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Managerial Practices FINAL PPT GROUP 1

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Harshada Shinde

This document discusses leadership concepts and case studies. It defines leadership as the relationship between leaders and followers and notes that leadership cannot be defined by a single recipe. It presents two case studies, one where a new CEO was perceived as weak and replaced, and another where a new president's taskforce did not improve declining sales. Key ideas discussed are the importance of softer skills, transparency, and being open to feedback in leadership.

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Managerial Practices FINAL PPT GROUP 1

Uploaded by

Harshada Shinde
14 views13 pages
This document discusses leadership concepts and case studies. It defines leadership as the relationship between leaders and followers and notes that leadership cannot be defined by a single recipe. It presents two case studies, one where a new CEO was perceived as weak and replaced, and another where a new president's taskforce did not improve declining sales. Key ideas discussed are the importance of softer skills, transparency, and being open to feedback in leadership.

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This document discusses leadership concepts and case studies. It defines leadership as the relationship between leaders and followers and notes that leadership cannot be defined by a single recipe. It presents two case studies, one where a new CEO was perceived as weak and replaced, and another where a new president's taskforce did not improve declining sales. Key ideas discussed are the importance of softer skills, transparency, and being open to feedback in leadership.

Copyright:

© All Rights Reserved
Download as PPTX, PDF, TXT or read online from Scribd
Download as pptx, pdf, or txt
14 views13 pages

Managerial Practices FINAL PPT GROUP 1

Uploaded by

Harshada Shinde
This document discusses leadership concepts and case studies. It defines leadership as the relationship between leaders and followers and notes that leadership cannot be defined by a single recipe. It presents two case studies, one where a new CEO was perceived as weak and replaced, and another where a new president's taskforce did not improve declining sales. Key ideas discussed are the importance of softer skills, transparency, and being open to feedback in leadership.

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© All Rights Reserved
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You are on page 1/ 13

LEADERSHIP

Managerial Practices : Group-1


TABLE OF
CONTENTS
01 SUMMARY & LEARNINGS 02 MORE LEARNINGS OF
A LEADER

03 CASE STUDIES 04 CRITICAL IDEAS


SUMMARY LEARNINGS
THOUGHT PROVOKING
EXAMPLE
The well-digging: team Vs
the 'professionally-managed' company

DEFINITIONS OVER THE YEARS:


• "one of the most observed and least
understood phenomena on the earth."

• "worst defined, least understood


personal attribute sometimes
possessed by human beings."
SUMMARY LEARNINGS
● Relationship, which exists between the leader and the
followers.

● Leadership cannot be defined as a cookbook recipe.

● Lurking sense of self-doubt

● Culture of aggression, self-centered marketing warfare


erring in ignoring the existence of softer skills.
MORE LEARNINGS OF
A LEADER
● Confused Thinking

● Concentration on the Big Frame

● A Leader is Born

● Study in Isolation

● Softer Skills
CASE STUDY 1
● Subsidiary of a Western Multinational based in
Mumbai dealing in packaging.
● Good distribution network in place and
smooth progress.
● CEO transferred on promotion and replaced by
Shankar Das.
● Made error of presuming that leadership is
being popular and trying to be good always.
● Created an impression of “being weak”.
● Within a few months was shunted out due to
poor results.
CASE STUDY 2
● Company in field of surface coatings.
● Sales was stagnating and newcomers were
ahead.
● New President, Subrato Ghosh was appointed.
● Formed a taskforce-GM(Marketing),
GM(HRD) and himself.
● Arranged conference to understand the actual
issues going on and receive feedback from
everyone.
● Still resulted into drop in sales turnover from
33% to 11%.
IDEAS!!
THE ONE’S WE WANT TO CARRY FORWARD
IN OUR LEGACY.
CONCEPT 2:
RELATIONSHI
Pin favour of the
Between the leader and the
followers, to decide
CONCEPT 1: leader, in the pursuit of achieving an
explicit or implicit objective
AMALGAM
The bond between the people and the
managers-leadership factor
The greatest asset “People” is the key
to unlocking this treasure is
“Leadership”
03
DEMOCRACY
SELF LEADERS: Central to success is
speedy response and the ability to be
creative and innovative.

LEADERS ARE DEALERS OF HOPE!


MANAGEMENT LEADERSHIP
• Predictability • Relatable Vision
• Consistency • Human
• Rules Relationship
MANAGEMENT • Stability
maintenance during
• Tolerant of
ambiguities
OR non predictability • Creating a
supportive
environment.
LEADERSHIP? • Encourage
employees.

INSTEAD OF BIG THINGS, LEADERS DO A LOT OF THINGS DIFFERENTLY-


Being candid and transparent.
Positive
• Relationship management with
distributer.
• Helpful
• Leader should be humble &
CRITICA patient
• Leader should be open to
L feedback
• Softer skills
IDEAS
Negative
• Shankar- reprimanded
• Paternalistic- Standing joke
• Leadership is being popular
THANK
- Group 1
YOU!

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