CASE STUDY

On
LEADERSHIP
Course Name : Leadership Management
Course No : MGN(904)
NAME : Harsha Ojha
REGISTRATION NO : 11602397
ROLL NO. : 22

Submitted to:
SUMEET MAM

Submitted By:
HARSHA OJHA
Introduction
What is Leadership
Leadership is a process by which an executive can direct, guide and influence the behavior and work of
others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager
to induce the subordinates to work with confidence and zeal.

Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a
group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the
organizational members to want to achieve the visions.

According to Keith Davis, “Leadership is the ability to persuade others to seek defined objectives
enthusiastically. It is the human factor which binds a group together and motivates it towards goals.”

Characteristics of Leadership
1. It is a inter-personal process in which a manager is into influencing and guiding workers towards
attainment of goals.
2. It denotes a few qualities to be present in a person which includes intelligence, maturity and
personality.

3. It is a group process. It involves two or more people interacting with each other.

4. A leader is involved in shaping and moulding the behaviour of the group towards accomplishment of
organizational goals.

Role of a Leader
Following are the main roles of a leader in an organization :

1. Required at all levels- Leadership is a function which is important at all levels of management. In
the top level, it is important for getting co-operation in formulation of plans and policies. In the
middle and lower level, it is required for interpretation and execution of plans and programmes
framed by the top management. Leadership can be exercised through guidance and counseling of
the subordinates at the time of execution of plans.
2. Representative of the organization- A leader, i.e., a manager is said to be the representative of
the enterprise. He has to represent the concern at seminars, conferences, general meetings, etc.
His role is to communicate the rationale of the enterprise to outside public. He is also representative
of the own department which he leads.

3. Integrates and reconciles the personal goals with organizational goals- A leader through
leadership traits helps in reconciling/ integrating the personal goals of the employees with the
organizational goals. He is trying to co-ordinate the efforts of people towards a common purpose
and thereby achieves objectives. This can be done only if he can influence and get willing co-
operation and urge to accomplish the objectives.

4. He solicits support- A leader is a manager and besides that he is a person who entertains and
invites support and co-operation of subordinates. This he can do by his personality, intelligence,
maturity and experience which can provide him positive result. In this regard, a leader has to invite
suggestions and if possible implement them into plans and programmes of enterprise. This way, he
can solicit full support of employees which results in willingness to work and thereby effectiveness
in running of a concern.

5. As a friend, philosopher and guide- A leader must possess the three dimensional traits in him.
He can be a friend by sharing the feelings, opinions and desires with the employees. He can be a
 philosopher by utilizing his intelligence and experience and thereby guiding the employees as and
when time requires. He can be a guide by supervising and communicating the employees the plans
and policies of top management and secure their co-operation to achieve the goals of a concern. At
times he can also play the role of a counselor by counseling and a problem-solving approach. He
can listen to the problems of the employees and try to solve them.

Leadership and Management - Relationship & Differences

Leadership and management are the terms that are often considered synonymous. It is essential to
understand that leadership is an essential part of effective management. As a crucial component of
management, remarkable leadership behaviour stresses upon building an environment in which each and
every employee develops and excels. Leadership is defined as the potential to influence and drive the
group efforts towards the accomplishment of goals. This influence may originate from formal sources, such
as that provided by acquisition of managerial position in an organization.

A manager must have traits of a leader, i.e., he must possess leadership qualities. Leaders develop and
begin strategies that build and sustain competitive advantage. Organizations require robust leadership and
robust management for optimal organizational efficiency.

Differences between Leadership and Management

Leadership differs from management in a sense that:

1. While managers lay down the structure and delegates authority and responsibility, leaders provides
direction by developing the organizational vision and communicating it to the employees and
inspiring them to achieve it.
2. While management includes focus on planning, organizing, staffing, directing and controlling;
leadership is mainly a part of directing function of management. Leaders focus on listening, building
relationships, teamwork, inspiring, motivating and persuading the followers.

3. While a leader gets his authority from his followers, a manager gets his authority by virtue of his
position in the organization.

4. While managers follow the organization’s policies and procedure, the leaders follow their own
instinct.

5. Management is more of science as the managers are exact, planned, standard, logical and more of
mind. Leadership, on the other hand, is an art. In an organization, if the managers are required,
then leaders are a must/essential.

6. While management deals with the technical dimension in an organization or the job content;
leadership deals with the people aspect in an organization.

7. While management measures/evaluates people by their name, past records, present performance;
leadership sees and evaluates individuals as having potential for things that can’t be measured, i.e.,
it deals with future and the performance of people if their potential is fully extracted.

8. If management is reactive, leadership is proactive.

9. Management is based more on written communication, while leadership is based more on verbal
communication.
Case study on leadership:

Moving from Colleague to Supervisor

Cheryl Kahn, Rob Carstons, and Linda McGree have some thing in common. They
all were promoted within their organization into management positions. And each
found the transition a challenge.
Cheyrl Kahn was promoted to director of catering for the Glazier Group of
restaurant in New York City. With the promotion, she realized that things would be
never the same again. No longer she would be able to participate in water-cooler
gossip or shrug off an employee’s chronic lateness. She says she found her new role
to be daunting. “At first I was like a bulldozer knocking everyone over, and that was
not well received. I was saying, ‘It is my way or highway’. And was forgetting that
my friends were also in tension.” She admits that this style alienated just about
everyone with whom she worked.
Rob Carstons, a technical manager at IBM in California, talk about the uncertainty
hw felt after being promoted to being a manager from being a junior programmer. “It
was a little bit challenging to be suddenly giving directives to peers, when just the
day before you were one of them. You try to be careful not to offend anyone. It’s a
stranger walking into a room and the whole conversation change. People don’t want
to be as open with you when you become a boss.”
Linda McGee is now president of Medix Insurance Services in Baltimore, Maryland.
She started as a customer service representative with the company and then
leapfrogged over colleagues in a series of promotions. Her first rise created
problems. She saya colleague “would say, ‘oh, here come the big cheese now.” God
only knows what they talked about behind me back.”
Summary:

Most of the time becoming a superior from a colleague brings some challenges in the job.
Challenges arise in matching with the new situation, giving direction and controlling the pressure.
In the case three persons Cheryl Kahn, Rob carstons and Linda MeGree faces same problem in
their new position. After promoting to director, Cheryl Kahn round her new role to be daunting .
After being promoted to manager from junior programmer, Rob Carstons found that it was
challenging to be giving directives to peers. Limda McGree, president of Medex Insurance also
faces same problem in her job after the promotion.

PROBLEM IDENTIFICATION :
01.Preoccupation, or Lack of Concentration

By making a decision when you are preoccupied, it is unlikely that you gave it the thought it
deserved. Among the various issues that can arise in this scenario, many would consider it quite
rude to deal with your team members in this manner. If someone seeks you out, they deserve your
undivided attention.

02. Not Enough Rest

Many individuals in leadership positions spend numerous extra hours at work and, in many cases,
are on call continuously. Mistakes made due to fatigue may not have fatal consequences, but they
will certainly affect careers and the health of the agency as a whole.

03. Taking a Bad Position

This certainly does not mean that leaders must be infallible. It does mean that when they take a bad
position, they should admit it and then modify it. Refusing to change because an agency has
handled an issue a certain way in the past and needs to be consistent is an unreasonable
philosophy. Positions can be consistent but also poor; leaders should strive for better.

04. Failure to Watch the Hands—of a Problem Employee

Every organization has its bad apples. It is amazing how one problem employee can disrupt an
organization and take up inordinate amounts of a leader’s time. Problem employees are experts at
creating assignments and work for leaders. Fortunately, effective leaders can read these employees
like a book. No matter how creative their methods may be, their goals are clear. They have no
desire to be productive, and they expect to receive an unfair advantage within the organization.

05. improper Use of Handcuffs

It is very easy to become frustrated and hand out discipline to officers who make mistakes

06. No Search or Poor Search

SOLUTION :
In our country many manager also do this error in selecting the right leadership style. I think this
problem arise due to following reasons:
1.Misunderstanding the Employee:
Some time manager can’t understand the actual position of the employees. So they select a
leadership style which may not suitable for the organization.
2.Comunication Gap:
In our country communication gap is higher between management and workers. Employees have
no participation in the management process. As a result manager takes any decision which s/he
think best.
Poor or no Research:
Making research is very rare in our country. Many organization try to avoid this because it is very
costly. Although some organization try to do this but there research is also very poor. As a result
they can’t take the right decision which is more suitable for organization.
4.Mantality:
Management think that employee should be forced to do the task which management think best.
They think that employee has no quality to participate in the decision making process. Another
problem is that if management select a participation style then the workers think that management
has not enough ability to take decision without there participation.

QUESTION – 01
A lot of new managers err in selecting the right leadership styles when they
move into management. Why do you think this happens?

Yes. Many managers do this error. Before that we have to understand about leadership and its
applications. It helps to understand clearly this case.

Leadership
Good leaders are made not born. If you have the desire and willpower, you can become an
effective leader. Good leaders develop through a never ending process of self-study, education,
training, and experience.

To inspire your workers into higher levels of teamwork, there are certain things you must be,
know, and, do. These do not come naturally, but are acquired through continual work and study.
Good leaders are continually working and studying to improve their leadership skills; they are not
resting on their laurels.

Leadership Styles Overview

When developing your leadership skills, one must soon confront an important practical question,
"What leadership styles work best for me and my organization?" To answer this question, it's best
to understand that there are many from which to choose and as part of your leadership
development effort, you should consider developing as many leadership styles as possible.

Three Classic Leadership Styles

One dimension of has to do with control and one's perception of how much control one should
give to people. The laissez faire style implies low control, the autocratic style high control and the
participative lies somewhere in between.

The Laissez Faire Leadership Style

The style is largely a "hands off" view that tends to minimize the amount of direction and face time
required. Works well if you have highly trained and highly motivated direct reports.

The Autocratic Leadership Style

The autocratic style has its advocates, but it is falling out of favor in many countries. Some people
have argued that the style is popular with today's CEO's, who have much in common with feudal
lords in Medieval Europe.

The Participative Leadership Style

It's hard to order and demand someone to be creative, perform as a team, solve complex problems,
improve quality, and provide outstanding customer service. The style presents a happy medium
between over controlling (micromanaging) and not being engaged and tends to be seen in
organizations that must innovate to prosper.

Situational Leadership

Situational Leadership. In the 1950s, management theorists from Ohio State University and the
University of Michigan published a series of studies to determine whether leaders should be more
task or relationship (people) oriented. The importance of the research cannot be over estimated
since leaders tend to have a dominant style; a leadership style they use in a wide variety of
situations.

Surprisingly, the research discovered that there is no one best style: leaders must adjust their
leadership style to the situation as well as to the people being led.

The Emergent Leadership Style

Contrary to the belief of many, groups do not automatically accept a new "boss" as leader. We see a
number of ineffective managers who didn't know the behaviors to use when one taking over a new
group.

The Transactional Leadership Style

The approach emphasizes getting things done within the umbrella of the status quo; almost in
opposition to the goals of the transformational leadership. It's considered to be a "by the book"
approach in which the person works within the rules. As such, it's commonly seen in large,
bureaucratic organizations.

The Transformational Leadership Style

The primary focus of this leadership style is to make change happen in:

 Our Self,
 Others,
 Groups, and
 Organizations

ERRORS
01.Preoccupation, or Lack of Concentration
By making a decision when you are preoccupied, it is unlikely that you gave it the thought it
deserved. Among the various issues that can arise in this scenario, many would consider it quite
rude to deal with your team members in this manner. If someone seeks you out, they deserve your
undivided attention.

02. Not Enough Rest

Many individuals in leadership positions spend numerous extra hours at work and, in many cases,
are on call continuously. Mistakes made due to fatigue may not have fatal consequences, but they
will certainly affect careers and the health of the agency as a whole.

03. Taking a Bad Position

This certainly does not mean that leaders must be infallible. It does mean that when they take a bad
position, they should admit it and then modify it. Refusing to change because an agency has
handled an issue a certain way in the past and needs to be consistent is an unreasonable
philosophy. Positions can be consistent but also poor; leaders should strive for better.

04. Failure to Watch the Hands—of a Problem Employee

Every organization has its bad apples. It is amazing how one problem employee can disrupt an
organization and take up inordinate amounts of a leader’s time. Problem employees are experts at
creating assignments and work for leaders. Fortunately, effective leaders can read these employees
like a book. No matter how creative their methods may be, their goals are clear. They have no
desire to be productive, and they expect to receive an unfair advantage within the organization.

05. improper Use of Handcuffs

It is very easy to become frustrated and hand out discipline to officers who make mistakes

06. No Search or Poor Search

Answer in the perspective of Bangladesh :

In our country many manager also do this error in selecting the right leadership style. I think this
problem arise due to following reasons:
1.Misunderstanding the Employee:
Some time manager can’t understand the actual position of the employees. So they select a
leadership style which may not suitable for the organization.
2.Comunication Gap:
In our country communication gap is higher between management and workers. Employees have
no participation in the management process. As a result manager takes any decision which s/he
think best.
Poor or no Research:
Making research is very rare in our country. Many organization try to avoid this because it is very
costly. Although some organization try to do this but there research is also very poor. As a result
they can’t take the right decision which is more suitable for organization.
4.Mantality:
Management think that employee should be forced to do the task which management think best.
They think that employee has no quality to participate in the decision making process. Another
problem is that if management select a participation style then the workers think that management
has not enough ability to take decision without there participation.

QUESTION - 02
What does this say about leadership and leadership training?

According to this case study,we should know about leadership training and who are the employees
want training to enhance their skills.Otherwise,so many errors will be occurred.

Leadership and Training

"Leadership is influencing people to get things done to a standard and quality above their norm.
And doing it willingly."

 As an element in social interaction, leadership is a complex activity involving:

 a process of influence
 actors who are both leaders and followers a range of possible outcomes – the achievement
of goals, but also the commitment of individuals to such goals, the enhancement of group
cohesion and the reinforcement of change of organizational culture

Leadership Training

While leadership is easy to explain, leadership is not so easy to practise. Leadership is about
behaviour first, skills second. Good leaders are followed chiefly because people trust and respect
them, rather than the skills they possess. Leadership is different to management. Management
relies more on planning, organisational and communications skills. Leadership relies on
management skills too, but more so on qualities such as integrity, honesty, humility, courage,
commitment, sincerity, passion, confidence, positivity, wisdom, determination, compassion,
sensitivity, and a degree of personal charisma.

Some people are born more naturally to leadership than others. Most people don't seek to be a
leader. Those who want to be a leader can develop leadership ability. And many qualities of
effective leadership, like confidence and charisma, continue to grow from experience in the
leadership role.
Leadership can be performed with different styles. Some leaders have one style, which is right for
certain situations and wrong for others. Some leaders can adapt and use different leadership styles
for given situations.

People new to leadership (and supervision and management) often feel under pressure to lead in a
particularly dominant way. Sometimes this pressure on a new leader to impose their authority on
the team comes from above. Dominant leadership is rarely appropriate however, especially for
mature teams. Misreading this situation, and attempting to be overly dominant, can then cause
problems for a new leader. Resistance from the team becomes a problem, and a cycle of negative
behaviours and reducing performance begins. Much of leadership is counter-intuitive. Leadership
is often more about serving than leading. Besides which, individuals and teams tend not to resist or
push against something in which they have a strong involvement/ownership/sense of control.
People tend to respond well to thanks, encouragement, recognition, inclusiveness, etc. Tough,
overly dominant leadership gives teams a lot to push against and resist. It also prevents a sense of
ownership and self-control among the people being led. And it also inhibits the positive rewards
and incentives (thanks, recognition, encouragement, etc) vital for teams and individuals to cope
with change, and to enjoy themselves. Leaders of course need to be able to make tough decisions
when required, but most importantly leaders should concentrate on enabling the team to thrive,
which is actually a 'serving' role, not the dominant 'leading' role commonly associated with
leadership.

QUESTION – 03
Which leadership theories, if any could help new leaders deal with this type of
transition?

Interest in leadership increased during the early part of the twentieth century. Early leadership
theories focused on what qualities distinguished between leaders and followers, while subsequent
theories looked at other variables such as situational factors and skill level. While many different
leadership theories have emerged, most can be classified as one of eight major types:

1. “Great Man” Theories:

Great Man theories assume that the capacity for leadership is inherent – that great leaders are born,
not made. These theories often portray great leaders as heroic, mythic, and destined to rise to
leadership when needed. The term “Great Man” was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military leadership.
2. Trait Theories:
Similar in some ways to “Great Man” theories, trait theory assumes that people inherit certain
qualities and traits that make them better suited to leadership. Trait theories often identify
particular personality or behavioral characteristics shared by leaders. But if particular traits are key
features of leadership, how do we explain people who possess those qualities but are not leaders?
This question is one of the difficulties in using trait theories to explain leadership.

3. Contingency Theories:
Contingency theories of leadership focus on particular variables related to the environment that
might determine which particular style of leadership is best suited for the situation. According to
this theory, no leadership style is best in all situations. Success depends upon a number of
variables, including the leadership style, qualities of the followers, and aspects of the situation.

4. Situational Theories:
Situational theories propose that leaders choose the best course of action based upon situational
variable. Different styles of leadership may be more appropriate for certain types of decision-
making.

5. Behavioral Theories:
Behavioral theories of leadership are based upon the belief that great leaders are made, not born.
Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental
qualities or internal states. According to this theory, people can learn to become leaders through
teaching and observation.

6. Participative Theories:
Participative leadership theories suggest that the ideal leadership style is one that takes the input of
others into account. These leaders encourage participation and contributions from group members
and help group members feel more relevant and committed to the decision-making process. In
participative theories, however, the leader retains the right to allow the input of others.

7. Management Theories:
Management theories (also known as “Transactional theories”) focus on the role of supervision,
organization, and group performance. These theories base leadership on a system of reward and
punishment. Managerial theories are often used in business; when employees are successful, they
are rewarded; when they fail, they are reprimanded or punished.

8. Relationship Theories:
Relationship theories (also known as “Transformational theories”) focus upon the connections
formed between leaders and followers. These leaders motivate and inspire people by helping group
members see the importance and higher good of the task. Transformational leaders are focused on
the performance of group members, but also want each person to fulfill his or her potential. These
leaders often have high ethical and moral standards.
Based on this case study, those three employees have been promoted suddenly as they mentioned
“God only knows what they talked about behind my back”

It is very important to handle these kind of incidents in any organization.

I suggested to use below theories to deal this type of transition. Because we have to consider the
employees those will be promoted their recent activities towards the company’s success.

 Trait Theories:
 Contingency Theories:
 Situational Theories:
 Participative Theories
 Relationship Theories

Answer in the perspective of Bangladesh :

In our country if there arise any such situation in the organization then the following theories, I
think, will help to match with the situation.
1. Participative Theories:
It suggests that the ideal leadership style is one that takes the input of others into account. These
leaders encourage participation and contributions from group members and help group members
feel more relevant and committed to the decision-making process. For this situation if leader
follows this theory then I think he will get a positive solution for this confliction .

2.Transformational Theories:
Transformational theories focus upon the connections formed between leaders and followers.
These leaders motivate and inspire people by helping group members see the importance and
higher good of the task. Transformational leaders are focused on the performance of group
members, but also want each person to fulfill his or her potential. These leaders often have high
ethical and moral standards. If leader follow this theory, he will be able to value the decision of his
subordinates (formal colleague) in the decision making process.

QUESTION – 04
Do you think it’s easier or harder to be promoted internally into a formal
leadership position than to come into it as an outsider? Explain.

Many companies scramble to advertise job openings in leadership positions, searching for the
perfect candidate to fill their positions. Many times they are overlooking highly qualified people,
right within their own organization. By creating an internal leadership development program, you
can have workers ready to step into leadership roles, promoting from within and saving your
company money and time over hiring from the street.

The costs in adding a new employee to the payroll can be more than most companies ever
imagined. Consider the payroll dollars that are spent on advertising, recruiting, interviewing, and
other human resources jobs that are related to filling an open position. During those hours spent
hiring a single person to fill one job, your human resources department could be conducting
leadership training classes that would reach a number of people already employed by the company,
creating a pool of people ready to be promoted within your organization.

By hiring from within, you will also increase employee morale and productivity. If they know that
there is opportunity for advancement when they work hard and complete the tasks assigned to
them, they will go above and beyond to get noticed. When employees are happy, they are more
likely to be engaged at work and will provide you with the level of commitment needed. Retention
levels will improve, and less time will be spent training new employees to fill open positions.

At times, companies will avoid developing a leadership program, simply because there is a bit of
overhead involved in setting up these programs. While there may be training and development
costs, in most cases, the savings when compared to the money spent on recruiting, hiring, and
training new employees is well worth the minimal expense. Take a look at the overall costs before
making a decision to hire externally.

Leadership development is something that many companies take for granted. By implementing
leadership programs within the workplace, you will create a more stable and productive working
environment, plus free up valuable resources to take care of more important jobs. By promoting
from within, you are doing both your company and your employees a great service.

I think that internal promotion is more efficience than external one. Because internal employees
already know about the company’s values, strength and weaknesses.

 The problem is that people rise to leadership in our society by a tendency towards
extroversion, which means a tendency to ignore what is going on inside themselves.
Leaders rise to power in our society by operating very competently and effectively in the
external world, sometimes at the cost of internal awareness.

 These approaches typically tout an inherently solipsistic model, where leaders experiment
with various recipes and roles for personal success. Self-actualization and self-
improvement are the underlying mantras. The implication, of course, is that individual
aspiration and success will translate into broader corporate achievements.

 Many of the executives that provided leadership during the great economic expansion of
the 20th Century’s last decades are retired, leaving a leadership void. In most organizations
the hierarchical structures of the past have been replaced with the flatter and more agile
organizations of today. We have reengineered, downsized and right-sized to the point where
many organizations been completely changed and re-shaped. In fact, mid-level
management – the old grooming ground for future leaders – has been decimated, leaving a
void in the leadership learning path.
  Internal promotion will be answered for below questions,

 A clear mission statement – Why do we exist? What is our organizational

purpose?
 A compelling vision – What clearly describes our future desired state? What
fulfills the mission?
 A solid strategy – What is the logic and tactics that ensure the mission and
vision will be achieved?
 A reevaluation or restatement of organizational values – What are the values
the organization will both espouse and live by? Which values will satisfy all
stakeholders’ needs? What culture do we want to create?
 A greater focus on sustainability, growth and talent – What do we need to be
doing today for our survival? What do we need to be doing to ensure future
growth? What talent do we need both to survive and ensure future growth?
 A strong emphasis on creativity, innovation and implementation – What
products, services or other deliverables will support personal and
organizational growth? How do you take these from a dream to reality?
 A possible structure change – How do we best organize to bring about the
changes needed to facilitate new organizational demands, as well as desired
strategies and needs

Answer in the perspective of Bangladesh :

For a company in our country it may be easy or harder to promote internally into a formal
leadership position then to come into it as an outsider. It depends upon the position or situation of
the company. If companies leadership position is more strong then they can promote internally
otherwise if they want or think that outsider will be best suited for them then they can hire or
requite from outside. For example:
When Rubba Dawla,the chief communications officer of Grameen Phone, resigned authority
replaced Kazi Monirul Kabir in her position, who was head of regional sales of Grameen Phone.

Promoting internally may helps company in the following grounds:

Increase Productivity
Save time
Save money
Having clear idea about company
Company can also promote from outside if they think outsider will help them to promote their
productivity. But it is a long process in advertising, recruiting, interviewing. But it may positive from
following ground:

More experienced
Increase internal speed
Implement new system

REFERENCE SITES
1. www.google.com

2. https://projekter.aau.dk/projekter/files/14614533/Acknowledgement.doc
3. https://cyfar.org/