From a Manager to a LeaderBridging a Gulf or Jumping a Chasm Case study

1. From a Manager to a Leader
Bridging a Gulf or Jumping a Chasm
Presented by:
Harsh Patel (141316)
Madhur Agarwal (141323)
Rajas Sontakke (141337)
Shubham Gupta (141346)
Siddharth Gupta(141348)
Sonakshi Goel (141349)
Suket Gupta (141351)
GROUP NO. - 10

2. Introduction
• Most organizations are of the view that they
may encounter shortage of critical resource in
future i.e. of leadership.
• Hard and soft resources can be trained or
these skills can be acquired.
• It was assumed that the process of developing
managers would also lead to the development
of leaders.

4. Traditional Means of Control and
Present Context
Positional Power
Superior Experience
Greater access to Information

5. Leadership Development
Leadership
Taking Charge
Setting goals and priority
Establishing a direction to the others in the
organization
Getting the people to do what they need to
do willingly, effectively, enthusiastically, and
with a sense of purpose

6. CEO’s role as a leader is unique
sets the overall direction and the purpose of the organization.
defines the value system prevalent in the organization and Its ethical
climate.
defines the way the other organizational members interact with one
another.
Lower level leaders can also
define their own climate.
 their own value systems
sense of purpose.

7. Adopted Techniques by Organizations In
Quest of Leaders
Academic Training Programme
Concepts and research findings in leadership are
presented and discussed.
Experiential Training Programmes
Participants in groups experience what it is to be a leader
and assess their own abilities.
Mentorship Programmes
Issue: Limited impact
They are externally directed while leadership is a process of
internal development.

8. Leadership
Highly demanding activity because of the need to reconcile
numerous dimensions and evolve a holistic, integrated model for
oneself.
Unstructured process and involves a process of questioning,
reflection, gathering knowledge, learning from the experience of
oneself and of others, and discovery.
“One does not train oneself into a leader; one has to become a
leader”-Bennis (1998)

9. Transition-1: From a Manager of
‘Facts’ and ‘Data’ to a Manager of
‘Emotions’

10.  Management education concentrates on decision based on
facts and data.
 Problem solving approach involves cold and unemotional
analysis of alternatives and get optimal solution.
 Harold Geneen of ITT was best example of Data cruncher.
 Bajaj auto company had institute a voluntary retirement
scheme for downsizing company for optimal and rational
solution.

11.  Some times more difficult to manage such emotions like
commitment, loyalty and sense of ethics.
 Keep the essential character in corporation who effectively
manage these kind of emotions.
 Some manager are strong in abilities and weak in managing
emotion so they would uncomfortable to deal with
‘unpredictable’ and ‘unreasonable’ human beings.

12. Transition-2: From an ‘Emotions
Manager’ to an ‘Emotions
Generator’
While it is said that Nietzsche shook the philosophers with
his three words ’God is Dead’, Gandhi shook the entire India
and the British Empire with two words ’Quit India!’

13.  Leaders generate emotions of fear and insecurity in
organizations when they become complacent or want to
achieve a new goal.
 It may be necessary to generate positive as well as negative
emotions.
 To generate these emotions, leaders work not through logic
but through hope.
 Leaders have to be adept at capturing, in a few words, the
essence of what the organization stands for and generate
an emotional commitment.
 Managers work through a system of motivation while
leaders work through generating inspiration.

14. Transition 3
From a Follower of Standards to
a Setter of Standards
“The reasonable man adapts himself to the world ;the
unreasonable one persists in trying to adapt the world to
himself” – Bernard Shaw

15.  Leaders have the ability to see new vision , a new opportunity ,an ideal
to be followed.
 Leadership is about not maintaining the status quo.
WHY is it a challenge for a manager aspiring to be leader
 A manager has been trained to play by the rules and not to ‘rock
the boat’
• A manager also finds it more comfortable to deal with people
who are orderly in their thinking and their behavior.
• Managers are conditioned effectively through their entire career

16. Transition 4
From a Realist to a Dreamer
“We want a few mad people now .See where all the
sane ones have landed us!” – Robert, Saint Joan
(play)

17. Manager is told not to ‘dream’ up fanciful
notions and ideas but do reality check on
what will work .
Leaders are dreamers constantly dreaming of
fantastic visions.
Dreamers are branded as not fit for higher
responsibilities.

18. Transition 5
From Optimizer to a Compromiser
Sole responsibility of management is to maximize
profits is or hardly can ever be practiced – The
dictum of Freidman (1970)

19. • Management education starts with an assumption
that a job of a manager is to maximize some
parameters – Profits ,profitability, shareholder
value and so on- economic parameters.
• During leadership the dilemmas involve non-
economic elements .
• Involve choices between right and right and wrong
and wrong. The choice cannot be optimal ; it has to
be compromise.
• People trained in managerial educational mould
may find difficult to accept that there could be
situation where there are not right answers. Yet,
decisions have to be made and consequences have
to be faced.

20. Making The Transition
Involvement of fundamentally different processes
and major re-learning on the part of manager
Acquisition of new perspective
Experience is only half experience. Other half is
the interpretation
Manager to Leader : SELF DEVELOPMENT

21. Examine yourself
 “Know thyself”
Become what you are
Decide what you want to become
The transition is really not walking over a bridge
smoothly but jumping a chasm