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8/13/2019 LeaderVs Mgr

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CORPORATE GOVERNANCE

Corporate governance refers to the set

of systems, principles and processesby which a company is governed.

They provide the guidelines as to how

the company can be directed orcontrolled such that it can fulfil its goals

and objectives in a manner that adds tothe value of the company and is also

beneficial for all stakeholders in the

long term.


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g

CORPORATE GOVERNANCE

Stakeholders in this case would

include everyone ranging from theboard of directors, management,

shareholders to customers,

employees and society.

The management of the company

hence assumes the role of a trusteefor all the others


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CORPORATE GOVERNANCE PRINCIPLESCorporate governance is based on principles such as:

Conducting the business with all integrity and

fairness,being transparent with regard to alltransactions,

Making all the necessary disclosures and decisions,

complying with all the laws of the land, accountabilityand responsibility towards the stakeholders and

commitment to conducting businessin an ethical

manner.

Another point which is highlighted in the SEBI report

on corporate governance is the need for those in

control to be able to distinguish between what are

personal andcorporate funds while managing a


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CORPORATE GOVERNANCE PRINCIPLES Reliance is in the forefront of implementation of Corporate Governance best practices

Corporate Governance at Reliance is based on the following main principles:

Constitution of a Board of Directors of appropriate composition, size, variedexpertise and commitment to discharge its responsibilities and duties.

Ensuring timely flow of information to the Board and its Committees to

enable them to discharge their functions effectively.

Independent verification and safeguarding integrity of the Companys

financial reporting.

A sound system of risk management and internal control.

Timely and balanced disclosure of all material information concerning the

Company to all stakeholders.

Transparency and accountability.

Compliance with all the applicable rules and regulations.

Fair and equitable treatment of all its stakeholders including employees,

customers, shareholders and investors.


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LEADERSHIP

Subordinates want to be led, and led

effectively. They will work just hard enoughto get by if there is little ,or no leadership;

with effective leadership they will work with

zeal and confidence toward the peak oftheir capabilities." Koontz and O'Donnell

Leadership is an abstract quality in a humanbeing to induce his follower to do whatever

he is directed to do with zeal and

confidence.


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LEADERSHIP

"Leadership refers to the

quality of the behaviour of

individuals whereby theyguide people on their

activities in organisedefforts,"-Chester I. Barnard


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LEADERSHIP

"Leadership is the ability

to secure desirable

actions from a group offollowers voluntarily

without the use ofcoercion."Alford & Beatty


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CHARACTERISTICSOF LEADERSHIP


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CHARACTERISTICS OF LEADERSHIP

1. Leadership is a personal quality

of characterand behaviourin man which enables him to exertpersonalinfluence.

2. Leadership helps others inchoosingand attainingspecifiedgoalsto the maximum satisfaction

of both theleader and the follower.3.The leaderleads his group withauthorityand confidence.


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4. Theleader unifies his group

and motivatesthe group towork for the attainmentof a

goal.5. The leader establishes

relationshipbetween anindividualand a group around

some common interest.


CHARACTERISTICS OF EADERSHIP


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6. The leadership is the process of

(i) Directing,

(ii) Guiding, and

(iii) Influencing the people to do

their best for the attainment

of a specified goal.



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STYLES (TYPES)OF LEADERSHIP

STYLES (TYPES) OF LEADERSHIP


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STYLES (TYPES) OF LEADERSHIP

The three relatively distinct

leadership styles are

1.Authoritarian,

2.Democratic, and

3.Free Rein or Laissez-Faire.

1 AUTHORITARIAN LEADERSHIP


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1. AUTHORITARIAN LEADERSHIP

It is felt that this technique isold-fashioned, but it

works well in many cases.

The leader makes all the decisions (no matter it

is right or not) and demands obedience from the

people he supervises.

All policies are determined by the leader without

consulting the subordinates.

The leader dictates to the subordinates, the

techniques and activity steps, he tells them what

to do next, he does not inform them about future

plans and thus future steps always remain

uncertain to a large degree.



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The leader decides the particular work task

for a person and the work companion of each

person (worker).

The leader tends to be personal in his praise

and criticism of the work of each member

(worker).

The leader remains aloof from active group

participation except when demonstrating.Authoritarian leadership is negative because

the subordinates remain uninformed, they

feel insecure and remain afraid of the leader.



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Advantages:-

(i) Decisions can be takenquickly.

(ii) Some people who simplywork for fear of punishment

remain disciplined & devotedtowards the tasks given to them.

2 DEMOCRATIC LEADERSHIP


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2. DEMOCRATIC LEADERSHIP

Democratic leadership is most popular today.

The leader discusses & consults his

subordinates.

He draws ideas from them, supervises &

lets them help set policy.A democratic leader promotes participation

of subordinates and develops strong team

work.All policies come out of group discussions,

the subordinates being constantly

encouraged and assisted by the leader.


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The leader gives decision only after consultinghis subordinates. Actually the decision emerges

out of the subordinate group itself. Subordinates know the long term plans on

which they are supposed to work, thus they are

kept well informed. Division of tasks is left upon the group;

individuals are free to work with whomsoeverthey choose.

A democratic leader is objective or fact-mindedin his praise and criticism; he tries to be aregular group member in spirit without doing too

much of the work.


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(i) Motivates subordinates to work, and improves

their attitude towards work.

(ii) Promotes healthier relations between workers

and management.

(iii) Minimizes employee-grievances.

(iv) Raises the employee-morale.

- Democratic leadership works very well if the

subordinates (also) feel their responsibility,tend to be reasonable and do not take undue

advantage of the democratic leadership.

3 FREE REIN OR LAISSEZ FAIRE


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3. FREE REIN OR LAISSEZ-FAIRE.

This is the most difficult to use type of

leadership.The leader acts as an information centre

and exercises minimum of control.

The leader depends upon subordinate'ssense of responsibility and good judgment

to get the work done.

There is a complete freedom for group or

individual decision, with a minimum of

leader participation



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The leader supplies various materials,

gives information when asked but takes noother part in work discussion.

The leader makes no attempt to appraise

or regulate the course of events.Actually, a Free Rein leader does not lead

the subordinates but leaves them entirely to

themselves; the responsibility foraccomplishing most of the work lies on the

shoulders of the subordinates.



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The subordinate group establishes its

own goals and solves its own problems.The leader is simply a contact man,

he ignores leader's contribution, he

intervenes least. and avoids power.

Free Rein leadership can work only if

the subordinates are highly educated,brilliant and they possess good sense

of responsibility.


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QUALITIES OF

(GOOD)

LEADERSHIP

QUALITIES OF (GOOD) LEADERSHIP


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1. A sense of mission.A devotion

to the people and theorganisation in which oneselves.

2. Accomplishment.Effective useof time in meeting company

goals and objectives.3. Education:broad as well as

technical. QUALITIES OF (GOOD) LEADERSHIP


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4. Acceptability.From the

subordinates; respect from andconfidence of others.

5. Self-denial.A willingness to forgo

self-indulgences and the ability tobear the headaches the job entails.

6. Acuteness.A leader-remains

mentally alert and readilycomprehends instructions,explanations and unusual

circumstances.



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7. High intelligence. A leader

should be able to comedown to the levelnecessary for thesubordinates he is leading.

8. High character. Includes

honesty, sincerity, and thecourage to face hard facts,

unpleasant situations etc QUALITIES OF (GOOD) LEADERSHIP


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9. Administration. Ability to plan

and organise the work,delegation of responsibility andauthority, ,controlling position

activities, etc.10. Maturity. In coping with

situations and makingdecisions, emotionally stableand unlikely to break down

with frustration. QUALITIES OF (GOOD) LEADERSHIP


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11. Job Competence.A

leader knows well the jobhe supervises.

12. Analysis and Judgement.A leader performs criticalevaluation of potential

current problem areas; hepossesses wisdom to look

into future QUALITIES OF (GOOD) LEADERSHIP


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13.Initiative and drive.Self-

starting to achieve bothpersonal and company

objectives.14.Energy.Good health,

good nerves andboundless energy make

even tough jobs easier QUALITIES OF (GOOD) LEADERSHIP


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15.Attitude.Enthusiastic,

Optimistic, and Loyal attitudetowards the organization.

16.Personal compliance.Degreeto which leader does what isexpected of him, such as

setting good example bybeing punctual, honest, just

etc. QUALITIES OF (GOOD) LEADERSHIP


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17.Constructive, creative and

independent thinking.Ability tooriginate and develop ideasintelligently and to make

constructive suggestions andimprovements.

18.Dependability.A leader meetsschedules and dead lines andadheres to company policies.



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19.Group Spirit.

20.Flexibility.A leader

is adaptable, andquickly adjusts tochanging conditions.



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21.Knowledge of Industrial

psychology and humanrelations.A leaderunderstands personnel

interactions, has feel forindividuals and recognizestheir problems; is considerate

towards others; can motivateand get people to worktogether.



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22.Approachability.The extent,

to which he is willing to sitand talk with his subordinatesand to which they are willing

to talk things over with him.23.Open-mindedness.A leader

has open-mind and makesdecisions without theinfluence of personal or

emotional interests. QUALITIES OF (GOOD) LEADERSHIP


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24.Self-confidence.Self

assurance; self-reIianceinner security, etc.

25.Cheerfulness and Socialness.A leader remains

always cheerful, he makesfriends easily and hassincere interest in people.



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QU S O (GOO ) S

26.Verbal ability & communication.

Articulate; communicative and ISgenerally understood by peopleat different organizational levels.

27.Good poise & bearing.28.Vision.Possesses foresight,

sees new trends andopportunities; anticipates futureevents, etc.


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ROLES OF STRATEGICMANAGER LEADERSHIP

ROLES OF STRATEGIC MANAGER LEADERSHIP


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Strategic manager has to

play significant differentleadership role as listed

below:

Visionary

Chief entrepreneurial and

strategist ROLES OF STRATEGIC MANAGER LEADERSHIP


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Chief administrator and

strategy implementer

Culture builderResource acquirer and

allocator

Capabilities builder ROLES OF STRATEGIC MANAGER LEADERSHIP


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Process integratorCoach crisis solverTask masterSpokesperson



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NegotiatorMotivator

Arbitrator

Consensus builder



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Consensus builder

Policy maker

Policy enforcer

MentorAnd head cheer leader



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Sometimes, it is useful to

be authoritarianand

hardnosed; Sometimes it is best to be

a perceptive listener and acompromising decision

maker ROLES OF STRATEGIC MANAGER LEADERSHIP


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Sometimes strongparticipative, collegial

approachworks best;Sometimes being a

coach & adviser is the

proper role ROLES OF STRATEGIC MANAGER LEADERSHIP


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Strategic managers have fiveleadership roles to play inpushing for good strategyexecution as follows:

1.He has to closely monitorprogress of the top managementand study the overall changes in

organization, for this purpose hehas to learn what obstacles lies inthe path of good execution.




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2. To promote a

culture that mobilizes& energizes

organizationalmembers to execute

strategy in acompetent fashion and

erform at hi h level




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3.To keep the organization

responsive to changingconditions alert for newopportunities, bubbling withinnovative ideas, andahead of rivals in

developing competitivelyvaluable competencies and

capabilities ROLES OF STRATEGIC MANAGER LEADERSHIP


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4.Ethics leadership

& insisting that the

company conduct itsaffair like a model

corporate citizen.



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5.To push corrective

actions to improve

strategy executionand overall

strategicperformance.



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Two leadership issues are

of fundamentalimportance:

The role of the chiefexecutive officers (CEO)

The assignment of keymanagers



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Strategic leader actas many occasions

call for a highly-visiblerole and extensive

time commitments.



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While others entaileda brief ceremonial

performance with thedetails delegated to

subordinates.


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WORKER/PROFESS MANAGER LEADER


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WO O SS

IONAL

M N G

Develops specific

task expertise

Plans Gets the

mission

defined

Finds new business Organizes Creates anenvironment

Creates product/

Provides service

Solves

problems

Shakes things

upIn contact with

customers

Copes with

complexity

Sets the

direction and

tone


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WORKER/PROFESS MANAGER LEADER


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WORKER/PROFESS

IONAL

MANAGER LEADER

Responsible for

own effort,production and

sales

Responsible for

performance oforganization

Responsible

for overalloutcome

Works

independently

Deductive process Inductive

process

Lacks overarching

viewpoint

Creates structures,

risk averse

Creates

mandates;

risk takerProvides feedback

to organization

Monitors

organizational

culture

Monitors

outside

culture

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