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Leadership Development

for Senior Officials of

SBI @ MangaloreFriday, 27 Jan., 2012

Prof Chowdari Prasad

Dean (Planning & Development)

TAPMI, Manipal

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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 VPof an EOU, Hyd May 93 to April 96

VPofVBLL, Bangalore May 96 to Apr 99

AssoProfessor, 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 ofPGDM 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 onnew products and services

Retention, Promotion and Succession Planning

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1. HeadOffice

2. Staff

Supervising

& Others

3.Depositors

4.Borrowers5.NPA

Management

6. Internal /

External /

StatutoryAuditors

7.GovernmentDepartments

8. Competitors

and Vendors

9. Regulatory

Framework

Managers

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01Agricultural Banking 02Anywhere Banking 03Any time Banking

04 Barefoot Banking 05 Branch Banking 06 Business Banking

07 Cooperative Banking 08 Commercial Banking 09 Convenience Banking

10 Core Banking 11 Corporate Banking 12 Correspondent Banking

13 Central Banking 14Developmental Banking 15 Door Step Banking

16 E-Banking 17 Eco-Friendly Banking 18 Ethical Banking

19 Faceless Banking 20 Giri Giri Banking 21 Green Banking

22 Home Banking 23 International Banking 24 Internet Banking

25 Investment Banking 26 Inter-State Banking 27 Innovative Banking

28 Islamic Banking 29 Inclusive Banking 30 Lazy Banking2/7/2012 6

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31 Lean Banking 32 Lombard Banking 33 Mobile Banking

34 Narrow Banking 35 Online Banking 36 Overseas Banking

37 Palm Top Banking 38 Paper-less Banking 39 Personal Banking

40 Pigmy Banking 41 Priority Banking 42 Private Banking

43 Retail Banking 44 Relationship Banking 45 SMS Banking

46 Shadow Banking 47 Sustainable Banking 48 Tele-Banking

49Transaction Banking

50Universal Banking

51Unit Banking

52 Video Banking 53 Virtual Banking 54 Village Banking

55Wholesale Banking 56WomensWorld

Banking

Social Banking? Micro Banking??

Community / Rural Banking???2/7/2012 7

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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

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. ProcessApproach

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

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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 operatesto 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 .

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Top Ten Leadership Tips

1. Have a VisionCommunicate 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 LeaderDont micromanage, but make yourself available

5. Be a Life Long Learner

New Resources become available every day2/7/2012 14

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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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LEADER

Creates a vision for the bank based onpersonal and professional values

Articulates the vision at every opportunity

and influences his / her team members toshare the vision

Creates the structure and approves the

activities of the bank which are gearedtowards achievement of the shared vision

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STARS OUTSTANDING LEADERS

Clear, shared values and vision

A passion for business developmentand achievement

Well developed interpersonal skills

A positive commitment to staffdevelopment

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Who can be a leader?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 oftheir chosen field of endeavor - Vince Lombardi

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Qualities of LeadersQualities of Leaders

A leader takes people where they want to go. A greatleader takes people where they don't necessarily wantto go, but ought to be -Rosalynn Carter

All of the great leaders have had one characteristic in

common: it was the willingness to confrontunequivocally the major anxiety of their people intheir time. This, and not much else, is the essence ofleadership - John Kenneth Galbraith

Great leaders are almost always great simplifiers,who can cut through argument, debate, and doubt tooffer a solution everybody can understand - GeneralColin Powell

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A crucial factor in organisational

effectiveness Key to organisational success and

improvement

A process of influence leading to theachievement of desired purposes

Tends to be more formative, proactive

and problem-solving, dealing with thingssuch as values, vision, and mission

Focuses on producing change and

movement

LEADERSHIP

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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 thebank that is based on clear personal and

professional values

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QUALITY OF THE LEADERSHIP

Vision, a sense of purpose and highaspirations for the bank with arelentless focus on learners / team

achievement

Organisational planning reflecting andpromoting the banks ambitions andgoals

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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?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 ahigher standard, the building of a personality beyond

its normal limitations - Peter F. Drucker

The art of leadership is saying no, not yes. It isvery easy to say yes - Tony Blair

Leadership is about courage, not about popularity-

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Leadership in OrganizationsLeadership in Organizations

If one is lucky, a solitary fantasy can totallytransform one million realities - Maya Angelou

Every organization must be prepared to abandon

everything it does to survive in the future - PeterF. 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 Wheatly2/7/2012 29

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The Blake and MoutonManagerial Grid (1985) uses two axis:

"Concern for task" is plotted on the X-axis

"Concern for people" is plotted on the Y-axis

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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; theyessentially 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 basicallylazy approach that avoids as much work as possible.

IMPOVERISHED

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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 morepunitive 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 environmentand collegial style. But a low focus on task may give

questionable results.

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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 cooperationor collaboration. Heavily task oriented people display these

characteristics: they are very strong on schedules; they expect people todo what they are told without question or debate; when something goeswrong they tend to focus on who is to blame rather than concentrate onexactly what is wrong and how to prevent it; they are intolerant of whatthey 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 onefficiency, including the elimination of people wherever possible.

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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, bothas team members and as people. They encourage theteam to reach team goals as effectively as possible,

while also working tirelessly to strengthen the bondsamong the various members. They normally form andlead some of the most productive teams. Firing on all

cylinders: people are committed to task and leader iscommitted to people (as well as task).

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Leaders versus ManagersLeaders 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 butpeople must be lead - Ross Perot

Managers cope with change. Leaders cause it andmake the competition change - John Kolter

Management is efficiency in climbing the ladder ofsuccess; leadership determines whether the ladder isleaning against the right wall -Stephen R. Covey

Managers enable Leaders empower- Adorna O.

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Leaders Build Great TeamsLeaders 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 itdifficult 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 -FredFiedler & Martin Chemers

"Leadership is the ability to establish standards and manage acreative climate where people are self-motivated towards the

mastery of long term constructive goals, in a participatoryenvironment of mutual respect, compatible with personalvalues. -Mike Vance

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DEVELOPMENT OF

A LEADERSHIP TEAM

A culture of clear and high expectationsof 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 andethos

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Thank you all!

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Charismatic Leader

A leader whose personality motivatessubordinates to transcend their expected

performance.

Visionary Leader

A leader who is able to imagine how the

future could be and inspire followers towork toward creating that future.

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Transformational Leader

A leader distinguished by a special ability tobring 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 comb

ination of personalhumility and resolve

More ambitious for their companies than forthemselves

Interactive Leader A leader who is concerned with consensusbuilding, is open and inclusive, and encouragesparticipation

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-pacedeconomic 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

Burns (1978)

TRANSACTIONAL

Focuses on the

exchanges

that occurbetween leaders

and their

followers

TRANSFORMATIONAL

Process of

engaging with others

to create a

connection that

increases

motivation and

morality in both the

leader and thefollower

Focuses on

the

leaders

own interests

rather than the

interests of

their followers

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TRANSACTIONAL

Focuses on the

exchangesthat occur

between leaders

and their followers

- No new taxes = votes.

- Sell more cars = bonus.- Turn in assignments = grade.

- Surpass goals = promotion.

The exchange dimension isso common that you can

observe it at all walks of life.


Burns (1978)

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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


Burns (1978)

PSEUDOTRANSFORMATIONAL

Focuses on the

leadersown interests

rather than the

interests of their

followers

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TRANSFORMATIONAL

Process of

engaging with othersto create a connection

that increases

motivation

and morality in both the

leader and the follower

Leader is attentive to the

needs and motives of

followers and tries to help

followers reach their fullestpotential.

Mohandas Gandhi raised

the hopes and demands of

millions of his people and inthe process was changed

himself


Burns (1978)

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TRANSFORMATIONAL

Process of

engaging with othersto create a connection

that increases

motivation

and morality in both the

leader and the follower

Leader is attentive to the needs

and motives of followers and tries to

help followers reach their fullest

potential.Org. example - A manager attemptsto change his/her companys

corporate values to reflect a more

humane standard of fairness &

justice In the process both

manager & followers may emergewith a stronger & higher set of

moral values


Burns (1978)

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Theory of Charismatic Leadership (House, 1976)

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Charismatic Leadership

Transforms followers self-concepts; tries to link identity offollowers to collective identity of the organization

Forge this link by emphasizing intrinsic rewards & de-

emphasizing extrinsic rewards

Throughout process leaders

Express high expectations for followers

help followers gain sense of self-confidence and self-

efficacy

Theory of Charismatic Leadership

(Shamir, House, & Arthur,1993

)Later Studies

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Model of Transformational LeadershipBass (1985)

Transformational Leadership Model

Expanded and refined version of work done by Burns andHouse. It included:

More attention to followers rather than leaders needs

Suggested TL could apply to outcomes that were notpositive

Described transactional and transformational leadership asa continuum

Extended Houses work by: Giving more attention to emotional elements & origins of charisma

Suggested charisma is a necessary but not sufficient condition forTL

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Model of Transformational LeadershipBass (1985)

TL motivates followers beyond the expected by:

raising consciousness about the value and importance of specificand 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

East92nd

Street, Manhattan..

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THANK YOU!Leaders!!

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Documents

SBI LD 27012012