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Leadership Development for Senior Officials of SBI @ Mangalore Friday, 27 Jan.

, 2012
Prof Chowdari Prasad Dean (Planning & Development) TAPMI, Manipal

About myself
Dean (Planning & Development), TAPMI M Com., CAIIB., Dip TD., Dip MB. Dip IR Andhra Bank Ltd., Hydbad April Oct, 1971 SBI, Hyd Circle /CO Nov 71 to April 93 VP of an EOU, Hyd May 93 to April 96 VP of VBLL, Bangalore May 96 to Apr 99 Asso Professor, TAPMI May99 to Aug2006 Prof & Registrar, ABS, Blore Sep06 May09 Professor, Chairman-B&P., Dean June 2009
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www.tapmi.edu.in
Manipal : Intl University Town 52 Countries Founder : Padmabhushan late Shri T A Pai (1922-81) Eminent Trust / GC / Board of Management Studies First batch of PGDM 1984 with only 48 students Approved by AICTE, Accredited by NBA / AIU (MBA) Top ranked consistently; A*** Grading by CRISIL Shortly to be accredited by AACSB, USA Current approved batch size 525 (incl 60 for HCM) Highly qualified Faculty / Staff; Excellent Campus CAT/XAT/GMAT/GRE; 100% Placements every year
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Why these Sessions?


Compliance requirements like Basel III Competition from others Banks & NBFCs Customer expectations in Service Technological changes Corporate Social Responsibility Inclusive Growth expectations Training, Re-training and Refresher courses on new products and services Retention, Promotion and Succession Planning
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9. Regulatory Framework 8. Competitors and Vendors

1. Head Office
2. Staff

Supervising & Others

Managers
7.Government
Departments
3.Depositors

6. Internal / 4.Borrowers External / 5.NPA Statutory Management


Auditors
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01 Agricultural Banking 04 Barefoot Banking 07 Cooperative Banking 10 Core Banking 13 Central Banking 16 E-Banking 19 Faceless Banking 22 Home Banking 25 Investment Banking 28 Islamic Banking
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02 Anywhere Banking 05 Branch Banking 08 Commercial Banking 11 Corporate Banking

03 Any time Banking 06 Business Banking 09 Convenience Banking 12 Correspondent Banking

14Developmental Banking 15 Door Step Banking 17 Eco-Friendly Banking 20 Giri Giri Banking 23 International Banking 26 Inter-State Banking 29 Inclusive Banking 18 Ethical Banking 21 Green Banking 24 Internet Banking 27 Innovative Banking 30 Lazy Banking
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31 Lean Banking 34 Narrow Banking 37 Palm Top Banking 40 Pigmy Banking 43 Retail Banking 46 Shadow Banking 49 Transaction Banking 52 Video Banking 55 Wholesale Banking
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32 Lombard Banking 35 Online Banking 38 Paper-less Banking 41 Priority Banking 44 Relationship Banking 47 Sustainable Banking 50 Universal Banking 53 Virtual Banking 56 Womens World Banking

33 Mobile Banking 36 Overseas Banking 39 Personal Banking 42 Private Banking 45 SMS Banking 48 Tele-Banking 51 Unit Banking 54 Village Banking
Social Banking? Micro Banking?? Community / Rural Banking??? 7

IT & DEVELOPMENTS
ALPMs CLEARING HOUSE CAR,CRR,SLR,PS,NPAs CREDIT/DEBIT CARDS NICNET,I-NET, RABMN INFINET, RBINET BANKNET, NDS, SFMS MICR, ATMs, SWIFT DEMAT, IT ACT-2000 INTERNET BANKING ECS, EFT, SEFT, RTGS CROSS SELLING
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ALM & RM, MIS CRM, KYC, AML Core Banking Solutions KISAN /SME CARD CREDIT INFO BUREAU DISASTER MANAGEMENT Cheque Truncation CYBER CRIMES HACKING, PHISHING, PHARMING, TROJAN, SKIMMING, ETC SMART CARDS Anti Money Laundering?
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Quality Management Principles : International Organisation for Standardisation (ISO)


1. Customer Focus 2. Leadership 3. Involvement of People 4. Process Approach
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5. Systems Approach to Management 6. Continual Improvement 7. Factual Approach to Decision Making 8. Mutually Beneficial Supplier Relationships
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Mission Statement
A Mission Statement is Statement of Purpose of a Company or Organisation It should guide the actions of the Organisation, spell out its overall goal, provide a path, and guide decision-making It provides the framework or context within which the companys strategies are formulated
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Vision
Vision is synonymous with Strategic Planning. Vision outlines what the Organisation wants to be, or how it wants the world in which it operates to be (an idealised view of the world). It is a long term view and concentrates on the future. It can be emotive and is a source of inspiration. For example, a charity working with the poor might have a vision statement which reads . A World without Poverty.
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Top Ten Leadership Tips


1. Have a Vision
Communicate it, Believe it, Follow it, Model it

2. Be Passionate
Take your passion and make it happen Passion is Contagious, if you are, they will be

3. Be a Great Decision Maker


Be Quick, Committed, Analytical and Thoughtful

4. Be a Team Leader
Dont micromanage, but make yourself available

5. Be a Life Long Learner


New Resources become available every day
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Top Ten Leadership Tips2


6. Communicate Clearly Remember, you will have diverse listeners 7. Give and Expect Respect You have to earn it; Respect: Give n Get it 8. Be Knowledgeable Let people come to you for information 9. Be organised If you are, your staff will be too 10.Be Positive Think Positive; Remember it is infectitious
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MANAGEMENT
Focuses more on providing order and consistency to organizations Should make best use of the resources and processes to make this happen Implementation of the Organisations policies and the efficient and effective maintenance of the Organisations current activities
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LEADER
Creates a vision for the bank based on personal and professional values Articulates the vision at every opportunity and influences his / her team members to share the vision Creates the structure and approves the activities of the bank which are geared towards achievement of the shared vision

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LEADER
Creates a sense of purpose and confidence that is engendered in followers Influences followers towards goal or task achievement

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STARS OUTSTANDING LEADERS


Clear, shared values and vision A passion for business development and achievement Well developed interpersonal skills A positive commitment to staff development
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Who can be a leader?


Leaders aren't born; they are made - Vince Lombardi You may have a fresh start any moment you choose, for this thing that we call 'failure' is not the falling down, but the staying down - Mary Pickford The quality of a person's life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor - Vince Lombardi
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Qualities of Leaders
A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be - Rosalynn Carter All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership - John Kenneth Galbraith Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand - General Colin Powell
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LEADERSHIP
A crucial factor in organisational effectiveness Key to organisational success and improvement A process of influence leading to the achievement of desired purposes Tends to be more formative, proactive and problem-solving, dealing with things such as values, vision, and mission Focuses on producing change and movement 2/7/2012 22

LEADERSHIP
Should be judged by their effect on the quality and standards of the bank It should provide the drive and direction for raising achievement

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VALUE-DRIVEN LEADERSHIP
Problem-solvers and solution driven leaders High visibility

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LEADERSHIP ACCORDING TO BUSH and GLOVER


According to Bush and Glover, leadership is a process of influence leading to the achievement of desired purposes It involves inspiring and supporting others toward the achievement of a vision for the bank that is based on clear personal and professional values
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QUALITY OF THE LEADERSHIP


Vision, a sense of purpose and high aspirations for the bank with a relentless focus on learners / team achievement Organisational planning reflecting and promoting the banks ambitions and goals

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LEADERSHIP TEAM
Should create a climate for learning Should transform the bank as an effective learning organisation

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What is Leadership?
Leadership should be born out of the understanding of the needs of those who would be affected by it Marian Anderson Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations - Peter F. Drucker The art of leadership is saying no, not yes. It is very easy to say yes - Tony Blair Leadership is about courage, not about popularity2/7/2012 28 Adorna O. Carroll

Leadership in Organizations
If one is lucky, a solitary fantasy can totally transform one million realities - Maya Angelou Every organization must be prepared to abandon everything it does to survive in the future - Peter F. Drucker In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions - Margaret Wheatly
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The Blake and Mouton Managerial Grid (1985) uses two axis: "Concern for task" is plotted on the X-axis "Concern for people" is plotted on the Y-axis

IMPOVERISHED
Impoverished Leader (low task, low relationship) A leader who uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles. Minimum effort to get the work done. A basically
lazy approach that avoids as much work as possible.

COUNTRY CLUB
Country Club Leader (low task, high relationship) This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members. Care and concern for the people, with a comfortable and friendly environment and collegial style. But a low focus on task may give questionable results.

AUTHORITARIAN
Authoritarian Leader (high task, low relationship) People who get this rating are very much task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Heavily task oriented people display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it; they are intolerant of what they see as dissent (it may just be someone's creativity), so it is difficult for their subordinates to contribute or develop. Demands compliance. Strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible.

Team Leader
Team Leader (high task, high relationship) This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams. Firing on all
cylinders: people are committed to task and leader is committed to people (as well as task).

Leaders versus Managers


Management is doing things right; leadership is doing the right things - Peter F. Drucker The manager asks how and when; the leader asks what and why - Warren Bennis Lead and inspire people. Don't try to manage and manipulate people. Inventories can be managed but people must be lead - Ross Perot Managers cope with change. Leaders cause it and make the competition change - John Kolter Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall - Stephen R. Covey Managers enable Leaders empower- Adorna O. Carroll 2/7/2012 35

Leaders Build Great Teams


Don't tell people how to do things, tell them what to do and let them surprise you with their results - George Patton Most of what we call management consists of making it difficult for people to get their jobs done - Peter Drucker The quality of leadership, more than any other single factor, determines the success or failure of an organization - Fred Fiedler & Martin Chemers "Leadership is the ability to establish standards and manage a creative climate where people are self-motivated towards the mastery of long term constructive goals, in a participatory environment of mutual respect, compatible with personal values. - Mike Vance
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DEVELOPMENT OF A LEADERSHIP TEAM


A culture of clear and high expectations of performance Creation of Team Members as experts A strong emphasis on continuous professional development Change mediated, negotiated effectively and adapted to fit the Banks value and ethos
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Some Books on Leadership


1. Leadership can be Taught : Sharon D Parks 2. The Art of Business Leadership : Indian Experiences by S Balasubramanian 3. Leadership @ Infosys : Edited by Matt Barney 4. Total Leadership : Stewart D. Friedman 5. Leadership Brand : Dave Ulrich & Norm Smallwood 6. John P. Kotter on What Leaders Really Do
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Thank you all!

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Autocratic vs. Democratic Leaders


Autocratic:
Keeps authority centralized Boss-centered Subordinates perform best when leader is present Hostility may arise.
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Democratic:
Delegates authority Subordinatecentered Subordinates perform well even when the leader is absent Positive feelings.
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Transactional Leader
This is the traditional view of leadership that the new approaches are contrasted with. A leader who clarifies subordinates role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates.
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Charismatic Leader
A leader whose personality motivates subordinates to transcend their expected performance.

Visionary Leader
A leader who is able to imagine how the future could be and inspire followers to work toward creating that future.
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Transformational Leader
A leader distinguished by a special ability to bring about innovation and change.

Servant Leader
A leader who works to fulfill subordinates needs and goals - as a means to achieve the organizations larger mission.

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Level 5 Leader
A leader with a combination of personal humility and resolve More ambitious for their companies than for themselves

Interactive Leader
A leader who is concerned with consensus building, is open and inclusive, and encourages participation Seems to be more prevalent among females
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Change Leadership
The most challenging aspect of business is leading and managing change The business environment is subject to fast-paced economic and social change Modern business must adapt and be flexible to survive Problems in leading change stem mainly from human resource management
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Types of Leadership Defined


James McGregor Burns (1978)
Transformational Leadership
Emphasized the difference between sources of authority includes raising the level of morality in others  Two types of leadership Transactional contractual management Transformational (transforming) occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality (1978)
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Pseudotransformational personalized leadership

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Types of Leadership Defined Burns (1978)


Focuses on the exchanges that occur between leaders and their followers Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower Focuses on the leaders own interests rather than the interests of their followers

TRANSACTIONAL

TRANSFORMATIONAL
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PSEUDOTRANSFORMATIONAL 47

Types of Leadership Defined Burns (1978)


Focuses on the exchanges that occur between leaders and their followers - No new taxes = votes. - Sell more cars = bonus. - Turn in assignments = grade. - Surpass goals = promotion. The exchange dimension is so common that you can observe it at all walks of life.
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TRANSACTIONAL
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Types of Leadership Defined Burns (1978)


Focuses on the leaders own interests rather than the interests of their followers  Leaders who are transforming but in a negative way self-consumed, exploitive, power-oriented, with warped moral values  includes leaders like  Adolph Hitler  Saddam Hussein
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PSEUDOTRANSFORMATIONAL
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Types of Leadership Defined Burns (1978)


Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential. Mohandas Gandhi raised the hopes and demands of millions of his people and in the process was changed himself TRANSFORMATIONAL
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Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower

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Types of Leadership Defined Burns (1978)


Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential.
Org. example - A manager attempts to change his/her companys corporate values to reflect a more humane standard of fairness & justice In the process both manager & followers may emerge with a stronger & higher set of moral values

Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower

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TRANSFORMATIONAL

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Transformational Leadership Charisma


Definition

&

Charisma - A special personality characteristic that gives a


person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader (Weber, 1947)

Charismatic Leadership Theory (House, 1976)


Charismatic leaders act in unique ways that have specific charismatic effects on their followers
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Theory of Charismatic Leadership (House, 1976)

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Theory of Charismatic Leadership (Shamir, House, & Arthur, 1993)


Later Studies

Charismatic Leadership
Transforms followers self-concepts; tries to link identity of followers to collective identity of the organization Forge this link by emphasizing intrinsic rewards & deemphasizing extrinsic rewards Throughout process leaders Express high expectations for followers help followers gain sense of self-confidence and selfefficacy 2/7/2012 54

Model of Transformational Leadership


Bass (1985)
Transformational Leadership Model
Expanded and refined version of work done by Burns and House. It included: More attention to followers rather than leaders needs Suggested TL could apply to outcomes that were not positive Described transactional and transformational leadership as a continuum Extended Houses work by:
Giving more attention to emotional elements & origins of charisma Suggested charisma is a necessary but not sufficient condition for TL
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Model of Transformational Leadership


Bass (1985)

TL motivates followers beyond the expected by:


raising consciousness about the value and importance of specific and idealized goals transcending self-interest for the good of the team or organization addressing higher-level needs
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Transformational Leadership Factors

Leaders who exhibit TL: have a strong set of internal values & ideals are effective in motivating followers to support greater good over self-interest
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Full Range of Leadership Model

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Leadership Development Day


The Council on Congregational Ministry and Nurture will sponsor its annual Leadership Development Day on Saturday, February 25, 2012 from 8.30 AM until 3.30 PM at the Brick Presbyterian Church, 62 East 92nd Street, Manhattan..

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THANK YOU! Leaders!!


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