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TO LEAD  OR  TO MANAGE PRADEEP KHARVI – MBA I (6146) Department of Management Sciences,  University of Pune ( PUMBA )
Leadership Story… ,[object Object],[object Object],[object Object]
Leadership Story… ,[object Object],[object Object],[object Object],[object Object]
Contents ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Management is a Career, Leadership  is a Calling ,[object Object],[object Object],[object Object]
CASE I – Marvin Bower (McKinsey & Company) ,[object Object],[object Object],[object Object],[object Object],[object Object]
CASE II – Walt Disney ,[object Object],[object Object],[object Object],[object Object]
You Manage Things, While You Lead People ,[object Object],[object Object],[object Object],[object Object]
CASE III – Steve Ballmer & Bill Gates ,[object Object],[object Object],[object Object],[object Object]
Management is about Arms and Hands,  Leadership is about Heads and Hearts ,[object Object],[object Object],[object Object],[object Object]
CASE IV – Dhirubhai Ambani - Refinery ,[object Object],[object Object],[object Object]
Management is about the Present,  Leadership is about the Future ,[object Object],[object Object],[object Object]
CASE V – Varghese Kurien & GCMMF ,[object Object],[object Object],[object Object],[object Object]
Leaders and Managers: Distinguishing their roles Establish organizational mission Formulate Strategy for implementing mission Implement organizational strategy Leader’s Job Manager’s Job
Leaders and Managers: Comparison Creates change, often radical change Maintains Stability Outcomes: Emotional Connection (Heart) Open Mind (Mindfulness) Listening (Communication) Nonconformity (Courage) Insight into self (Integrity) Emotional Distance Expert Mind Talking Conformity Insight into organization Personal Qualities: Focusing on people - inspiring and motivating followers  Based on personal power  Acting as coach, facilitator, servant Focusing on objects - Producing/Selling goods and services  Based on position power  Acting as Boss Relationships: Creating shared culture and values Helping Others Grow Reduce Boundaries Organizing and Staffing Directing and Controlling Create Boundaries Alignment: Creating Vision and Strategy Keeping eye on horizon Planning and Budgeting Keeping eye on bottom line Direction: Leadership Management
Learn Leadership From the Army ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Learn Leadership From the Army ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Diamonds and Leaders are Forever ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],But just as carbon alone does not create a diamond, even character alone cannot create a leader. The diamond needs heat. Man needs knowledge, study and preparation. The third property, pressure – acting in conjunction with carbon and heat – forms the diamond. Similarly one’s character, attended by knowledge, blooms through application to produce a leader. ‘ BE, KNOW, DO’. These three simple words encapsulate in them the fundamentals guidelines needed to create organizations where leadership thrives.
BE ,[object Object],[object Object]
KNOW ,[object Object],[object Object],[object Object],[object Object],[object Object]
DO ,[object Object],[object Object],[object Object]
So… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Finally… ,[object Object]
Thank You!! any questions…

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To Lead or To Manage

  • 1. TO LEAD OR TO MANAGE PRADEEP KHARVI – MBA I (6146) Department of Management Sciences, University of Pune ( PUMBA )
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14. Leaders and Managers: Distinguishing their roles Establish organizational mission Formulate Strategy for implementing mission Implement organizational strategy Leader’s Job Manager’s Job
  • 15. Leaders and Managers: Comparison Creates change, often radical change Maintains Stability Outcomes: Emotional Connection (Heart) Open Mind (Mindfulness) Listening (Communication) Nonconformity (Courage) Insight into self (Integrity) Emotional Distance Expert Mind Talking Conformity Insight into organization Personal Qualities: Focusing on people - inspiring and motivating followers Based on personal power Acting as coach, facilitator, servant Focusing on objects - Producing/Selling goods and services Based on position power Acting as Boss Relationships: Creating shared culture and values Helping Others Grow Reduce Boundaries Organizing and Staffing Directing and Controlling Create Boundaries Alignment: Creating Vision and Strategy Keeping eye on horizon Planning and Budgeting Keeping eye on bottom line Direction: Leadership Management
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24. Thank You!! any questions…

Editor's Notes

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