leadership theory

156 Pages·2009·2.08 MB·English

N ISSN - 0974 - 1739
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NHRD Network Journal
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J April2009 Volume 2 Issue 2
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National HRD Network na
l
John Adair
The National HRD Network, established in 1985, is an
Arvind Agrawal
association of professionals committed to promoting
Stewart D. Friedman
the HRD movement in India and enhancing the
capability of human resource professionals, enabling Paul Hersey
them to make an impactful contribution in enhancing N.S. Rajan
competitiveness and creating value for society. Dave Ulrich and Norm Smallwood
Towards this end, the National HRD Network is Gary Yukl and Rubina Mahsud
committed to the development of human resources
Anu Aga
through education, training, research and experience
Sandeep Bakhshi
sharing. The network is managed by HR professionals
L Jaspal Bindra
in an honorary capacity, stemming from their interest ea
de Leadership Peter Capelli et al
in contributing to the HR profession. r
s
h
ip Jim Collins
The underlying philosophy of the NHRDN is that every
B. Santhanam
human being has the potential for remarkable
Vijay Bharadwaj
achievement. HRD is a process by which employees in
Aquil Busrai
organizations are enabled to:
Rajeev Dubey
• acquire capabilities to perform various tasks
P. Dwarakanath
associated with their present and future roles;
Adil Malia
• develop their inner potential for self and
Anand Nayak and L. Prabhakar
organizational growth,
Vivek Patwardhan
• develop an organizational culture where
Satish Pradhan
networking relationships, teamwork and
Sanjeev Sahi
collaboration among different units is strong,
T.T. Srinath
contributing to organizational growth and
Inder Walia
individual well-being.
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9 A quarterly Publication by The National HRD Network
www.nationalhrd.org www.nationalhrd.org
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ABOUT THE JOURNAL
NHRD Network Journal
The National HRD Network publishes a semi-academic quarterly journal-each issue dedicated to a
Leadership theme. Publications so far include on the themes “IT in HR”, ”Performance Management”, “Attracting
and Retaining Talent”, “Career Management”, “Organizational Change”, “Global HRM”, “Women in
Volume 2 Issue 2 April 2009 Corporate Leadership Roles”, “Organization Development” and “Learning and Development”.
The current issue is on the theme of “Leadership”
NHRD Network Board Members
The plan for the ensuing issues is as follows:
National President: Aquil Busrai, ED-HR, IBM India Limited,
Date of Publication Theme Guest Editor
Past National Presidents: Dwarakanath P, Director-Group Human Capital, Max India
Dr. Santrupt Misra, Director Aditya Birla Group July 2009 Work-Life Balance Dr. C.S. Venkataratnam
Oct. 2009 Institution Building Mr. S. Varadarajan
Regional Presidents:
East: Prof. Madhukar Shukla, XLRI, Jamshedpur Jan. 2010 “HR for, and of Gen Next” —
Leveraging Demographic Dividend Dr. S. Chandrasekhar
South: Gopalakrishna M, Director Incharge, A.P. Gas Power Corporation Ltd.
West: Satish Pradhan, Executive VP Group HR, Tata Sons The journal publishes primarily three categories of articles:
North: NS Rajan, Partner, Human Capital and Global Leader – HR Advisory, (cid:129) Conceptual and research based
Ernst & Young
(cid:129) Contributions from thought leaders including a limited number of reprints with due permission
National Secretary: Dr. P VR Murthy, CEO, Exclusive Search Recruitment Consultants (cid:129) Organizational experiences in HR interventions/mechanisms
National Treasurer: Ashok Reddy B, VP-HR, Info Tech Enterprises
Editorial Board Members :
Executive Directors: Satyanarayana K (Hon.)
Dr. P.V.R. Murthy, Managing Editor is a product of I.I.T., Kharagpur and IIM, Calcutta with close to thirty
Mohit Gandhi years experience in H.R. field. He is founder and runs an executive search firm Exclusive Search
Recruitment Consultants. He is associated with a number of academic institutions. He is trained in
Editorial Board NS Rajan, Partner, Human Capital and Global Leader – HR Advisory,
TQM in Japan and in human processes from ISABS and NTL, U.S.A., He is the National Secretary of
Ernst & Young, [email protected]
National HRD Network.
(Guest Editor for this issue)
Aquil Busrai is Executive Director Human Resources with IBM India. He has over 36 years HR
Dr. PVR Murthy, Managing Editor,
CEO, Exclusive Search Recruitment Consultants, experience, both in strategic and operational HR with blue chip organisations like Unilever in Kenya
[email protected] and India, Motorola in Asia Pacific and Shell in Malaysia. He is the National President for National HRD
Network.
Aquil Busrai, Executive Director, Human Resources, IBM India
Limited, [email protected] Dr. Pallab Bandyopadhyay is the Vice President & Head, Human Resources - Asia Pacific, Perot
Dr. Pallab Bandyopadhyay, VP-HR-Asia Pacific, Perot Systems, Systems. A doctoral fellow from XLRI and AHRD. He is trained in OD and Human Processes from NTL,
[email protected] USA, he believes in applying HR concepts to practice to make it more meaningful and effective. He is
a mentor and coach to many young HR professionals.
Publisher, Printer, Owner Satyanarayna K, Hon. Executive Director, National HRD Network on
and Place of Publication behalf of National HRD Network, 506, Sai Siri Sampada, 7-1-29/23 & 24, NHRD firmly believes in and respects IPR and we appeal to the
Leela Nagar, Ameer Pet, Hyderabad 500 016. Tel: [phone] contributors to strictly honour the same.
[email protected]
For any further clarifications, please Contact :
Printed at Nagaraj & Co. Pvt. Ltd., 156, Developed Plots Industrial Estate,
Perungudi, Chennai 600 096. Tel : 044 - 66149291 The Managing Editor
Dr. P V R Murthy, CEO, Exclusive Search Recruitment Consultants,
The views expressed by the authors are of their Copyright of the NHRD Journal, all rights reserved.
own and not necessarily of the editors nor of the Contents may not be copied, emailed or reproduced #8, Janaki Avenue, Off 4th Street, Abhiramapuram, Chennai 600 018.
publisher nor of authors’ organizations without copyright holders’ express permission in writing. [email protected]
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CONTENTS
S.No. Title of Article Author Page No.
THE MASTERS
1 Functional Leadership John Adair 2
2 Leadership for Averting Organization Disasters Arvind Agrawal 8
3 How To Improve Performance Stewart D. Friedman 16
In All Parts of Life
4 Pace, Then Lead Paul Hersey 22
5 Leadership Theory: In Evolution NS Rajan 24
6 Our Leadership Journey Dave Ulrich and 33
Norm Smallwood
7 Linking Strategic Leadership and Human Gary Yukl and 44
Resource Management Rubina Mahsud
THE ARCHITECTS
8 When Does a CEO Become a Leader? Anu Aga 52
9 Effective Leadership is Driven by Sandeep Bakhshi 57
Strong Values
10 Leadership in Changing Times Jaspal Bindra 61
11 The DNA of Indian Business Leadership Peter Capelli, Harbir Singh, 66
Jitendra V Singh and
Michael Useem
12 The 10 Greatest CEOs of All Time Jim Collins 72
13 I10 : Framework For Leadership B Santhanam 80
THE ALCHEMISTS
14 Leadership Development Process in an
Organization to Sustain Business
Growth and Leadership Vijay Bharadwaj 88
15 Letter to a Young Professional Aquil Busrai 94
16 Leadership in Tomorrow’s Company Rajeev Dubey 96
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S.No. Title of Article Author Page No.
17 Leadership in Perspective P Dwarakanath 100
18 Corporate “Ubermensch” – A View from
Ethereal to the Real… Adil Malia 106
19 The ITC Leadership Paradigm: Vision, Anand Nayak and 109
Values & Vitality L Prabhakar
20 Dimensions of Leadership Vivek Patwardhan 116
21 Leadership – The Experience of Those Satish Pradhan 122
We Choose To Lead
22 All Aboard! – The Leadership Journey at HAL Sanjeev Sahi 126
23 The New Leader: An Emerging Butterfly T.T.Srinath 132
24 Leadership at Bharti Inder Walia 136
Book Reviews
25 Leadership Brand by Dave Ulrich & C Mahalingam 142
Norm Smallwood
26 Leadership in The Era of Economic S Sadasivan 144
Uncertainty by Ram Charan
27 The Gamechanger: How Every Leader R Shantaram 145
Can Drive Everyday Innovation by
A.G.Lafley & Ram Charan
28 Strengths based Leadership by C S Venkata Ratnam 146
Tom Rath and Bary Conchie
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EDITORIAL COMMENTS
Kenneth Clarke, the eminent art historian, who dedicated a lifetime
to the study of civilization, would say that he still did not know what
it was but thought he could recognize it when he saw it.
Metaphorically, the study of Leadership, both an art and science,
could well be described in similar terms. With the advent of
industrialization in the nineteenth century, leadership in the world
of business assumed renewed significance and drew some of the great
minds to unravel our understanding of it with multidisciplinary
approaches.
The need for, and recognition of leaders has been felt arguably since
the beginning of human civilization. This has been felt even more
NS Rajan acutely in current times with the turn of events around us throwing
(Guest Editor for up unprecedented challenges. As Napoleon aptly observed, "a leader
this Issue) is a dealer in hope", and the situation today calls for leadership that
Rajan is Partner can convert these adversities into opportunities. It surely is a time to
in the Human reflect on the first principles of leadership.
Capital Practice In such a context, it is indeed a real privilege to bring out this
of Business
"Leadership" issue of the National HRD Network. This special issue
A d v i s o r y
comprises rich contributions from a select list of invitees comprising
Services and
eminent scholars, exceptional CEOs and custodians of human capital.
Global Leader -
HR Advisory in The authors have blended deep insights, experiential learning and
Ernst & Young. personal discoveries into a powerful amalgam of ideas that serve as
a rich vein of knowledge to enhance our understanding of leadership.
The issue has been divided into three distinct sections, followed by
reviews of books on the theme of leadership.
I: THE MASTERS
Scholars of eminence who have advanced and expanded our
knowledge of leadership through their incisive research, insightful
discoveries and practical frameworks have been specially invited to
contribute to the journal. Some of them have had schools of leadership
named after their thought provoking additions to the science, have
been feted for their rich body of work, and recognized by fraternity
as leadership gurus.
John Adair (renowned for Action Centred Leadership), Stewart D.
Friedman (founding director of the Wharton School's leadership
program), Paul Hersey (reputed for Situational Leadership), Dave
Ulrich & Norm Smallwood (widely known for their hugely popular
best selling books on Leadership), Gary Yukl & Rubina Mahsud
(Yukl's books on Leadership are text books at business schools) have
graciously contributed and enriched the journal. As students of the
science of leadership, Arvind Agarwal (RPG Group) and NS Rajan
(Ernst & Young) have reviewed leadership literature throwing light
on the remarkable journey of leadership thought.
II: THE ARCHITECTS
Creators par excellence of wealth for stakeholders, visionaries in their
own right with entrepreneurial flair, and role models all rolled into
one are contributors to this section. It has chief executives offering
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their deep insights on leadership, as they perceive it. They are leaders,
who at the helm of their organizations endeavour to create lasting
value and shared vision. The buck stops here!
Anu Aga (Thermax), Sandeep Bakhshi (ICICI Lombard), Jaspal Bindra
(Standard Chartered Bank) and B Santhanam (Saint Gobain) need
no introduction, and their articles reflect deep understanding of what
it means to lead successfully.
Jim Collins (of the classic Built to Last fame) contributed an article he
wrote on the ten best CEOs, hugely relevant even today. Peter Capelli,
Harbir Singh, Jitendra V Singh, and Michael Useem (of Wharton
School) had joined hands with NHRD to unravel the DNA of Indian
business leadership, an abstract of which is also featured in this issue.
III: THE ALCHEMISTS
Custodians of human capital of their organizations, leaders of the
critical human resources function, creators of shared vision and
alchemists who nurture and develop the latent potential comprise
this section of contributors, a veritable galaxy of people who truly
matter to people who truly matter.
The invitees include some of the finest human resource leaders in
the country including Vijay Bharadwaj (Dell), Aquil Busrai (IBM),
Rajeev Dubey (Mahindra Group), P Dwarakanath (Max Group), Adil
Malia (Essar Group), Anand Nayak & L Prabhakar (ITC), Vivek
Patwardhan (Asian Paints), Satish Pradhan (Tata Group), Sanjeev
Sahi (Hindustan Aeronautics) , TT Srinath (Pegasus), and Inder Walia
(Bharti) who have distilled decades of experiential knowledge into
eminently articulated expositions of leadership thought.
BOOK REVIEWS
CS Venkata Ratnam, C Mahalingam, Shantaram R and S Sadasivan
have reviewed the recent books available on leadership.
In putting together this special edition on leadership, the journey
has been immensely gratifying, and the opportunity to interact with
the contributors has been a remarkable source of learning.
Hope this endeavour serves the purpose of illuminating the science
of leadership thought, and in current times to serve as a beacon for
action. I recall the words of William Shakespeare's from Julius Caesar
"There is a tide in the affairs of men, which taken at the flood, leads
on to fortune". May you find yours.
Dr. PVR Murthy Aquil Busrai Dr. Pallab
Managing Editor Bandyopadhyay
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Scholars of eminence who have advanced and expanded our knowledge of
leadership through their incisive research, insightful discoveries and practical
frameworks have been specially invited to contribute to the journal. Some of them
have had schools of leadership named after their thought provoking additions to
the science, have been feted for their rich body of work, and recognized by fraternity
as leadership gurus.
John Adair (renowned for Action Centred Leadership), Stewart
D. Friedman (founding director of the Wharton School’s leadership program),
Paul Hersey (reputed for Situational Leadership), Dave Ulrich & Norm
Smallwood (widely known for their hugely popular best selling books on
Leadership), Gary Yukl & Rubina Mahsud (Yukl’s books on Leadership are text
books at business schools) have graciously contributed and enriched the journal.
As students of the science of leadership, Arvind Agrawal (RPG Group) and NS
Rajan (Ernst & Young) have reviewed leadership literature throwing light on
the remarkable journey of leadership thought.
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FUNCTIONAL LEADERSHIP
JOHN ADAIR
Abstract
Leadership does not operate in isolation, and in fact is based on continuous interaction with
others. This interaction is constitutive of complex coordinates which determines whether the
group is able to achieve its objectives or not. This article presents a leadership framework that
explains leadership in the context of group situations and details the key functions of
leadership. Further, it elaborates upon the key behaviors that are useful in order achieve the
desired goals.
About the Author
John Adair is one of the world’s leading authorities on leadership
and leadership development. John holds the higher degrees of
Master of Letters from Oxford University and Doctor of Philosophy
from King’s College London, and he is also a Fellow of the Royal
Historical Society. In 2009, John was appointed Chair of Leadership
Studies United Nations System Staff College in Turin. John has
written over 40 books, translated into many languages. Apart from
being an author he is also a teacher and consultant.
“Leadership is action not passion” Sandhurst as part of a programme
- Donald H Mcgannon introducing young officers to the
responsibilities of leadership. When
Leadership and Motivation are like brother
transposed into industry and commerce it
and sister. It is difficult to think of a leader
was renamed Action-Centered Leadership
who does not motivate others. But
(ACL). Initially, the core content of ACL
leadership embraces more than motivation.
remained much the same as the original
What is leadership? The Action-Centered Sandhurst version, though the practical
Leadership (ACL) approach offers exercises and case studies were changed.
comprehensive answer to that question.
Here, I shall present that framework of that
The model encompasses the concept of
original concept of ACL, and then
Individual Needs, which is the area
comment upon its constituent elements.
chartered by Maslow and Herzberg.
Therefore, it provides a natural context for My standard introduction to the ACL
an exploration of their theories model has been to look first at the Qualities
Approach and then at the Situational
The Background Approach to leadership. Having outlined
Functional leadership training was first these approaches or theories, identifying
developed at the Royal Military Academy, both their drawbacks and their positive
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contributions to our understanding of maintenance need’). The third area is
leadership, I move on to the third constituted by the sum of the individual
ingredient in the story (apart from the needs of group members.
personality and character of the leader and
the situation in which it was all happening),
Individual Needs and Motivation
namely the people concerned. Having
This third area of need present in the
mentioned the amount of research done on
corporate life inheres in the individual
groups as wholes that are more than the
members rather than in the group itself. To
sum of their parts (which led to
the latter they bring a variety of needs –
establishment of the new sub-disciplines of
physical, social, intellectual, and spiritual
Social Psychology) I explain that I have
– which may or may not be met by
selected one theory from the mass of
participating in the activity of the group.
research material which I consider to be of
Probably physical needs first drew men
most relevance to the practical manager
together in working groups: the primitive
intent upon understanding leadership and
hunter could take away from the slain
motivation – the theory of group needs. To
elephant a hunk of meat and a piece of hide
this I add the concept of group personality.
for his own family. Nowadays the means
This is how I actually explain it.
for satisfying these basic needs of food,
shelter and protection are received in
The Theory of Group Personality and money rather than in kind, but the
Group Needs principle remains the same.
As a starting point I have developed the
idea that working groups resemble There are, however, other needs less
individuals in that although they are tangible or conscious even to their
always unique (each develops its own possessors which the social interaction of
‘group personality’) yet they share, as working together in a group may or may
individuals do, certain common ‘needs’. not fulfill. These tend to merge into one
There are three areas of needs present in another, and they cannot be isolated with
such groups. Two of these are the any precision, but Figure 1.1 will indicate
properties of the group as a whole, namely their character. Drawn from the work of
the need to accomplish the common tasks and AH Maslow1 it also makes the point that
the need to be maintained as a cohesive social needs are organized on a priority basis. As
unity (which I have called the ‘team basic needs become relatively satisfied
Self-actualization
Esteem Growth
Personal development
Social Self respect Accomplishment
Status
Safety Belonging Recognition
Social activities
Physiological Security Love
Protection from danger
Hunger
Thirst
Sleep
Figure 1.1 The priority of needs
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higher needs come to the fore and become group identity – the ‘we’ feeling, as some
motivating influences. have called it. The moment of victory closes
the psychological gaps between people:
These needs spring from the depths of our
morale rises naturally. Good internal
common life as human beings. They may
communications and a developed team
attract us to, or repel us from any given
spirit based upon past successes make a
group. Underlying them all is the fact that
group much more likely to do well in its
people need one another, not just to survive
task area, and incidentally provide a more
but to achieve and develop personality.
satisfactory climate for the individual.
This growth occurs in the whole range of
social activity – friendship, marriage, Lastly, an individual whose needs are
neighborhood, but inevitably work groups recognized and who feels that he or she can
are extremely important because so many make a characteristic and worthwhile
people spend so much of their waking time contribution both to the task and the group
in them. will tend to produce good fruits in both
these areas.
Professor Fredrick Herzberg has
dichotomized the list by suggesting that the We can illustrate these interrelations with
factors which make people experience a simple model:
satisfaction in their work situation are not
the reverse of those which make them
dissatisfied. The latter is caused by
deficiencies in the environment or context
TASK
of the job; in contrast, job rests upon the
content of work and the opportunities it
presents for achievement, recognition,
professional development and personal
growth.2 TEAM INDIVIDUAL
The Needs Interact
The first major point is that these areas of
need influence one another for better or
worse. For example, if a group fails in its Figure 1.2 Interaction of needs
tasks this will intensify the disintegrative
tendencies present in the group and If you place a coin over the task circle it
produce diminished satisfaction for its will immediately cover segments of the
individual members. If there is a lack of other two circles as well. In other words,
unity or harmonious relationships in the lack of task or failure to achieve it will affect
group this will affect performance on the both team maintenance e.g. increasing
job and also individual needs (cf. A H disruptive tendencies, and also the area of
Maslow’s Social Needs). And obviously an individual needs, lowering member
individual who feels frustrated and satisfaction within the group. Move the
unhappy in a particular work environment coin on to the ‘Team’ circle and again the
will not make his or her maximum impact of near-complete lack of
contribution to either the common task or relationships in the group on both task and
to the life of the group. individual needs may be seen at a glance.
Conversely, achievement in terms of a Conversely, when a group achieves its task
common aim tends to build a sense of the degree of the group cohesiveness and
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