Leadership-in-Cooperatives-

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Leadership Development in Cooperatives

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1. Leadership - definition 2. Attributes of Leadership 3. Cooperative Leadership 4. Professionalisation 5. Role of Board & Executives 6. Role Conflicts & Remedies Major Issues

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Leadership-definition Setting Values & Objectives Leading People with them Ability to acquire & Organize Resources Getting Feedback Giving Support & Trust Determination To achieve Objectives Taking Responsibilities for critical Decisions Standing Up for Others Resolving Conflicts and……. 1

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ATTRIBUTES OF LEADERSHIP 2

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- VISION Transformational styles TRUST Communication EMPOWERMENT TEAMWORK 2 ATTRIBUTES OF LEADERSHIP MOTIVATION

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- TRUST If you trust people to do their best , they wont Disappoint you 2

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- If you communicate openly & honestly You will promote healthy relationship & excel at problem solving COMMUNICATION 2

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- If you help others find more meaning In work than making money, They will do more than put in time MOTIVATION 2

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- If you share power with others, they will use it to renew themselves and the organisation EMPOWERMENT 2

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- If you work as a team to get the job done You will do better than anyone can do alone TEAMWORK 2

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- If your leadership style shows that purpose and people are equally important, you can transform your organisation and thrive in a changing environment LEADERSHIP STYLES 2

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2 Leadership-Field Marshal Manekshaw Professional knowledge & competence Ability to take Decisions Absolute Justice & Impartiality Moral & Physical Courage Human Touch

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3 COOPERATIVE LEADERSHIP Coop Produced Leaders like, Vaikunthbhai, Dr.Gadgil, Tribhuvanbhai Professionals have knowledge-leaders have wisdom Success lies in combination of Both Successful coops have Professional Leadership Political Base Democratic vs Imposed Leaders Weak Grassroots' Leaders Need Leaders for future

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Professional in Board Professional CEO Understanding Operation and Markets Growth Perspective Professionalism 4

Need for professionalisation in Cooperatives : 

Need for professionalisation in Cooperatives - At Organizational Level VISSION MISSION GOALS OBJECTIVES CULTURE 4

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AT MANAGEMENT LEVEL Corporate Governance Strengthening Human Resource Top Level-motivated & Committed Board-Trustworthy & dedicated Harmony at all levels Technological Applications 4

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At Operational Level 1 FINANCIAL Understanding Financial Statements 2Managing Cost Manpower Downsizing Enhancing Productivity Financial discipline 3Management of Risk Investment Recovery 4Diversification 4

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ROLE OF BOARD & EXECUTIVES 5

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Select, evaluate, replace senior management. Oversee: Strategies, management of cooperative resources. Review, approve major plans and actions. Other functions prescribed by law. Boards of Directors: Duties and Functions 5

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Laying down Code of Conduct Overseeing Disclosures Evaluating Performance of mgt Ensuring Appropriate fin. Systems Checking Conflicts BOARD CONTROLS in 5

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Formulate &review policies/strategies Major plans of action Risk policy Annual budgets & Business plans Setting performance objectives Monitoring performance Overseeing major Capital Exp. Acquisitions & Disinvestments Compliance with applicable laws Board Directs 5

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CORE COMPETENCIES OF BOARD Recognizing BOD’S tasks Integrity Sense of Accountability Track record of Achievements Leadership Qualities Ability to think Strategically Show Commitment to Cooperative Devote time for attending meetings, Preparation &Participation 5

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Executive Management-functions Assisting BOD in decisions Implementing policies Maximizing Share holders Interest Providing timely, accurate, Substantive &material inf. to Board, Committees & S Holders Compliance of Regulation. & laws Protect Share Holders rights & interests Setting & implementing Effective IC system Contd… 5

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Executive Management- functions Implementing & complying With code of ethics by Board Cooperating & facilitating Efficient working of Board Disclosure of transactions *personal interest *conflict of interest 5

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Role Conflict Between Board & Executives 6

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Role Conflicts-Board & Executives Governance Models Nomination To Board Bureaucratic/Deputationist CEO Vested Interests Role Ambiguity Interference Appointments 6

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Governance Model - 1 ELECT MGT EXECT MGT Elected Management Exect. Mgt 6

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Governance Models - 2 6 Elected Executive Elected Executive

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Role Conflicts – suggestive remedies Consensus-zone of agreement Objectivity in decisions Role clarity Performance Evaluation Transparency Continuous Flow of Information Training to All Model code of conduct Institutional Interest Financial Discipline 6

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Ethics & Values

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16 Basic Values Controlled Greed Pursuit of pleasure Efficiency & Work Ethics Truthfulness Transparency & Honesty Compassion & Charity Piety Sacrifice Stoic dignity Pride, Anger, Envy & Violence Camaraderie & Fraternity Trust & Cooperation Tolerance Pluralism Gratitude& Respectfulness Harmony with Society, Self & Nature Evolutionary Destiny & Cooperation

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GOVT. SUPPORT COOPERATIVES MARKET FORCES LOANS CAPITAL GRANTS SUBSIDIES CREDIBILITY MANAGERIAL FINANCIAL UNPROF’LISM POLITICS LESISLATION VIABILITY COM,TETION INNOVATION CHANGES PROF’LISM FINANCE CONF’TIONS QUALITY TIME POLICIES I’FERENCE COOPERATIVE DILEMMA

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Thanks