SBI LD 27012012
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Transcript of SBI LD 27012012
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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
which the companys strategies are formulated2/7/2012 12
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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 .
AWorld without Poverty.2/7/2012 13
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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-
Adorna O. Carroll2/7/2012 28
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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.
Carroll2/7/2012 35
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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
PSEUDOTRANSFORMATIONAL2/7/2012 47
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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.
Types of Leadership Defined
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
Types of Leadership Defined
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
Types of Leadership Defined
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
Types of Leadership Defined
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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