T. A.

PAI MANAGEMENT INSTITUTE (TAPMI), MANIPAL

BUSINESS LEADERSHIP
Programme: PGDM
Batch: 2020-2022
Term: 4
Course Name: Business Leadership – HRM 6015
Credits: 2 (20 Hours)
Course Instructor’s: Prof. Sonakshi Gupta (Core), Prof. Shruthi J Mayur (Core) &
Prof. Praveen Kamath (Visiting)

PART 1
INTRODUCTION
We recognize that leadership, as a course, is vital for your career; but we also recognize that
learning leadership is to be as much experiential as possible. Therefore, we have gone about
identifying what you will require the most as you enter a career and for the next three to
eight years. The input that this course will give is based on this premise.

COURSE OBJECTIVES (CO)

On completion of this course you will have the essential competencies for the three key
roles of a leader i.e., setting direction, creating alignment and creating engagement.

COURSE LEARNING OUTCOMES (CLO)

Through the learnings gained in this course, the student should be able to:
CLO 1: Set direction considering the Context. (PLG 1)
CLO 2: Create alignment. (PLG 2)
CLO 3: Engage people for organizational effectiveness.

COURSE CONTENT
 Basic concepts of leadership.
 Leadership roles.
 Competencies to execute leadership roles.
PRESCRIBED TEXT BOOK
There is no Prescribed Textbook

OTHER READINGS AND REFERENCES

Will be handed out in due course of the program

POLICY ON PLAGIARISM:

There will be zero tolerance for plagiarism and those found doing so including all the
members of the group whether they actually got involved in the plagiarizing or not, will be
given ‘I’ (course incomplete) grading which means you have to repeat the course/year to
get the PGDM award.

ASSESSMENT SCHEME AND WEIGHTAGE:

{a} END-TERM

Evaluation Weightage Duration Open/close CLO Tested

(%) (in minutes) Book

End-Term 45 120 Close Book CLO 1 & CLO 2

{b} OTHER ASSESSMENTS

Sl. Evaluation Unit of

Weight Time CLO
No. Type Evaluation

1 Journal Submission Individual 10% After completing all sessions -

One by Session 12 and one by

2 2 Quizzes Individual 10% -
Session 20
Simulations are assessed and
3 Simulation Group 20% based on your online simulation -
score.
Contemporary
leadership practices
Hardcopy to be submitted
4 and succession Group 15% -
before Session 14
planning in
companies
 PART 2: SESSION PLAN
Sessi Reading
Topic Pedagogy
on. (refer course pack)
 Terror at the Taj Bombay: Customer-
Centric Leadership, Multimedia Case by
Rohit Deshpande, HBR Dec 7, 2010
 The Ordinary Heroes of the Taj Hotel:
Rohit Deshpande at TEDxNewEngland
Emergence and Role of
1-2 Case study https://www.youtube.com/watch?
Leadership
v=vQGz1YRqBPw
 Bersin, J & Chamorro-Premuzik, T.
(2019), ‘Hire leaders what they can do,
not what they have done’, HBR, August
27, 2019
Recapitulation of Robbins, S.P, Judge, T. & Vohra, N. (2019),
Discussion based on
3 Leadership Theories ‘Leadership’ in Organizational Behavior, New
examples
and Competencies Delhi: Pearson Education
New Managers need a philosophy about how
they will lead (HBR)
Contemporary
4 Discussion How Shared Leadership changes our relationship
leadership theories
at work (HBR)

Leadership
competencies:  ‘All in a Day’s Work’ (HBS Roundtable)
5 Establishing focus In-class Exercise  Building your Company’s Vision by James
through creating a C. Collins & JerryI Porras
vision
In-class exercise and
discussion
Personal Readiness: The participants are
6 ‘Discovering your authentic leadership’ (HBR)
Plan of Action expected to carry their
scores in psychometric
tests under LADC/IGD
Motivation in good and
7 Exercise and discussion ‘The higher ambition leader’ (HBR)
bad times
Team Development & -
8-9 Engagement - (Everest Everest simulation
simulation)
Debriefing on the
10 Discussion
Everest Simulation
Sessi Reading
Topic Pedagogy
on. (refer course pack)
11 Power & Politics Robbins Book Chapter: Power & Politics
12 Doubt Clearing
 ‘Upwark’s CEO on how an introvert CEO
learned to lead’ (HBR)
 HOW I REMADE GE (HBR)
 Nafiisa Sobratee; Shamim Bodhanya;
Leadership in the Leading in a global context: The
13
Global /Virtual Context balancing act between leadership and
management, JBRMR , Volume 12 Issue
4, 04 Jul 2018
https://doi.org/10.24052/JBRMR/V12IS0
4/ART-06
Submission of Exercise on Contemporary leadership practices and succession planning in
companies
 ‘Tools for cooperation and change’ (HBR)
14-15 Change Management Robbins Book, Chapter: Change Management

Developing others:  Mentoring Millennials (HBR)

16-17 Coaching and Coaching Activity  Coaching Handout
Mentoring
 Contemporary leadership practices and succession planning in
18-19 Presentation
companies
Summary of the
20 Learning Discussion NA
Wrap up

Addressed CLO
PLG Program Level Learning Goal by Course? No.
(Yes / No)
 Application of Fundamentals
PLG 1 Traits: Demonstrate application of functional / conceptual YES CLO 1
knowledge to business situations
Problem Identification and Solution
PLG 2 Traits: Demonstrate ability to identify a problem, critically YES CLO 2
assess various alternatives and suggest appropriate solution
Integrative Thinking
Traits: Demonstrate ability to identify inter-linkages among
PLG 3 NO NA
functional areas within an enterprise and assess the impact of
external environment on its performance
Effective Communication
PLG 4 Traits: Demonstrate proficiency in Oral and Written NO NA
Communication
Ethical Responsibility
PLG 5 Traits: Demonstrate awareness and assess impact of ethical NO NA
behavior on business
Leadership
PLG 6 Traits: Demonstrate capability to take leadership role in a NO NA
business situation
PLG MAPPING FOR THE COURSE

PART 3: GUIDELINES FOR THE COURSE

UNDERSTANDING THE STRUCTURE AND PEDAGOGY IN BUSINESS LEADERSHIP COURSE

How do we navigate through this course?

There are volumes written on leadership since time immemorial and yet there is little agreement on
what it is. From a business perspective, Peter Drucker felt that leadership is about contribution to the
mission of the organization, focus on key tasks and commitment to professional standards of
performance. He calls it executive effectiveness.

To be an effective executive, one has to have integrity which translates into trust and trust is the
conviction of the followers that the leader means what he says. We live in a complex world today. The
complexity is created due to the speed of change, scope of the business and integration through
globalization. This leads to ambiguity at every level of business. It follows that we need someone to
focus thinking, shape decisions and performance and carry the people at every level in business in the
modern context. This is the precise reason why we need leaders at every level in business and this is
also the reason why the term leadership does not refer to the top leaders alone but to every echelon
of business.

From the above we can deduce that the fundamental role of Leadership is setting direction, creating
alignment and creating engagement. This is what Lord Krishna did when he set direction for Arjuna,
aligned his goals with the goals of truth and used his personal relationship as a charioteer to
persuade.
We explicitly recognize the role, business and personal transition that you will undergo soon. What
you really have to learn are the competencies to meet these roles. Roles and corresponding eight
core competencies of a leader are tabulated below. Additionally, there are fundamental and
synergizing competencies (refer to instructor notes).

Sr Roles Corresponding Competencies

1. Setting Direction Establishing Focus done largely though vision building.
2. Creating alignment Done largely through managing performance and change
3. Creating engagement Done largely through providing motivational support, fostering team work,
empowering others, developing others and fostering diversity

As to how we will go about learning each competency is tabulated below. The bold and underlined
terms show the competencies that we will cover in this course and the how we will learn the
competencies in this course. What is given in the italics in brackets show how the method.

Role 1 - Setting Role 2 - Create Role 3 - Create engagement

direction alignment
Competency 1. Establishing 2. Managing 4. Developing Others
required Focus (vison Change (coaching exercise, nurse
building manager)
3. Fostering
exercise, film) 5. Providing Motivational
Teamwork
Support
(simulation)
6. Leadership in the Global
Context

GUIDELINES FOR THE COURSE

JOURNAL MAKING AND SUBMITTING
The Journal is a very important component of this course and you should submit a hard copy
within 48 hours of your final examination. It should be kept up to date every time. You will be
required to bring this to the class during the session on coaching also. It is an own time assessed
work.

What is a Journal?: It is a document a document created by you to enhance your awareness of

self and make a personal development plan.

Purpose of a Journal: To individualize (or customize) leadership competency learning and help
to develop an Individual Development Plan.

Notes on Making a Journal

 First decide on your vision for yourself. Discuss it with some of your personal friends
and convert it into writing following the Collins and Porras model described in the
handouts/readings. It should mention your core values, your goals and the purpose
of your existence. Write and refine these. It is normal that one changes it a few
 times during the process of freezing it. Record this in the journal. This is called
Personal Vision Statement (PVS).
 Look for critical incidents and record these date-wise with learning. This can be what
happened in the class, institute or outside the classes. Confine to work life areas as
far as possible. Link these to your purpose in the PVS. Critical incidents are the
vehicles to arrive at your competency (or lack of it). A few examples are given in the
format for making a journal.
 Keeping the critical incidents, arrive at your leadership competencies (use the
reading material to enable you to do this easily). You can add competencies other
than what is covered in the course and given in the Table above; but remember that
what we cover are critical to make you a leader.
 A conscious analysis or openness to listen to others will give you the
gaps/weaknesses. The Individual Development Plan (IDP) will help you to narrow the
gap between your actual and desired level of competencies.

Deliverables: In this course, your journal should be made in the format given below. This is
because it has an assessment component. In real life you can modify it to suit you and add
more information.

FORMAT FOR JOURNAL

(Submit within 48 hours of completing the final exam. There will be no reminder and if you do not,
there will be penalty in the class participation. Hand over to academic assistant and ensure that its
receipt is recorded in the list)

Name: ____________________________ Roll No: ____________

Section: _________ Group:_____________

My Personal Vision Statement (PVS) is:

______________________________________________________________________________
______________________________________________________________________________
(Note: Write this as per the Collins and Porras model duly modified, discuss with best friends and fine
tune it by the end of the course and well before the class on coaching. For example, you might state
that your PVS is to “To be an inspiring Marketing leader in the world of banking and finance known
for achievement, customer orientation and coaching subordinates” or “I dream of creating jobs for
people by being a serial entrepreneur known for innovation, integrity and drive”. Your PVS can and
should have a long term perspective).

Critical Incidents and Learning (Follow the format. What is given within the format are only examples)

Date Critical Incidents Reflection/Learning (Link to the

 competencies)
05 Jan Mr. xx who was to join me for the case analysis never joined. I Why did I fail to motivate him? How could I
felt peeved but kept silent and did my work. do it better?
08 Jan We were discussion the final arrangements for Atharva and no Should Atharva have a vision so that we are
one seemed to discuss what mattered able to set direction?
10 Jan Some of the junior batch students were discussing on how to What made me not intervene and why I did
select their electives. I kept overhearing them for an hour and not offer to coach them informally? Was
said to myself “confused lot…may be like I was last year”. that another opportunity I missed to show
my leadership?
11 Jan Oh! it was not my turn to lead the case discussion today. But I I feel good. I know I can set direction if I
prepared and then went to the group full of energy. My plan and prepare for it.
arguments seemed to click well. Though some of them made a
little fun of my becoming zealous suddenly, in the heart of
heart they acknowledged that I knew what I am saying and
they just followed it.

Note: You can add more rows but at least have two to three entries per week. Include only those incidents which really
stand out and from which you are able to derive some learning.

Leadership Competency Assessment of Self (You should fill this based on the pattern that emerges from the critical
incidents recorded and not on some assumptions. “No evidence, no recording”, should be the rule here. Examples are
given in the table below)
Leadership competency My level as assessed by me (give 1 for lowest and 10 for highest and reasons in
the bracket)
Making a vision statement 7/10 (After all, I got that rating in my presentation on the vision statement and I
can corroborate it with what I did on 8th Dec.
Coaching 4/10. (Just did not bother or perhaps I am not strong enough to do that.

Note: Think well and decide on two strong and two weak ones. Learn to make a relative priority

Individual Development Plan (This is a development plan. It can include what you want to strengthen and what you
want to make up. Benchmark can be another course mate, another leader you know, one your ex bosses, your parents
in case you have seen them in an executive action and so on. Critical indicator suggests how you can identify that you
have achieved it. ‘By when will I achieve it”’ forces you to have a time frame and ‘By what actions”’ makes you think
and record the actions that you need to take. These make journal a powerful development tool).
Competency Benchmark Critical indicator By when will I By what actions?
(BM) achieve it?
Coaching Mr YY My ability to do a specific 2 months There are peers who find it difficult
coaching action at least to cross the GD. I know how exactly
three times. to handle it. I am going to tacitly
discuss it with them and ensure that I
make a difference.
Team work Ms. Z I am going to produce my Next two weeks I will plan the case, read widely and
next assignment such that make a strong argument for the case.
the team will get not less I will follow it up in the class
than 8/10.
 Exercise: Contemporary leadership practices and succession planning in companies:
The aim of this exercise is to understand:
 Leadership practices followed by select companies and how they have impacted performance
of the organization
 Need for dynamic leadership driven practices
 The value of integrating leadership development and succession planning practices
through utilization of managerial personnel. 

END TERM EXAMINATION

End term examination will be application of concepts learnt on hypothetical situations. You will be
required to trace the situation to setting direction, creating alignment and creating engagement
and the competencies exhibited by a leader for this (or for failing to do so). There will be explicit
questions aligned to this theme in the examination so that variability can be minimized. Focused
answer and not length, will be the deciding factor.

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