropriate targets and indices, and studies, assesses and interprets
performance.” Managers understand the people they work with and know which person is
the best fit for a explicit task.
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#2 A manager relies on control whereas a leader inspires trust
A leader is a person who thrusts employees to do their best and distinguishes how to set an
suitable pace and tempo for the rest of the group. Managers, on the other hand, are
compulsory by their job portrayal to establish control over staffs which, in turn, help them
develop their own properties to bring out their best. Thus, managers have to understand
their subordinates well to do their job well.
#3 A leader asks the questions “what” and “why whereas a manager leans more towards
the questions “how” and “when.”
To be able to do impartiality to their role as leader, some may enquiry and challenge expert
to modify or even opposite choices that may not have the team’s best welfares in mind.
Good leadership requires a great deal of good decision, especially when it comes to the
aptitude to stand up to senior direction over a point of anxiety or if there is an aspect in
need of development. If a company goes through a uneven patch, a leader will be the one
who will stand up and ask the question: “What did we acquire from this?”
Managers, however, are not mandatory to assess and analyze letdowns. Their job
description stresses asking the questions “how” and “when,” which frequently helps them
make sure that plans are correctly executed. They tend to accept the status quo exactly the
way it is and do not try a change.
The Three Tests
In the article Three Differences between Managers and Leaders, Vineet Nayar discusses
three tests he devised to help managers decide if they have fruitfully made the shift from
managing people to principal them.
1 Counting Value vs. Creating Value
Managers are the only ones who calculate value, he says. There are some who cut down on
the value by spiking or otherwise disputing ideas and people who add value.
Leaders, however, emphasis instead on working to produce a certain value that is over and
above that which the team makes—and is as much a maker of value as their supporters.,
“Leading by example and leading by authorizing people are the seals of action-based
leadership.”
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2 Circles of Influence vs. Circles of Power
As mentioned previously, managers have juniors and leaders gain supporters, which implies
that managers create a circle of control while leaders create a circle of influence. Nayar offers
advice on how to identify which circle you have around you. He says, “The fastest way to
figure out which of the two you’re doing is to count the amount of people outside your
reporting ladder who come to you for advice. The more that do, the more probable it is that
you are perceived to be a front-runner.”
3 Leading People vs. Managing People
One charge of a manager is controlling a group in order to achieve a certain goal. Leadership,
on the other hand, is the ability of an specific to motivate, influence, and empower other teams
to make a contribution toward the success of an society. Encouragement and praise separate
leaders from bosses—not control and power.
Leadership: a Definition
According to the idea of transformational leadership, an real leader is a person who does the
following:
1. Creates an inspirational vision of the future.
2. Excites & inspires people to engage with that vision.
3. Accomplishes delivery of the vision.
4. Trainers and builds a team, so that it is more effective at attaining the vision.
The word "leadership" can bring to mind a variety of images. For example:
 A political front-runner, following a passionate, individual cause.
 An traveler, cutting a path through the jungle for the rest of his group to follow.
 An decision-making, developing her business's strategy to beat the competition.
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Leaders help themselves and others to do the right things. They set way, build an moving vision,
and create something new. Leadership is about registering out where you need to go to "win" as
a team or an society; and it is active, stimulating, and exciting.
Leadership perilous to every company. Workers need someone to look to, learn from and
successful with.
Every leader has their own style and tactic. Supplementary, control styles and dealings vary
because of outside helps and special tasks.
While management is single to everyone, there are some shared ways to define the term.
Attributes of a Leader
• Guiding vision: Effective leaders know what they want to do, and have the asset of
character to chase their aims in the face of disagreement and in spite of fiascos. The
effective leader launches achievable goals.
• Passion: Effective leaders believe passionately in their goals. They have a positive
outlook on who they are, and they love what they do. Their passion for life is a guiding
star for others to follow, because they radiate promise!
• Integrity: Because they know who they are, actual leaders are also alert of their paleness.
They only make assurances they can follow through on.
• Honesty: Leaders transfer an atmosphere of honesty in both their qualified and their
personal lives.
• Trust: Effective leaders earn the belief of their followers and act on behalf of their
followers.
• Curiosity: Leaders are students. They wonder about every aspect of their charge. They
find out what they need to know in order to chase their goals.
• Risk: Effective leaders take calculated risks when necessary to achieve their objectives. If
a mistake is made, the active leader will learn from the fault and use it as an opportunity
to explore other streets.
• Dedication: The effective leader is dedicated to his or her custody, and will work
industriously on behalf of those following. The leader gives himself or herself completely
to the task when it is essential.
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• Charisma: This may be the one trait that is the most difficult to encourage. It carries
maturity, respect for your followers, kindness, a fine sense of humor, and a love of
civilization. The result is that leaders have the ability to motivate people to excel.
• Listening: Leaders Pay attention! This is the most important attribute of all, listen to your
followers.
Being a Leader
• If you want to get ahead, be a leader, you must adopt:

– That the whole thing that happens to you results in a condition that is in your
control
– That the arrogance you convey is what you are judged on
– That what you think and do in your isolated life is what you will win in your
public or corporate life
– You are what you think and have faith in
– If you never meet a encounter you will never find out what you are worth
Recipe for being a Leader

 Take control of your life
• Assume charge for who you are
• Bear a positive and dynamic attitude in the lot you do
• Accept blameworthiness: learn from your own mistakes as well as those of others. Take
blame for the lot that happens in your unit
• Give credit where it is due
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• Be kind when you review your team members' improvement or lack thereof
• Think great beliefs. Small thinking is why companies go broke
• Turn disasters into occasions. Turn every obstacle into a personal triumph
• Determine your "real" boxes then strive to achieve them
• When you want to tell someone something important, do it personally
• Don’t be anxious to get your hands dirty doing what you ask others to do. Make coffee
• Listen excellently
• Encourage teamwork and participation
• Endow team members
• Communicate effectively
• Underscore long-term productivity
• Make sound and timely verdicts
• Treat each person as an specific
• Know yourself and your team
• Protect your team
• Have vision, courage and obligation
• Active listener
• Target oriented
• Good work life balancer
• Truthful
• Easily open
• Having proficient approach
• Ethical
• Big picture approach
• Promotes original thinking
• Inspires people to attain goal
• Promotes inventiveness
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Leadership brings together the skills needed to do these things. We'll look at each element in
more detail.
1. Creating an Exciting Vision of the Future
In business, a vision is a realistic, conclusive and attractive depiction of where you want to be in
the future. Vision provides direction, sets priorities, and provides a marker, so that you can tell
that you've achieved what you wanted to achieve.
To create a vision, leaders focus on an organization's strengths by using tools such as Porter's
Five Forces, PEST Analysis, USP Analysis, Core Competence Analysis and SWOT Analysis to
analyze their current situation. They think about how their industry is likely to evolve, and how
their challengers are likely to behave. They look at how they can innovate successfully, and
shape their businesses and their strategies to succeed in future marketplaces. And they test their
visions with appropriate market research, and by assessing key risks using techniques such
as Setup Analysis.
Therefore, leadership is proactive – problem solving, looking ahead, and not being satisfied with
things as they are.
Once they have developed their visions, leaders must make them captivating and substantial.
A compelling vision is one that people can see, feel, understand, and grip. Effective leaders
provide a rich picture of what the future will look like when their visions have been appreciated.
They tell moving stories, and explain their visions in ways that everyone can relate to.
Here, leadership combines the analytical side of vision creation with the lust of shared values,
creating something that's really meaningful to the people being led.
2. Encouraging and Inspiring People
A compelling vision provides the foundation for leadership. But its leaders' ability to motivate
and inspire people that helps them deliver that vision.
For example, when you start a new project, you will probably have lots of enthusiasm for it, so
it's often easy to win support for it at the beginning. However, it can be difficult to find ways to
keep your vision inspiring after the initial enthusiasm fades, especially if the team or
organization needs to make significant changes in the way that it does things. Leaders recognize
this, and they work hard throughout the project to connect their vision with people's individual
needs, goals and aspirations.
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One of the key ways they do this is through Anticipation Theory . Effective leaders link together
two different expectations:
1. The expectation that hard work leads to good results.
2. The expectation that good results lead to attractive rewards or incentives.
This motivates people to work hard to achieve success, because they expect to enjoy rewards –
both intrinsic and extrinsic – as a result.
Other approaches include restating the vision in terms of the benefits it will bring to the team's
customers, and taking frequent opportunities to communicate the vision in an attractive and
engaging way.
What's particularly helpful here is when leaders have expert power . People admire and believe
in these leaders because they are expert in what they do. They have credibility, and they've
earned the right to ask people to listen to them and follow them. This makes it much easier for
these leaders to motivate and inspire the people they lead.
Leaders can also motivate and influence publics through their natural charisma and appeal, and
through other sources of power , such as the power to pay bonuses or assign tasks to people.
However, good leaders don't rely too much on these types of power to motivate and inspire
others.
3. Managing Delivery of the Vision
This is the area of leadership that relates to management .

Leaders must ensure that the work needed to deliver the vision is properly managed – either by
themselves, or by a dedicated manager or team of managers to whom the leader delegates this
responsibility – and they need to ensure that their vision is delivered successfully.
To do this, team members need performance goals that are linked to the team's overall vision.
Our article on Performance Management and KPIs (Key Performance Indicators) explains one
way of doing this, and our Project Management section explains another. And, for day-to-day
management of delivering the vision, the Management by Wandering Around (MBWA)
approach helps to ensure that what should happen, really happens.
Leaders also need to make sure they manage change effectively. This helps to ensure that the
changes needed to deliver the vision are implemented smoothly and thoroughly, with the support
and backing of the people affected.
4. Coaching and Building a Team to Achieve the Vision
Individual and team development are important activities carried out by transformational leaders.
To develop a team, leaders must first understand team dynamics. Several well-established and
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popular reproductions describe this, such as Belbin's Team Roles approach, and Bruce
Tuckman's Forming, Storming, Norming, and Performing theory.
A leader will then ensure that team members have the necessary skills and abilities to do their
job and achieve the vision. They do this by giving and receiving feedback regularly, and
by training and coaching people to improve individual and team performance.
Leadership also includes looking for leadership potential in others. By developing leadership
skills within your team, you create an environment where you can continue success in the long
term. And that's a true measure of great leadership.
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MAJOR LEADERSHIP THEORIES
Trait Theory
This theory postulates that people are either born or not born with the qualities that prompt them
to success in leadership roles. That is, that certain inherited qualities, such as personality and
perceptive ability, are what underlie effective leadership. There have been hundreds of studies to
determine the most important leadership traits, and while there is always going to be some
disagreement, intelligence, sociability, and drive (aka determination) are consistently cited as key
qualities.
Skills Theory
This theory states that learned knowledge and acquired skills/abilities are significant factors in
the practice of effective leadership. Skills theory by no means disavows the connection between
inherited traits and the capacity to be an effective leader – it simply argues that learned skills, a
developed style, and acquired knowledge, are the real keys to leadership performance. It is of
course the belief that skills theory is true that authorizations all the effort and resources devoted
to leadership training and development
Situational Theory
This theory suggests that different situations require different styles of leadership. That is, to be
effective in leadership requires the ability to adapt or adjust one’s style to the settings of the
situation. The primary factors that determine how to adapt are an assessment of
the competence and binder of a leader’s followers. The assessment of these factors determines if
a leader should use a more directive or supportive style.
Contingency Theory
This theory states that a leader’s effectiveness is reliant on how well the leader’s style matches a
specific setting or situation. And how, you may ask, is this different from situational theory? In
situational the focus is on adapting to the situation, whereas contingency states that effective
leadership depends on the degree of fit between a leader’s qualities and style and that of a
specific situation or context.
Path-Goal Theory
This theory is about how leaders motivate followers to accomplish identified objectives. It
postulates that effective leaders have the ability to improve the motivation of followers
by clarifying the paths and removing difficulties to high performance and desired
objectives. The underlying beliefs of path-goal theory (grounded in expectancy theory) are that
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people will be more focused and motivated if they believe they are capable of high performance,
believe their effort will result in desired outcomes, and believe their work is worthwhile.
Transformational Theory
This theory states that leadership is the process by which a person engages with others and is
able to create a connection that results in increased motivation and morality in both followers
and leaders. It is often likened to the scheme of charismatic leadership that espouses that leaders
with certain qualities, such as confidence, socialness, and clearly stated values, are best able to
motivate followers. The key in transformational leadership is for the leader to be attentive to
the needs and objects of followers in an attempt to help them reach their maximum potential. In
addition, transformational leadership typically describes how leaders can initiate, develop, and
implement important changes in an organization. This theory is often discussed in contrast
with transactional leadership.
Transactional Theory
This is a theory that focuses on the exchanges that take place between leaders and followers. It
is based in the notion that a leader’s employment is to create structures that make it abundantly
clear what is expected of his/her followers and also the values (i.e. rewards and punishments) for
meeting or not meeting these expectations. This theory is often likened to the concept and
practice of management and continues to be an extremely common component of many
leadership models and organizational structures.
Servant Leadership Theory
This conceptualization of leadership reflects a philosophy that leaders should be servants first. It
suggests that leaders must place the needs of followers, customers, and the free ahead of their
own interests in order to be effective. The idea of servant leadership has a significant amount of
popularity within leadership circles – but it is difficult to describe it as a theory in as much as a
set of beliefs and values that leaders are encouraged to embrace.
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Trait Theory
Assumptions
People are born with inherited traits.

Some traits are predominantly suited to leadership.
People who make good leaders have the right (or sufficient) combination of traits.
Description
Early research on leadership was based on the psychological focus of the day, which was of
people having natural characteristics or traits. Attention was thus put on discovering these
traits, often by studying successful leaders, but with the underlying assumption that if other
people could also be found with these traits, then they, too, could also become great leaders.
Stogdill (1974) notorious the following traits and skills as critical to leaders.
Traits Skills
 Adaptable to situations  Clever (intelligent)

 Alert to social environment  Conceptually skilled
 Ambitious and achievement-  Creative
orientated  Diplomatic and tactful
 Assertive  Fluent in speaking
 Cooperative  Knowledgeable about group
 Decisive task
 Dependable  Organised (administrative
 Dominant (desire to influence ability)
others)  Persuasive
 Energetic (high activity level)  Socially skilled
22
 Persistent
 Self-confident
 Tolerant of stress
 Willing to assume
responsibility
McCall and Lombardo (1983) researched both success and failure identified four primary traits
by which leaders could succeed or 'derail':
 Emotional stability and self-possession: Calm, confident and predictable, particularly
when under stress.
 Admitting error: Owning up to mistakes, rather than putting energy into covering up.
 Good personal skills: Able to communicate and persuade others without resort to
negative or coercive tactics.
 Intellectual breadth: Able to understand a wide range of areas, rather than having a
narrow (and narrow-minded) area of expertise.
Discussion
There have been many different studies of leadership traits and they agree only in the general
saintly qualities needed to be a leader.
For a long period, inherited traits were sidelined as learned and situational factors were
considered to be far more realistic as reasons for people acquiring leadership positions.
Paradoxically, the research into twins who were separated at birth along with new sciences such
as Behavioral Genetics have shown that far more is inherited than was previously supposed.
Perhaps one day they will find a 'leadership gene'.
23
Transactional Leadership
Assumptions
People are motivated by reward and punishment.
Social systems work best with a clear chain of command.
When people have agreed to do a job, a part of the deal is that they cede all authority to their
manager.
The prime purpose of a subordinate is to do what their manager tells them to do.
Style
The transactional leader works through creating clear structures whereby it is clear what is
required of their subordinates, and the rewards that they get for ensuing orders. Punishments
are not always mentioned, but they are also well-understood and formal systems of discipline
are usually in place.
The early stage of Transactional Leadership is in negotiating the contract whereby the
subordinate is given a salary and other benefits, and the company (and by implication the
subordinate's manager) gets authority over the subordinate.
When the Transactional Leader deals work to a subordinate, they are considered to be fully
liable for it, whether or not they have the means or capability to carry it out. When things go
wrong, then the subordinate is considered to be personally at fault, and is punished for their
failure (just as they are rewarded for succeeding).
The transactional leader often uses management by exception, working on the principle that if
something is operating to defined (and hence expected) performance then it does not need
attention. Exceptions to prospect require praise and reward for exceeding expectation, whilst
some kind of corrective action is applied for performance below expectation.
Whereas Transformational Leadership has more of a 'selling' style, Transactional Leadership,
once the contract is in place, takes a 'telling' style.
Discussion
Transactional leadership is based in contingency, in that reward or punishment is contingent
upon performance.
24
Despite much research that highlights its borders, Transactional Leadership is still a popular
approach with many managers. Indeed, in the Leadership vs. Management field, it is very
much towards the management end of the scale.
The main limitation is the assumption of 'rational man', a person who is largely motivated by
money and simple reward, and hence whose behavior is predictable. The underlying
psychology is Behaviorism, including the Typical Conditioning of Pavlov and
Skinner's Operant Conditioning. These theories are largely based on controlled laboratory
experiments (often with animals) and ignore complex emotional factors and social values.
In practice, there is sufficient truth in Behaviorism to sustain Transactional approaches. This is

reinforced by the supply-and-demand circumstances of much employment, coupled with the
effects of deeper needs, as in Maslow's Hierarchy. When the demand for a proficiency outstrips
the supply, then Transactional Leadership often is insufficient, and other approaches are more
effective.
25
The Management Revolution
Management - The organization and coordination of the activities of a business in order to

achieve defined objectives.
Traditional management style:
 The company controls each result

 When errors are made, they identify who made it and then correct it
 Believe employees be located the cause of problems
 Management is accountable to the manager
 There is competition within the company
 Employees motivated by fear of failure
 Management of outputs - focusing on detection of defects
 Fire fighting - lecture crises as they happen
 Accomplishment comes from meeting quotas and bottom lines
The New management style:
 Produce goods and services through the process

 When inaccuracies are made, they identify what allowed the error and then reduce
variation in order to prevent the error
 Believe filtering the process will reduce problems
 Management is accountable to the customer
 There is teamwork
 Employees are self-motivated
 Keep bodies invested by having them more involved in the creative process
 Management of process inputs - focus on prevention of defects
 Continuous method improvement
 Accomplishment comes from long-term impact of improving processes
New management styles have less hierarchy, embrace human nature and don't treat humans as
machines.
The theory of Dunbar's Number says that 150 is the roughly maximum number of people that the
brain can know, have connections per, and maintain genuine social relationships with. Thus,
many companies split branches when they reach 150 employees.
Many of today's top companies are using new management styles that encourage teamwork,
creativity and improving overall employee happiness.
Google:
26
At Google's new headquarters (expected to be completed in 2015), every worker is anticipated to

be within a 2.5 minute walk from each other. An infinity loop-shaped pathway runs through the
house to better connect employees. (Studies have found that colleagues working within close
proximity to each other, have increased alliance For every 100 feet of shared space,
collaborations increased by up to 20%.)
Perks:
 Free rental cars for running errands

 Free child care, hair cuts, gourmet food, on-site gyms, laundry services, shuttle service,
oil changes
 Use of Google's products even before they're released
 Employees can bring pets to work
 Free beer and wine on Fridays
 Paid maternity/paternity leave and a "baby bonding" bonus to help with expenses
 80/20 rule allows Googlers to spend 80% of their time working on assigned tasks and
20% working on "passion projects" that will benefit the company
Facebook:
Facebook's campus has been called its own little city. Its campus includes:
 candy shop
 bank
 dentist's office
 doctor's office
 gym
 coffee shop
 Mexican restaurant
 pizzeria
 burger place
27
Key Learning’s
 Leadership is basically person who directs the person or group of people towards
the organizational goals.
 The basic stages of evolution are surrounded by the leader as the stages revolve
around the leadership styles.
 After we talk about the evolution the next thing to compete is that there is
revolution that has occurred in the leadership style.
 For a person to lead the business he has to accept the global changes in the market
and keep himself updated with the respective areas of interest.
 Now days the competition is at global level which has changed after the era of
globalization.
 From the books referred we came to know that first of all there is a need to bring
about change in culture in the business.
 The second ones refer to bring about change in the focus area i.e. to influential as
a leader and not just to control.
 The third one gives the approach towards the study of human behavior.
 The fourth one gives information about the positional power, it is not important to
carry task just when you assigned with work but person without assigned any
position can also work as a leader.
 The fifth one gives information on how Madam Mary Parker Fullest illuminated
the discipline of management by her deep knowledge.
 The sixth one gives information about using case study, short lecture and team
work exercise to understand leadership.
 The seventh one shows the problems faced by the leader and how to overcome it
to tackle the situation.
 The eighth one studies the various people approach towards leadership which
gives insights about the views of different people.
 The ninth one shows the aspect of change and how can we compete globally in
the world.
 The tenth one gives focus on the power of innovation and tactical perspective
 The eleventh one helps the deal with problems faced today and the future of the
business.
 The final one gives us the information of the challenges and opportunities which
are been faced in international business.
Conclusion
28
 The complete examination helps us as a team to know what exactly a leader is and
what the different styles of leadership are.
 After knowing the graces and the qualities of leader it is also important to know the
problems and challenges faced by a leader.
 This was been understood by the situation of the various books which gave us the
clear picture of the perspective of different leaders and how they face the challenge.
 The next thing to understand was the evolution and revolution of leadership in
principal the occupational at global level after the globalization era.
 The changes in the traditional method and the modern method were been visible in
various business organizations or companies.
 It is also noticed that accepting the change and going on with the same helped the
companies to survive and sustain at the global level.
 This imparts the knowledge that it’s not only important to lead a company but also
to keep oneself updated with the happenings in the world so that the required
changes can be implemented to compete in the global world.
 Finally it was truly helpful for us to improve over our analytics skills and to gain
the knowledge about the perspective of different leaders.
 More opportunities given will help us to improve in the skills we posses and it will
be helpful in shaping the skills.
 This also helps in the practical application where the theory part is been applied to
the actual situations.
 Projects like this also helps in exploration of vast knowledge so that along with
gaining the knowledge the real use of this is also applied at right situation and at
right place.
29
Books Referred & Bibliography
 Leading at a higher level by Ken Blanchard
 Leadership the Shakespeare way by GRK Murthy
 High Performance Leadership by G. Vijayaragavan
 High Performance Leadership by G. Vijayaragavan
 Management GURUS by Navin Mathur
 Leadership by Richard L Hughes
 Management – Principles and Guidelines by Thomas N Duening
 Contemporary Perspectives Leadership by K B S Kumar
 Management by James Stoner
 Management: A global, innovative and entrepreneurial perspective by Heinz Weinhrich,

Mark Cannice, Harold Koontz
 Zero to one by Peter Thiel
 Challenges and Opportunities in International Business, by Sanjyot P. Dunung
 http://www.dresserassociates.com/pdf/whitepapers/The-Leadership-Revolution-
Developing-Talent-in-the-New-World-of-Business.pdf
 https://www.mindtools.com/pages/article/newLDR_41.htm
 http://changingminds.org/disciplines/leadership/theories/trait_theory.htm
 https://managementhelp.org/leadership/
30

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Perspective Management- Group 8, Div C

Leading – Managing The Revolution and Evolution in Globalization

Smooth evolution is not unavoidable or forever sustainable; it cannot be assumed that

Task for management

Leading as a function of Management

1) Leading at a higher level by Ken Blanchard, “Learning the language of empowerment”

3) High Performance Leadership by G. Vijayaragavan, “Positive Thinking - Attitudes and

4) High Performance Leadership by G. Vijayaragavan, “Leadership Skills”

5) Management GURUS by Navin Mathur, “Mary Parker Follett”

6) Leadership by Richard L Hughes, “Leadership is Everyone’s Business”

7) Management – Principles and Guidelines by Thomas N Duening, “Elements Of

8) Contemporary Perspectives Leadership by K B S Kumar,

9) Management by James Stoner, “Leadership”

10) Management: A global, innovative and entrepreneurial perspective by Heinz Weinhrich,

11) Zero to one by Peter Thiel, “The challenge of the future”

12) Challenges and Opportunities in International Business, by Sanjyot P. Dunung

International business includes a full range of cross-border exchanges of goods, services,

What Do Managers Do?

Below are four important traits of a manager.

What Are The Traits A Leader Possesses

Below are five important traits of a leader

The Three Important Differences

#1 A leader invents or revolutionizes while a manager organizes.

#2 A manager relies on control whereas a leader inspires trust

The Three Tests

1 Counting Value vs. Creating Value

2 Circles of Influence vs. Circles of Power

3 Leading People vs. Managing People

1. Creates an inspirational vision of the future.

2. Excites & inspires people to engage with that vision.

3. Accomplishes delivery of the vision.

 A political front-runner, following a passionate, individual cause.

 An decision-making, developing her business's strategy to beat the competition.

• If you want to get ahead, be a leader, you must adopt:

Recipe for being a Leader

1. Creating an Exciting Vision of the Future

2. Encouraging and Inspiring People

1. The expectation that hard work leads to good results.

2. The expectation that good results lead to attractive rewards or incentives.

3. Managing Delivery of the Vision

This is the area of leadership that relates to management .

4. Coaching and Building a Team to Achieve the Vision

MAJOR LEADERSHIP THEORIES

Servant Leadership Theory

People are born with inherited traits.

 Adaptable to situations  Clever (intelligent)

In practice, there is sufficient truth in Behaviorism to sustain Transactional approaches. This is

The Management Revolution

Management - The organization and coordination of the activities of a business in order to

Traditional management style:

 The company controls each result

The New management style:

 Produce goods and services through the process

At Google's new headquarters (expected to be completed in 2015), every worker is anticipated to

 Free rental cars for running errands

Books Referred & Bibliography

 Leading at a higher level by Ken Blanchard

 Leadership the Shakespeare way by GRK Murthy

 High Performance Leadership by G. Vijayaragavan

 High Performance Leadership by G. Vijayaragavan

 Management GURUS by Navin Mathur

 Leadership by Richard L Hughes

 Management – Principles and Guidelines by Thomas N Duening