INSTITUTE FOR INTERNATIONAL MANAGEMENT & TECHNOLOGY, GURGAON

Module NameCorporate evolution and Strategic implementation

SUBMITTED TO: SUBMITTED BY: Ms.Monica Bhardwaj Ravikant Sharma 9PGPM 2012

IntroductionLeadership is about influencethe ability to influence your subordinates, your peers, and your bosses in a work or organizational context. Without influence, it is impossible to be a leader. Of course, having influence means that there is a greater need on the part of leaders to exercise their influence ethically. Leadership operates in group. This means that leadership is s about influencing a group of people who are engaged in a common goal or purpose.Literature ReviewRowe (2001) contends that leaders and managers are different and suggests that one aspect of the difference may be philosophical. Managers believe that the decisions they make are determined for them by the organizations they work for and that the organizations they work for conduct themselves in a manner that is determined by the industry or environment in which they operate.Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization, thispowerdoes not make you a leader, it simply makes you a boss. Leadership differs in that it makes the followerswantto achieve high goals, rather than simply ordering people around (Northouse, 2007). The U.S. military has studied leadership in depth. One of their definitions is a process by which a soldier influences others to accomplish a mission (U.S. Army, 1983).Good leaders aremadenot born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982).LeaderArundhati Bhattacharya has been appointed as chairperson of State Bank of India (SBI), he first woman to head the country's largest lender in its 207-year history.57-year-old Bhattacharya, thefront-runner for the poston account of years of service left, was managing director and chief financial officer of the bank prior to her elevation.

An statement from the lender said Bhattacharya assumed charge as the chairperson of the bank on Monday, succeeding Pratip Chaudhuri who retired on September 30.

Bhattacharya joined SBI as a probationary officer in 1977 and has had stints in areas such as retail, treasury and corporate finance during her 36-year career.She has held various positions including Deputy Managing Director and Corporate Development Officer, Chief General Manager of the Bangalore circle and new businesses and head of its merchant banking arm, SBI Caps, the statement said. Bhattacharya also played an important role in setting up general insurance, custody services and SBI Macquarie Infrastructure Fund subsidiaries, it added.She also had a stint at the bank's New York office as the head of external audit and correspondent relations, SBI said.

References Rowe, W. G. (2001). Creating wealth in organizations: The role of strategic leadership. Academy of Management Executive, 15(1), 8194.Northouse, G. (2007).Leadership theory and practice. (3rd ed.) Thousand Oaks, CA: Sage Publications.U.S. Army. (1983).Military Leadership. Field Manual 22-100. Washington, DC: U.S. Government Printing Office.Jago, A. G. (1982). Leadership: Perspectives in theory and research.Management Science, 28(3), 315-336.Business today (2014), Online (Cited on 15 January 2014). Available From < http://businesstoday.intoday.in/story/arundhati-bhattacharya-new-state-bank-of-india-chairperson/1/199355.html>