CIMP PGDBM Batch 2008-10
Leadership Excellence in Organisations
Facilitator: Kumar Alok, PGDRM, XIMB
If you think you can do a thing or that you cannot
do a thing, in either case you are right.
----- Henry Ford
INTRODUCTION
Leadership, the critical differentiator between the
“good” and the “great”, has been the cynosure of
all discerning eyes since ages. Little wonder then,
that it has inspired countless scholarly pursuits as
well as practical applications and examples. No one
course can capture all that is available on
leadership; an attempt to present a representative
sample is equally contentious. This course blends
scholarly pursuit with experiential learning to
awaken the leader within.
OBJECTIVES
To facilitate
1. A keen appreciation of the theoretical
perspectives on leadership
2. The development of a self-aware individual
through a series of self-assessments
3. An experiential understanding of the key
issues in communication, risking
innovation, developing shared vision,
collaborative leadership, and managing
conflict and diversity
4. A keen appreciation of the ancient wisdom
for leadership excellence
PEDAGOGY
The course will provide you with ample
opportunities for conceptual as well as experiential
learning. It will use interactive lectures,
brainstorming, case-studies, simulation exercises,
behavioral practices, games, peer-team learning,
etc. to develop a comprehensive knowledge of the
theory and practice of leadership. Movies will form
an integral part of the course to facilitate ‘closer-to-
life’ understanding of leadership issues.
TEAM WORK
“Anveshan”: Each team will write an essay based
on a research on the best leadership development
practices in the industry as per the instructions on
page 4.
“Vak”: Teams will compete against each other in
the communication exercise as detailed on page 4.
e-mail: alokintouch@gmail.com
INDIVIDUAL WORK
“Adhyayan”: You will write an article based on
Mahatma Gandhi’s autobiography as discussed on
page 4.
End Term Examination: It will be an open-book
examination based on a movie. You will see the
movie prior to the examination and answer the
questions based on it. You are expected to relate
leadership theories and philosophies to the
cinematic experience.
Personal Learning Paper: Within 24 hours of the
completion of the course, you are expected to
submit a 2-page printed personal learning paper
containing your experiences and learning during
the course. You can give your feedback to further
improve the course as well. It is a good way to
recapitulate and reflect upon what you have learnt!
Suggested Structure: Personal learning paper
should contain
- Introduction [100 words]
- Expectation, feelings and apprehensions
about the course before it started [100
words]
- Formal learning during the course [200
words]
- Informal learning during the course [150
words]
- Sweet/sour moments [100 words]
- Satisfaction-level and feelings after the
completion of the course [50 words]
- Suggestions and feedback [100 words]
HOURS OF CONTEMPLATION
This course intends to give you around 40 hours of
enthralling classroom learning experience; however
you are encouraged to put more effort outside the
class in self-study to master the concepts.
STYLE GUIDE FOR ASSIGNMENTS
- Font: Times New Roman
- Font size: 12
- Line spacing: Single
- Space after a paragraph: 6 points
- Referencing and citations: The
Harvard/APA Style of Referencing [See
‘Suggested Readings’ for example]
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SESSION PLAN
S_ No. Topics “Know Thyself”
DAY 1: 4.5 H
1. COURSE INTRODUCTION AND CLARIFYING MUTUAL Self-assessment: “Self-
EXPECTATIONS confidence”
Need for studying leadership Video: “The Power of One”
Scope of teaching
Leadership and management
Experiential exercise: “Body Sculptures”
Behavioral exercise: “My First Speech”
Suggested Reading 1: “Perspectives on leadership from Homer’s
Odyssey”: Reading 1, Pierce & Newstrom
Suggested Reading 2: “On the meaning of leadership”: Reading
2, Pierce & Newstrom
Suggested Reading 3: “Leadership: The management of
meaning”: Reading 5, Pierce & Newstrom
2. WHY DO PEOPLE FOLLOW? Self-assessment: “Effective
Experiential exercise 1: “When I Followed…” Followership Behaviors”
Experiential exercise 2: “What I Expected…”
Effective followership
Case discussion: “Can Ralph’s followership be improved”
Suggested Reading 1: “Leadership, followership, self, and
others”, Reading 31, Pierce & Newstrom
Suggested Reading 2: “Effective followership: Leadership turned
upside down”: Reading 32, Pierce & Newstrom
3. BUILDING BLOCKS OF LEADERSHIP Self-assessment 1:
Experiential exercise 1: “Want To Be With Me!” “Influence Tactics
Experiential exercise 2: “Power Play” Questionnaire”
Experiential exercise 3: “Make Or Break” Self-assessment 2:
Developing influence, power and trust “Personal Power Profile”
Using influence, power and trust effectively Video: “Lead India – TOI”
Suggested Reading 1: “You have more to offer than you think”:
Chapter 5, Cohen & Bradford
Suggested Reading 2: “The bases of social power”: Reading 17,
Pierce & Newstrom
Suggested Reading 3: “The 7 principles of the trust”: Chapter 13,
Csorba
Suggested Reading 4: “Power and influence”: Chapter 8,
Sweeney & McFarlin
DAY 2: 5 H
4. THEORETICAL PERSPECTIVES ON LEADERSHIP Self-assessment 1: “LMX
Why bother about theory? Questionnaire”
Follower-centered approaches Self-assessment 2: “Skills
- Leader-member exchange theory Inventory”
Leader-centered approaches Self-assessment 3: “LPC
- Trait approach Questionnaire”
- Skills approach Self-assessment 4: “Path-
- Style approach Goal Questionnaire”
Situation-centered approaches
- Situational leadership theory
- Path-goal theory
- LPC contingency
Suggested Reading 1: “Leadership that works”: Chapter 7,
Sweeney & McFarlin
Suggested Reading 2: “Path-goal theory of leadership”: Reading
22, Pierce & Newstrom
Suggested Reading 3: “How do you make leaders more
effective?”: Reading 23, Pierce & Newstrom

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Suggested Reading 4: “Situational leadership”: Reading 24,
Pierce & Newstrom
5. SELF: MEDIATOR OF THE LEADERSHIP PHENOMENON Self-assessment: “MBTI
Leadership in action: “The CSO Saga” Profile”
Experiential exercise: “The Johari Window”
Personality: MBTI typology and leadership
Suggested Reading 1: “Psychodynamic approach”: Chapter 11,
Northouse
6. DEALING WITH DIVERSITY
Experiential exercise: “Stereotypes”
Behavioral exercise: “Leadership Talks”
DAY 3: 4.5 H
7. EMOTIONAL INTELLIGENCE & LEADERSHIP Self-assessment: “Emotional
Leadership in action: “The CSO Saga” Intelligence”
Behavioral exercise: “That Fateful Day…”
What is emotional intelligence
The Indian perspective
Emotional intelligence and decision making
Managing emotions
Role in leadership emergence
Suggested Reading: “Emotional intelligence as the basis of
leadership emergence”: Reading 38, Pierce & Newstrom
8. FOSTERING COLLABORATION Self-assessment: “Team
Leadership in action: “The CSO Saga” Excellence and Collaborative
Experiential exercise: “Shaping The Future” Team Leader Questionnaire”
Behavioral exercise: “The Dream Coach”
Suggested Reading: “Team leadership” : Chapter 10, Northouse
9. LEADERSHIP MODERATORS Self-assessment 1:
- Culture “Individualism-Collectivism”
- Gender Self-assessment 2:
- Hubris “Masculinity-Femininity”
- Leader substitute theory Self-assessment 3:
Leadership in action: “The CSO Saga” “Machiavellianism”
Suggested Reading 1: “Cultural constraints in management
theories”: Reading 27, Pierce & Newstrom
Suggested Reading 2: “Leadership in Western and Asian
countries”: Reading 28, Pierce & Newstrom
Suggested Reading 3: “Effects of sex and gender role on
leadership emergence”: Reading 11, Pierce & Newstrom
Suggested Reading 4: “Are androgynous managers really more
effective?”: Reading 13, Pierce & Newstrom
Suggested Reading 5: “The dark side of leadership”: Reading 46,
Pierce & Newstrom
Suggested Reading 6: “Substitutes for leadership”: Reading 37,
Pierce & Newstrom
DAY 4: 4.5 H
10. TRANSFORMATIONAL LEADERSHIP Self-assessment:
Leadership in action: “The CSO Saga” “Transformational
Behavioral exercise: “Inspiring Motivation” Leadership Inventory”
- Transformational leadership and charisma
- Transformational leadership factors
- How does transformational approach work?
Suggested Reading 1: “Transformation leadership”: Chapter 9,
Northouse
Suggested Reading 2: “Level 5 leadership”, Jim Collins
11. CREATING SHARED VISION
Video: “Infinite Vision”
Experiential exercise: “Child’s Play”
12. RISKING INNOVATIONS

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Experiential exercise: “Chakravyuh”
Leadership in action: “Leadership Talks”
DAY 5: 4.5 H
13. LEADERSHIP THEATER: “Chak De India”
DAY 6: 5 H
14. VAK: THE SOURCE OF INSPIRATION
15. MANAGING CONFLICT
Experiential exercise: “Evacuation Drill”
Leadership in action: “Leadership Talks”
16. LEADERSHIP: THE BHAGAVAD-GITA PARADIGM
The philosophy of Bhagavad-Gita
Implications for leadership
Leading the Yoga way
The practice of Yoga
Course wrap up and feedback
Suggested reading: “Leadership – The Bhagavad-Gita Paradigm”
DAY 7: END TERM EXAM & PLP SUBMISSION

“ADHYAYAN”: LEARNING FROM GANDHI what are the significant findings it

would establish.
You should study ‘My experiments with Truth’ by
Mahatma Gandhi with interest and submit an - Leadership development practices
article of about 2000 words before the 13th [750 words]: It should survey the
session. current practices and present a
statistical analysis with the charts
- Introduction [150 words]: It should
and graphs. It should focus on India
focus on what did you thought of
or other countries such as USA, UK,
Gandhi before reading his
EU, Australia and New Zealand. A
autobiography and how much that
comparative study of different
has changed after reading it.
countries is NOT required.
- The evolution of Gandhi as a person
- Best practices in leadership
[500 words]: It should focus on
development [400 words]: Based on
changes in Gandhi as a person in
your theoretical understanding and
India and South Africa. It should also
the research findings, you should
indicate his probable MBTI profile.
identify a list of best practices in
- The evolution of Gandhi as a leader leadership development.
[1000 words]: It should focus on the
- Implications [200 words]: You should
turning points, his evolving thoughts,
indicate the implications of your
the people he followed and his own
findings for the leadership practice.
followers. This discussion should be
grounded in the leadership theories. You should consult the web-sites of the
organisations as well as books. You should also
- Business implications [350 words]: It
mail organisations with questionnaires to get an
should focus on what modern
insight into their leadership development
businesses can learn from Mahatma
practices. You can also refer to the HBR
Gandhi.
publication on developing leaders. I expect a
The article should be clear and concise. It should neatly written professional write up from you.
reflect your originality. I expect a professional
“VAK”: THE SOURCE OF INSPIRATION
write up from my students.
Fifth Session: Each team will submit a theme
“ANVESHAN”: IN SEARCH OF EXCELLENCE
for “Vak”.
Each team should study the organizational
Ninth Session: All of you will submit
leadership development practices in India and
inspirational speeches around the theme of your
abroad. You should submit an original essay of
team for feedback. They should use metaphors,
about 1500 words before the 10th session.
fables and vivid imagery. You need to submit one
- Introduction [150 words]: It should 1-min. and one 3-min. speeches.
state the purpose of the essay and

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 CIMP PGDBM Batch 2008-10
Fourteenth Session: You will deliver your GENEARL INFORMATION
speeches with emotion, energy and enthusiasm.
Leaders attach great importance to time. To
The audience should be able to visualize the
promote punctuality, you will not be allowed to
future promised by your speech. You will NOT be
enter the class after my entry.
allowed to cross the time limits. Hence you should
come well rehearsed for the session. For “Vak” exercise, entire team is expected to be
present. Any member’s absence without prior
There will be two rounds. Each participant should
notice will cause the entire team to lose marks for
come prepared with 2 speeches on the chosen
that component.
theme.
No marks will be awarded to those who are
First Round: Team 1 vs. Team 3; Team 2 vs.
absent for the “Vak”.
Team 4; Speech duration: 1 min. per speaker
50% marks of the assignments will be deducted
Second Round: Winning teams of the first
for delayed submission. If the assignment is
round will compete against each other. Speech
delayed by more than 24 hours, then it will NOT
duration: 3 min.
be accepted.
Rule 1: The team leaders would decide the
Plagiarism is strictly prohibited for this course.
sequence of the speakers.
You are required to cite the reference whenever
Rule 2: The first speaker would be decided by you take anything from any source whatsoever.
the toss. 50% marks of the assignment/examination will be
deducted for first time plagiarism and NO marks
Rule 3: Paired comparison will be used for
will be awarded subsequently.
scoring purposes. The better speaker in the pair
will fetch the team a “+”. A “+” will carry 1 mark SUGGESTED READINGS
in the first round and 2 marks in the second
Carnegie, D. (1995). The leader in you. New
round. The winning team will be awarded full
marks allotted for the round whereas the other
York: Author
team will have to contend with the marks scored
by them.
Cohen, A. R. & Bradford, D. L. (2006). Influence
ASSESSMENT
without authority. (2nd edition). New
Assessment will be conducted as per the following
scheme: -
Delhi: Wiley-India
Assessment Method Marks
Anveshan 20 Collins, J. (2001). Good to great. New York:
First round 6
Vak HarperCollins Publishers
Second round 14
Adhyayan 20
Csorba, L. T. (2006). Trust: The one thing that
End Term Exam 40
Total 100 marks
makes or breaks a leader. Delhi: Thomas

MARKING SCHEME Nelson Inc.

You should be motivated by the prospect of a Harvard Business Review (2004). Harvard
great career in nurturing human resources. Marks
and grades are just incidental to that end. Business Review on developing leaders.
In the “dog-eat-dog” world of business, shabby
performances hardly find a sympathetic audience. Boston: Author
I expect high quality work from you for each and
every thing that you do. You must use both left Howell, J. P. & Costley, D. L. (2006).
and right brains to master this course!!
Understanding behaviors for effective
All assignments will be evaluated on the basis of
the quality of information and analysis. I expect leadership. (2nd edition). New Jersey:
you to relate the scholarly study of leadership to
the context of your assignment. Pearson Prentice Hall
Marking scheme for the end term examination will
be announced in the question paper.

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 CIMP PGDBM Batch 2008-10
Kouzes, J. M. & Posner, B. Z. (2007). The Pierce, J. L. & Newstrom, J. W. (2006). Leaders &

leadership challenge. San Francisco: the leadership process. (4th edition).

Jossey-Bass Singapore: McGraw Hill

Northouse, P. G. (2007). Leadership: Theory and Singh, D. (2003). Emotional intelligence at work:

practice. (4th edition). New Delhi: Sage A professional guide (2nd edition). New

Publications Delhi: Response Books

When the best leader’s work is done, people

say, “We did it ourselves”.
----Lao-tsu