1

CHAPTER ONE
INTRODUCTION
1.1 Study Background
For the fulfillment of MBA program under Purbanchal University, it is required to undergo
seminar programs conducted by Management Campus. The seminar is conducted during each
semester of the MBA programs.
My topic for report writing is leadership is a conversation; how to improve employee
engagement and alignment in todays flatter, more networked organizations.

1.2 Objectives of the Study

To know the concept of leadership.
To know the importance of leadership in practical life.

To implement leadership process to influence an individual in practical too.

1.3 Research Methodology

As the contents for the seminar report was already provided; only internet based research has
been done for entire report making and presentation.

CHAPTER TWO
THE REPORT BODY
2.1

Leadership

Leadership is a process by which a person influences others to accomplish an objective and

directs the organization in a way that makes it more cohesive and coherent.
It is a process whereby an individual influences a group of individuals to achieve a common
goal.
Leadership is inspiring others to pursue your vision within the parameters you set, to the extent
that it becomes a shared effort, a shared vision, and a shared success.
Leadership is a process of social influence, which maximizes the efforts of others, towards the
achievement of a goal.

2.2

Conversation

It is symbolic language where response depends on one person interpretation of another person
where meaning is agreed through speaking or conversation. In simple meaning talk between two
or more than two people.
The command and control approach to management has in recent year become less and less
viable. Globalization, new technology and change in how companies create value and interact
with customer have sharply reduced the efficacy of a purely directive top down model of
leadership .Leader handle the flow of information to, from, and among their employee.
Traditional corporate communicate must give way to process that is more dynamic and more
sophisticated. Most important, that process must be conversational. Smart leaders today found
engage with employee in way that resembles an ordinary person to person conversation more
than it does a series of command from high. Furthermore, they initiate practices and foster
culture norms that instill a conversation sensibility through their organizations. Leader can retain
largely, requires leaders to minimize the distance that typically separate them from their
employee. Where conversation intimacy prevails, those with decision making authority.
Conversation adept leaders step down from their settle down the problem.

2.3

Leadership & Conversation

We have identified four element of organizational conversation that reflects the essential
attributes of interpersonal conversation: intimacy, interactivity, inclusion and intentionality.
Leaders who power their organizations through conversation based practice need not do all four
of these.
a) Intimacy: Getting close:
Is degree that the participants stay close to each other, figuratively as well as literally.
Conversational intimacy can become manifest in various ways among them gaining trust,
listening well, and getting personal.
b) Gaining Trust:
Where there is no trust there can be no intimacy. But trust is hard to achieve. In organization
it has become especially difficult for employee to put trust in their leaders, who will earn it
only if they are authentic and straight forward.
c) Listening Well:
Leaders who take organizational conversation seriously know when to stop talking and start
listening. True attentiveness signals respect for people of all ranks and roles, a sense of
curiosity, and even a degree of humility.
d) Getting Personal:
Good leaders always want to get personal with his/her co staff so that he/she can know the
personal behavior and provide them good healthy environment to work.

2.4

The New Realities of Leadership Communication

Five long business trends are forcing the shift from corporate communication to organization
conversation.

a) Economic Change
As service industries have become more economically significant than manufacturing
industries, and as knowledge work has supplanted other kinds of labor, the need for
sophisticated ways to process and share information has grown more acute.
b) Organizational Change:
As a companies have become flatter and less hierarchical and frontline employees more
pivotally involved in value creating work, lateral and bottom-up communication has
achieved the importance of top-down communication.
c) Global Change:
As workforces have become more diverse and more widely dispersed, navigating across
cultural and geographic lines has required interactions that are fluid and complex.
d) Generational Change:
As millennial and other younger workers have gained a foothold in organizations, they
have expected peers and authority figures alike to communicate with them in a dynamic,
two-way fashion.
e) Technological Change:
As digital networks have made instant connectivity a norm of business life, and as social
media platforms have grown more powerful and more ubiquitous, a reliance on older, less
conversational channels of communication has ceased to be tenable.

2.5

Inclusion: Expanding Employees Roles:

Personal conversation is an equal opportunity endeavor. It enables participants to share

ownership of the substance of their discussion. As a consequence they can put their hearts and
souls-into the conversational arena. Inclusive leaders in conversation raise the level of emotional
engagement that employees bring to company life in general. Inclusion adds a critical dimension
to the elements of intimacy and interactivity.
In corporate world, the top executives and professional communicators monopolize the content
and keep tight hold on what people say but when inclusion takes hold engaged employees can
adopt to important roles, creating content themselves and acting as brand ambassadors, thought
leaders, and storytellers.

i.

Brand Ambassadors:

When employees feel passionate about their companys products and services, they
become living representatives of the brand. This can and does happen organically-lots of
ii.

people love what they do for a living and will talk it up on their own time.
Thought Leaders:
To achieve market leadership in a knowledge-based field, companies may rely on
consultants or in-house professional to draft speeches, articles, white papers, and the like.
But often the most innovative thinking occurs deep within an organization, where people
develop and test new products and services. Empowering those people to create and
promote thought-leadership material can be a smart, quick way to bolster a companys

iii.

reputation among key industry players.

Storytellers:
When employees speak from their own experience, unedited, the message comes to life.
Leaders look them for new ideas on how to improve business performance and for
thoughts about the company itself.

2.6

Intentionality: Pursuing and Agenda

A personal conversation, if its truly rich and rewarding, will be open but not aimless, these
participants will have some sense of what they hope to achieve. They might seek to entertain
each other, or to persuade each other, or to learn from each other. Intent confers order and
meaning on even the loosest and most digressive form of chatter.
Conversational intentionality requires leaders to convey strategic principles not just by asserting
them but by explaining them-by generating consent rather than commanding assent. In this new
model, leaders speak extensively and explicitly with employees about the vision and the logic
that underlie executive decision making. As a result, people at every level gain a big- picture
view of where their company stands within its competitive environment. In other words, they
become conversant in matters of organizational strategy.
One way to help employees understand the organizations governing strategy is to let them have
a part in creating it.
Conversation exists in every organization however, today the conversation has the potential to
spread well beyond your walls, and its largely out of your control. Smart leaders find ways to
use conversation-to manage the flow of information in an honest, open fashion way.

2.7

Elements of Organizational Conversation:

Intimacy:

Interactivity:

Inclusion:

Intentionality:

How leaders relate to

How leaders use

How leaders develop

How leaders convey strategy

employees

communication channels

organizational content

Old Model: Corporate Communication

Information flow is

Messages are broadcast to

Top executives create and

Communication is fragmented,

primarily top-down

employees

control messaging

reactive and ad hoc

Tone is formal and

Print Newsletters, Memos,

Employees are passive

Leaders use assertion to achieve

corporate

and speeches predominate

consumers of information

strategic alignment

New Model: Organizational Communication

Communication is personal

Leaders

talk

with

and direct

employees, not to them

Leaders

relinquish

measure of control over

clear

agenda

informs

all

communication

content
Leaders carefully explain the agenda
culture

Employees actively

Leaders value trust and

Organizational

authenticity

fosters back and forth, face-

participate in

to-face interaction

organizational messaging

to employees
Strategy emerges from a crossorganizational communication

What it Means for Employers and Employees

Leaders emphasize listening

Leaders

to employees rather than

social

just speaking to them

facilitate

use
media

video
tool

and

Leaders involve employees

Leaders build their messaging around

to

in telling the company

company strategy

two-way

story

communication
Employees engage in a
bottom-up
ideas

exchange

of

Employees

interact

with

colleagues through blogs

Employees act as brand

Employees take part in creating

ambassadors and though

strategy

leaders

communication vehicles

and discussion forums

CHAPTER THREE

via

specially

designed

SUMMARY AND CONCLUSION

This paper began with a brief review of key leadership concepts and this literature revealed that
effective leadership in an organization is critical. Initial examinations of leaders reported the
differences between leaders and followers. Leadership continues to be recognized as a complex
enterprise, and as recent studies assert, effective leaders are more than managers. They have
vision, develop a shared vision, and value the contributions and efforts of their co-workers in the
organization. Transformational leadership holds promise to further an understanding of effective
leadership, especially the leadership needed for changing organizations.

having vision,

believing that the schools are for learning,

valuing human resources,

being a skilled communicator and listener,

acting proactively, and

taking risks.

Leaders provide a guide for identifying in oneself and companions the characteristics that are
facilitating the innovation's implementation. Now a day conversation between employee and
employers plays vital role in the development of an organization. Involvement of each employee
is equally important for the success of any organizations.

Bibliography
Website Reference:

en.wikipedia.org
www.google.com.np