The Laws Of Leadership And Management In The Organization Of 21st Century Revisitata3 [308750]

UNIVERSITATEA DIN BUCUREȘTI

FACULTATEA DE ADMINISTRAȚIE ȘI AFACERI

SPECIALIZAREA BUSINESS CONSULTING

The laws of leadership and Management in the organization of 21st century

Disciplina: Leadership

COORDONATOR ȘTIINȚIFIC

Conf. univ. dr. Adela Coman

ABSOLVENT: [anonimizat]

2017

CHAPTER I – Leader……………………………….. 1

1.1 – Who are the leaders………………………………6

1.2 – The mechanism of leadership…………………7

1.3 – Self-evaluation…………………………….…8

1.4 – Building the vision…………………………………8

1.5 – Communication and Motivation of the Vision..10

1.6 – Applying the vision……………………………………..11

1.7 – Monitoring and evaluation………………………….12

[anonimizat]…………………………………..13

2.1 – The 21 irrefutable laws of leadership …………14

[anonimizat] – a comparative perspective………………………25

3.1 – General observations about management at UniCredit and BNP Paribas………………………………….25

3.2 – Leaders’ analysis……………………………………..30

3.3 – survey on leadership………………………………..35

3.4 – results…………………………………………………….42

CONCLUSION…………………………………………………55

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We will talk about Leadership what it is and how it helps in the company.

The 21 laws of leadership will be highlighted.

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1 Leader

Leaders do not overlap with managers. They do not have a formal authority to be formally granted within the organization. [anonimizat], when managers are also leaders. Or vice versa. Leaders are not called using formal mechanisms and managers with a certain position in the organizational hierarchy have a hard word to say. Leaders are chosen just beyond these organizational levers and a formal control.

As a result of informal procedures through which the leaders in organizations are promoted, a specific set of expectations from their employees develops. There are strong interrelations between the needs and expectations of supporters and leaders.

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[anonimizat] a certain isolation, a certain wage spacing in that they only pay attention to the role they have to play, often acting as soloists who work independently.

That is why managers, leaders need to pay more attention to their integration in a harmonious mechanism, which people are not only interested in their own, but they become aware of the strong interdependencies that exist and which amplify between the members of a community, regardless of the level Which he is.

In an organization, managers are concerned with building systems, designing and using levers, in the most formal way, to support them in increasing productivity, gaining performance.

The performances are also established by formal elements, starting from the strategies developed and continuing with the different organizational documents (ROF, internal regulations, job descriptions etc.), specifying the decisional and action limits for each member of the organization.

Leaders bring a new breath to the organization. Their involvement can be defined as being primarily spiritual. They transmit and instil values, make large-scale use of symbols to trace their messages.

Very important is the vision they manage to build, the vision in which most of the ascendant supporters will find themselves.

The different thinking and perceptions of leadership will cause them to explore and design new ways of interacting with their supporters.

Empathy capacity turns out to be a very important thing for these. The predominantly informal approach and the relationship with the stakeholders have of course advantages and disadvantages.

Unlike managers who can resort to a variety of formal mechanisms that are widely known and acclaimed, leaders are forced to innovate to achieve the desired results.

The efforts they make are greater because they need to get the necessary recognition and, in time, they will have to be able to maintain it and develop it.

Clarification of values is an important step in the evolution of a person's leadership. Leaders' values will come into contact and will experience metamorphosis over time, so that we finally have a combination of the initial values of leaders and those of its collaborators.

There are voices that say that last century was management and that it belongs far from leadership. It is argued that management often focuses on stability, perpetuating a certain organizational bureaucracy, as Leadership is more oriented towards change. Moreover, managers are adept at stability, evolutionary, gradual changes, while leaders often embark on major changes at the organization level.

Managers achieve results in linearity periods in which bureaucratic mechanisms work and the organization does not face shocks. Leaders intervene and manifest their class in difficult times for the organization in moments of shopping, in which it is felt the need for quick decisions and the building of an attractive vision about the future of the organization.

Another major difference is that managers have a very detailed approach, organizational components, processes, etc. While leaders are focused on the whole. Vision is a major feature of authentic leaders, with all the defining elements of this.

The two dimensions are not antagonistic, they are not mutually exclusive. Even on the contrary, it would be desirable for them to be found in the same person, to be completed.

Since the leader's figure is often confused with the manager's needs, it is necessary to define the two figures by differentiating them for purposes and tasks. First of all, we must point out that the two figures are distinct and complementary. The mistake made by many low-level companies is to randomly assign leadership or management tasks to those who do not have the exact charge. Or, in large American companies, the mistake of developing too much management and little leadership. The right solution would be a balance between the two functions. The leader is not necessarily asked to have charisma or personality particularly fascinating. The leader is concerned with innovations and change. Today, leadership has a lot of work to do because it has to know how to divide into increasingly competitive and uncertain economic contexts. At present, it is necessary to make consistent changes, unlike a few years ago, when a 5% increase was a success, today, instead, it is necessary to produce significant changes to survive and be highly competitive, the risk is to succumb. With increasing changes, the demand for leadership increases. If you want, you could define the manager's job easier because he faces complexity, the manager is the driving force of the job but the leader must have the ideas and must always be new and competitive. Many companies today tend to decentralize themselves to create so many small competitive leaders among themselves. Today a leader has three important tasks to keep constantly present:

– Measure with complexity and change;

– Creating networks of people who can bear responsibility;

– Ensuring the realization of work.

Companies handle this, in principle, with planning and budgeting, planning, often replacing good managerial activity. The manager also has an essential task for a company's good performance, he realizes his work plan through organization and people, control and problem solving.

The task of the leader is to establish a direction. The management has nothing to do with planning or programming, management can be termed "company philosophy" thanks to established management, making the staff participate also in view of long-term goals, allows you to take the steps Necessary to achieve a predetermined goal. The task of the leader in defining leadership is to create vision and strategy. For example, Mr Jan Carlzon, general manager of SAS2, had come to the conclusion that those traveling on a business trip are more frequent and those who are willing to do so are also willing to spend more on his airline, giving direction to a business client and in a short time became a most prestigious company.

As far as a company can strive to plan, if it does not have a good direction, it would only risk wasting time and energy. There are some under-driven companies, these companies do not have a direction, therefore, they waste tremendous energy in planning. An important task of executives is not to organize people but to orient them, people without a direction hinder each other. A company must establish roles and hierarchical relationships made by individuals suited to assigned roles.

Another important element for leadership is that of credibility, it is necessary to ensure that people believe in the message being transmitted, because it is necessary that those who transmit it possess moral integrity, and above all that there is consistency between what is stated and the actions Actually done.

Another important element for credibility is related to motivation rather than people's control. An effective motivation guarantees the use of the energy needed to overcome the obstacles with less fatigue. The ultimate goal is to help common people who carry out common tasks to successfully carry out routine tasks. Good leaders adopt different ways to motivate people: they define the vision of the organization in such a way as to give importance to the people they turn to, so that those who work have feedback, coaching and behaviour patterns to grow professionally and increase their Self-esteem, this gives people a sense of belonging to the company. The more the market presses on the change, the more leaders are forced to motivate who works, also because change is an indication of anxiety and as a result of resistance.

1.1 Who are the leaders

In classical vision, the leader is the one who always appears on a white horse, struggles with the negative elements, punishes the bad guys and leaves with the happy face until the old age.

The chief and leader terms used in the broad sense are synonymous; However, the two terms can be used with a narrower meaning, which considers the source of authority: in English, it is distinguished by leadership in the strict sense, in which a guide leader of the followers by virtue of the authority they have conferred upon him from the headship, where a leader of the subordinates by virtue of the authority he has received from an external source, such as a superior authority.

In formal groups, the head covers a predefined command position, usually identified by a formal denomination (which varies according to the context: leader, director, manager, and / or commander), which exists independently of the person to whom it is assigned from time to time. In complex organizations, there may be more positions of this type that constitute a hierarchy, being arranged on different levels, so that the one placed at a certain level is in turn subject to the authority of an immediately superior level; The hierarchy is one of the bureaucratic elements that characterize the Weberian ideology.

The term Chief is used in the formal denomination of certain command positions together with the organization's specification (head of state, head of government, chief of staff, head of department, head of department, head of department and chief of staff) or positions Example: (chief engineer).

1.2 The mechanism of leadership

The mechanism of leadership involves stages that essentially characterize the interaction of leaders and collaborators, both inside and outside the organization. The quality of the content of the operationalization of these stages depends on the success the leader enjoys, success evidenced by the performances obtained by the characteristics of the existing organizational culture, the organizational elimination, the motivation of the employees, etc.

These steps are:

– Self-evaluation;

– Environmental diagnosis;

– Establishing personal values;

– Development of closure itself;

– Building the vision;

– Communication and motivation of the vision;

– Applying the vision;

– Monitoring and evaluation.

In many cases, it speaks of leadership when it comes to pointing out certain achievements considered special. Leaders are the ones who can make a difference between a previous situation and a present or future situation much more attractive for the members and the employees of the organization.

1.3 Self-evaluation

There are more possibilities for self-evaluation. It is important that this process is based on sincerity, on your own desire to make your gate as close as possible to reality. A distorted reality, where abilities are abounding and negative aspects are lacking or are only slightly touched, is not nature to help us not to construct that strong personality, able to imprint a certain creed on those around us.

Self-knowledge is a crucial milestone on our road to building leadership. It is a substantive, long-lasting action that does not cause us to look through all of our fines even if there are some that we have retorts to open.

1.4 Building the vision

A special feature of leaders is their ability to imagine an attractive future, but that is possible to achieve. It is what we call leaders' vision and which is and which is a special factor for their ability to exert influence within the organization.

The vision expresses the major coordinates that the organization needs to join in order to enjoy success and achieve the desired situation will provide the expected benefits to all members of the organization.

Leadership activity is geared toward achieving clearly defined goals. Following interactions with his collaborators, the leader develops a strategic vision of the desired future and channeling the energy of all.

Vision helps us to have a clear direction and at the same time proves to be a strong motivational element. Without a vision to be presented to us by a credible person, we will not know what we are heading for, we tend to look for new landmarks that guide us in terms of decisions and actions that we take and which put us somewhere in the organizational mechanism.

Building vision is a critical mission for a leader. And not at all easy. Organizations face today a complex environment with a multitude of factors whose action is often unpredictable.

The pressures faced by organizations embrace a multitude of forms, which are not always easy to perceive and decipher. In this dynamic world, leaders are those who are waiting to make order, they are those who expect to explain the context and the current position.

But, above all, they expect the future. From them it is expected that the path that will ensure a competitive evolution of the organization will be shaped, some will succeed, some will fail! And failure most often has its own causes!

A vision built by a leader is not immediately accepted by all members of the organization or by most of them. She is constantly undergoing critical assessments, both by her supporters and opponents. To what, the dream has to be a solid and realistic construction.

The vision comes from the thoughts, fears, dreams of leaders and their supporters. The vision is the personality of leaders, their ability to create a desirable future to direct the organization's energies and resources.

To be realistic, however, in order to enjoy real support, it must take into account the characteristics, the experience of the members of that group.

The road from the situation to the desired situation is not an easy one, and it does not go as long as you hit your hands. It requires efforts, sacrifices and a lot of passion. From leaders and collaborators!

The future is perceived by many as an unknown person and scares because it is associated with unpredictability. In a world with an accentuated dynamism, the future appears to me still uncertain and, as a result, can generate many anguish.

Through vision, leaders transform the unknown future into a familiar, friendly future. This is how the light is made in a rather dark area and offers much uncertainty.

The inspiration of leaders is based on a good knowledge of one's own person but also on a correct diagnosis of the organization's staff characteristics. The vision cannot exist outside of them and it incorporates elements that make it an integral part of organizational evolution.

Vision makes an extremely strong link between the core elements of an organization, connecting past, present and future elements.

Nothing is haphazard, things get along and outline in a way that sometimes does not have a specific logic.

Communicating the vision, turning it into a mission, places a major challenge on the organization. With the support of the leader, the organization's staff identify opportunities, innovate, find solutions to get as close as possible and as quickly as possible to the desired future.

1.5 Communication and Motivation of the Vision

To become truly important, the values of leaders will have to be found in most of their collaborators. A unitary platform is needed to give the group strength and facilitate the smooth operation of the group.

Values are important because we find them in all the hypostases where we are social, they represent a true internal guide to conduct, determine our goals, guide our attitudes and actions.

Leadership messages can be verbal and non-verbal, each with a well-defined role. For verbal messages, the language used is a vehicle that can benefit or disadvantage what is to be transmitted.

A rigid, heavy language is likely to generate a difficult reception or even a rejection of intentionally. The same can happen with a language too elevated, with terms that are not at the mercy of the audience.

It is very important for the leader to adapt to the language according to the characteristics of the target audience. In a way to colleagues and to top-level management.

Very strong turn out to be nonverbal messages.

Nonverbal messages originated in leaders' decisions, attitudes and behaviours. They are, in fact, the true direction for the actions of the staff. Non-verbal messages have a tremendous power of influence, and they can practically, verbalize or denounce verbal communication.

1.6 Applying the vision

To be successful, the leader must be the first person to display the values and behaviours they want to introduce or accentuate within the company.

Only by full dedication is it possible for the leader to build a solid platform, to attract more and more supporters.

Personal engagement is a sine qua non condition of intimidating others.

Leaders must be able to manage the pressure they are constantly putting on. They emerge and develop both in times of crisis of an organization, but also during periods of stability.

1.7 Monitoring and evaluation

Evaluation is a way to send powerful messages within the organization, but also to modify staff behaviours.

Beyond the final and interim evaluations, it is necessary to monitor permanently the stage of application of the vision and the congruence that exists between it and the evolution of the internal and external environment of the organization.

A major role is played by the ability of empathy, identifying the needs of each member of the respective team and addressing with exact incentives in that direction.

2 Leadership

“Leadership as an attribute has nothing to do with a particular position held in some organizational hierarchy. Neither is it a characteristic that is confined to a few forceful, charismatic men and women. The skills of leadership, and the exercise of leadership, can exist at all levels of organization.

Leadership is a set of highly tuned skills, behaviours and practices that can be learned regardless of whether or not on is in a formal management position.”

The competitive advantage which every organization seek may be achieved through, quality, price, customer care, product innovation, delivery time and after sales services.

The challenge for leaders and managers is to create a climate which allows people to look for and achieved continual improvements in competitiveness.

Leaders have to manage but some leaders are not particularly effective managers. Many managers are not effective leaders. There are in fact, important differences between efficiency and effectiveness, which will help make the distinction between those characteristics required of leaders.

To be efficient, managers must often decide the best way to do things right.

“John Kotter distinguishes leadership from management. Effective management carefully plans the goal of an organization, recruits the necessary staff, organizes them, and closely supervise them to make sure that the initial plan is executed properly. Successful leadership goes beyond management of plans and tasks.”

The relationship with the customers is again of major importance. All the members of a group or organization, but the leaders especially, should make strenuous efforts to talk to customers and encourage them to come forward with problems and issues for discussions. The leader should know his or her target customers and work thinking of them, promote the articles he or she sells thinking what the customers would like to see and under what form because they to be persuasive.

Although leadership sometimes misrepresents itself as being similar to management, there are a number of differences that need to be taken into account. Leadership and management are two distinct and complementary activities. On the one hand, management seeks to solve problems, control complexity, and reduce uncertainty, on the other hand leadership is trying to make useful changes in the organization.

Leadership can be learned. it’s an observable pattern of practices and behaviours and a definable set of skills and abilities. And any skill can be learned, strengthened, honed, and enhanced, given the motivation and desire, along with practice, feedback, and coaching. When we track the progress of people who participate in leadership development programs. Although leadership can be learned, not everyone wants to learn it, and not all those who learn about leadership master it. The very best requires having a strong desire to excel, a strong belief that new skills and abilities can be learned, and a willing devotion to deliberate practice and continuous learning. No matter how good you are, you have to always want to be better.

Bernard Bass in the leadership manual offers 11 categories of meanings attributed to leadership over the last century:

Leadership as the focus of group dynamics, the leader is seen by some authors as the protagonist, polarization point, group focal point. The tendency in these perspectives is to consider the concept of leadership closely related to group structure and dynamics;

Leadership as a personality and its effects: this definition is part of the theory of traits according to which the characteristics that make some people more capable of others in exercising leadership are to be sought. The scholars seek a definition that describes the features the leader must possess to be such, rather than an explanation of the term leadership;

Leadership as the art of encouraging consensus. Leadership is defined as the ability to manipulate people to get the best out of them with the slightest contrasts and maximum cooperation through face-to-face contact between leaders and subordinates; Is therefore seen as a one-way exercise of influence, the group and its members are placed in the background and considered passive subjects;

Leadership as an exercise of influence, the use of the concept of influence marks a decisive step in the abstraction of the concept of leadership; Much of the scholars who worked in the 1950s used similar definitions. The concept of influence implies a mutual relationship between individuals, not necessarily characterized by dominance, control or induction of consensus by the leader;

Leadership as behaviour, this definition, characteristic of the Organizational Behaviour, emerged in the same period as the previous one; The researchers tried to explain what actions and behaviour were typical of the exercise of leadership, those of an individual oriented to group activities;

Leadership as a form of persuasion: it is a type of definition that seeks to remove any implications for coercion, focusing instead on the relationship with followers. More recently, persuasive strategy has been referred to as one of the modes of leadership;

Leadership as a power relationship: to explain this kind of affirmation, most of the scholars who adopted it used two reference subjects, A and B, simulating power relations between them; If A induces B to conduct behaviours to achieve a common goal, then A exercised leadership on B;

Leadership as a tool to achieve the goal: this idea is common to many scholars who have included it in its definitions, but some more than others have centred on achieving the goal; These scholars consider leadership as the main force to stimulate, motivate and coordinate those who move to achieve a common goal;

Leadership as the emerging factor of interaction: what differentiates this statement from the background is the causal link; In this it is noticed that leadership is considered an effect of the action of the group and no longer its formative element. Its importance is to point out that leadership emerges from the process of interaction between individuals and it would not be right to exist without it;

Leadership as a differentiation role: it is part of the theory of roles that each individual interacts with other people or with a group plays a role usually different from other individuals. Several authors use definitions that see in leadership an attribute that differentiates members within a group;

Leadership as the initiation of a structure, with this statement it is meant that the leadership function is indispensable for starting a structure and for its maintenance

There are five ideal models:

Autocracy: is considered to be the most primitive form of leadership and is characterized by the use of authoritarian methods, such as strength and tradition, to obtain acquiescence. It is believed that this form of leadership proves adequate only in situations characterized by "primitive" forms of technology, such as war, hunting and agriculture, which imply the search for vital means of life at a level of subsistence.

Bureaucracy: It is defined as a rational and utilitarian relationship between the employees and the chief, the tasks assigned are highly specialized, the ways of their development are fully established by the superior in a rational manner and the economic rewards are related to some extent to the performance. It is believed that this type of leadership is the most effective in situations characterized by 'routine' technologies that involve the repetitive tasks, since in this case the specialization is convenient, while tight control from above is necessary to ensure 'Obtaining optimal performance.

Human Relations: They emphasize the social aspect in the relationship between leaders and employees; In this case social rewards and sanctions are used to obtain acquiescence. The boss uses authority in socially acceptable forms, encourages social interaction and affiliation. It is believed that "service" technologies, which involve the provision of personal services to assist others (think of the role of teachers and nurses), are the most appropriate to this style of direction, as human relationships encourage Social interest and social skills.

Participation: is defined as an egalitarian relationship in which employees are encouraged to share the superior's responsibility in solving problems. It is believed that this style of leadership is most effective in situations characterized by "influenza" technology: that is, in which the duties of the subordinates involve the exercise of an "influence" or control over the behaviour of other people. They are typical examples of it: the role of leaders, politicians and sellers.

Autonomy: is defined as a relationship that does not exercise any control on employees; The superior only provides information and administrative support to employees to help them perform their duties. Employees are free to choose the tasks to be performed and how they are carried out. It is believed that this type of leadership is more effective for "creative" tasks, which involve the creation of complex systems or ideas and activities where originality is required.

2.1 The 21 irrefutable laws of leadership

“1. The Law of the Lid

Leadership Ability Determines a Person’s Level of Effectiveness.

This law perfectly defines the efficiency of a person. Maxwell is a very good example of the McDonalds company where the lack of leadership can lead to the failure to reach more ambitious goals.

2. The Law of Influence

The True Measure of Leadership Is Influence—Nothing More, Nothing Less

This law clearly defines how a person's influence also has a great leadership capability.

One of the greatest examples is certainly Lady Diana, a personality at the beginning of a fragile but who understands the importance that influence has on people.

3. The Law of Process

Leadership Develops Daily, Not in a Day

This law makes you understand how to get lucky and create a strong leadership, you have to wait to work day after day in the long term.

Do not expect to succeed in the short term, but work hard in the long term.

4. The Law of Navigation

Anyone Can Steer the Ship, But It Takes a Leader to Chart the Course

This law explains in a very correct way how everyone can "drive a ship" but only those with excellent leadership skills can really carry out impressive attempts.

5. The Law of E. F. Hutton

When the Real Leader Speaks, People Listen

This law expresses the following concept, not always the person who holds a meeting or an assembly is also leader.

The true leader can also be in the audience, as he recognizes, simple when he starts talking all the people listen to him.

6. The Law of Solid Ground

Trust Is the Foundation of Leadership

This law wants to indicate how important it is to trust the foundations of leadership.

People manage to forgive a leader who is unknowingly wrong, but losing power in the leaders who make certain decisions change radically what has been built.

7. The Law of Respect

People Naturally Follow Leaders Stronger Than Themselves

This law makes us understand how people by their nature follow and take as a "leader" a person stronger than themselves.

To be a Leader to lead a group, society needs to be emotionally and temperamentally stronger than any other

8. The Law of Intuition

Leaders Evaluate Everything with a Leadership Bias

This is probably the most complicated of the laws, let's say that the facts give us good leaders but who also has the intuition becomes the greatest of all.

A leader first of all must be stronger than himself, then he must know how to read people, himself, the situations he is in.

Intuition is the key to all this can make the difference between life and death.

9. The Law of Magnetism

Who You Are Is Who You Attract

There is not much to say about this law, the most important part is that a true leader attracts people who have the same characteristics.

Magnetism

10. The Law of Connection

Leaders Touch a Heart Before They Ask for a Hand

This law I think is one of the most "romantic" and I think it is also true.

A true leader before asking for help has the great feature of touching the heart of those who can help.

11. The Law of the Inner Circle

A Leader’s Potential Is Determined by Those Closest to Him

This law defines the impact a leader may have on the organization, the company that he / she has to deal with.

Practically if a leader is capable of doing great things, but only if there are strong people around, if people are weak will hardly succeed in reaching the goals set.

12. The Law of Empowerment

Only Secure Leaders Give Power to Others

This law highlights as only a sure leader if it can give security to others. Two great examples in this case are Henry Ford and Abraham Lincoln

13. The Law of Reproduction

It Takes a Leader to Raise Up a Leader

This law aims to make us understand how a leader is born. A very small part is born with this gift. Most are inspired by other successful leaders who thanks to their talents and charisma succeed in creating a new generation of leaders.

14. The Law of Buy-In

People Buy into the Leader, Then the Vision

This law through the fantastic actions of Mahatma Gandhi using nonviolence, makes it clear how the buy-in works.

Every leader before finding people creates a mink that in turn attracts people.

In turn, people first identify the leader and then embrace his vision.

15. The Law of Victory

Leaders Find a Way for the Team to Win

This law highlights how a true leader cannot accept the defeat.

A true leader always tries to win every victory for him and his team.

16. The Law of the Big Mo

Momentum Is a Leader’s Best Friend

This law expresses the main concept of what a leader needs in order to go and eventually change direction and this is the momentum.

This is very important especially as already mentioned for any change in direction.

17. The Law of Priorities

Leaders Understand that Activity Is Not Necessarily Accomplishment

This law expresses in a very simple way how not necessarily the place or activity is the correct ones and that if the leader makes a change this could change things.

At the same time, we find the three RSs:

1) What Is Required?

2) What Gives the Greatest Return?

3) What Brings the Greatest Reward?

18. The Law of Sacrifice

A Leader Must Give Up to Go Up

This law makes it clear how to succeed if things are fine, and that things go awry badly there is only one word that works, this is "Sacrifice" and one of the greatest examples is the Chrysler Motor Company

19. The Law of Timing

When to Lead Is as Important as What to Do and Where to Go

The timing law is very good in the way that it can become a leader or attain goals, it is necessary to wait for the right moment.

20. The Law of Explosive Growth

To Add Growth, Lead Followers—To Multiply, Lead Leaders

This law expresses as the main concept what, if a company has a good leadership this can bring tranquillity and a growing explosion.

It also expresses if a leader develops other leaders can multiply their growth.

21. The Law of Legacy

A Leader’s Lasting Value Is Measured by Succession”

This law expresses how the value of a leader can be measured not only when he is alive but also and especially afterwards.

A very important thing for a leader and what he leaves behind him, as he changes company or dies, will always be remembered for what he left behind him.”

3 Leadership at UniCredit and BNP Paribas – a comparative perspective

This section analyses two of the largest European banks, UniCredit and BNP PARIBAS, I will compare the latest strategies launched and compare the two CEOs and will illustrate which of the 21 laws of leadership we find.

3.1 General observations about management at UniCredit and BNP Paribas

“UniCredit is a strong pan-European Group with a simple commercial banking model and a fully plugged in Corporate & Investment Bank, delivering our unique Western, Central and Eastern European network to our extensive client franchise.

We offer local expertise as well as international reach. We accompany and support our 25 million clients globally, providing them with unparalleled access to our leading banks in 14 core markets as well as to another 18 countries worldwide.

“Our European banking network includes Italy, Germany, Austria, Bosnia and Herzegovina, Bulgaria, Croatia, Czech Republic, Hungary, Romania, Russia, Slovakia, Slovenia, Serbia and Turkey.”

Our strategic position in Western and Central and Eastern Europe enables us to command one of highest market shares in the region.”

While our brand is recognizable all over Europe, we have preserved the highly valuable local brands of banks that we acquired to form our Group.

UniCredit Group organization reflects an organizational and business model which maintains a divisional structure for the government of the Corporate Investment Banking business/products and the business in the CEE Countries, as well as a global control over the Global Banking Services functions, while ensuring the autonomy of the Countries/ Banks on specific activities, in order to guarantee increased proximity to the client and faster decision processes:

The Chief Executive Officer (CEO) maintain a direct supervision on the definition of Group Strategy, Risks Compliance, Human Resources, on the optimization of structure costs and on the main operating activities.

The General Manager is responsible for all the business activities (Retail, Corporate, Global CIB, Asset Management, Asset Gathering and relevant Countries) focusing on the ongoing development of client’s services aiming to maximize the cross selling and leading the Group digital strategies, as well as defining the new service model of the Bank.

The Chief Operating Office, position covered by two co-Heads (co-Chief Operating Officers) who lead the oversight of the operational machine with a specific focus on Costs and on IT & Operations; in particular the two co-Heads are respectively responsible for Finance & Cost Management and for IT & Operations, Security and Internal Controls.

The Corporate & Investment Banking Division (CIB), position covered by two Co-Heads directly reporting to the General Manager, has a coverage role for the multinational clients ("Multinational"), for selected "Large corporate" clients with a strong potential demand for investment banking products, for the Financial Institutions (FIG) and for the global product lines "Global Transaction Banking (GTB)", "Financing & Advisory (F&A)”, “Markets", and for the international network.

As far as the Italian perimeter is concerned, the co-Heads Italy, directly reporting to General Manager, are responsible for the definition of the business strategies of the "commercial banking” and the assignment of such strategies to the territories and to the client segments (Family, First, Business First, Corporate, Private Banking and Ultra High Net Worth Individuals).

The CEE Division coordinates the Group activities in the countries of Central and Eastern Europe, aligning them to a single comprehensive business vision in the area.

Group Institutional & Regulatory Affairs is responsible for developing the relations with institutional counterparts of interest for Group activities and managing the relationship with European Banking Supervisory Authorities (e.g. EBA, ECB) and Bank of Italy.

The functions called Competence Lines (Planning, Finance & Administration, Risk Management, Legal, Compliance, Internal Audit, Human Capital, Identity & Communications) oversee the guidance, coordination and control of UniCredit activities and manage the related risks

BNP Paribas is a leading bank in Europe with an international reach. It has a presence in 74 countries, with more than 190,000 employees.

The Group has key positions in its three main activities:

Domestic Markets and International Financial Services (whose retail-banking networks and financial services are covered by Retail Banking & Services)

Corporate & Institutional Banking, which serves two client franchises: corporate clients and institutional investors.

The Group helps all its clients (individuals, community associations, entrepreneurs, SMEs, corporate and institutional clients) to realize their projects through solutions spanning financing, investment, savings and protection insurance. In Europe, the Group has four domestic markets (Belgium, France, Italy and Luxembourg) and BNP Paribas Personal Finance is the leader in consumer lending.

BNP Paribas is rolling out its integrated retail-banking model in Mediterranean countries, in Turkey, in Eastern Europe and a large network in the western part of the United States. In its Corporate & Institutional Banking and International Financial Services activities, BNP Paribas also enjoys top positions in Europe, a strong presence in the Americas as well as a solid and fast-growing business in Asia-Pacific.

The General Management of BNP Paribas is composed of a Chief Executive Officer (CEO) plus one Chief Operating Officer (COO) and four Deputy Chief Operating Officers.

As Chief Executive Officer, Jean-Laurent Bonnafé bears responsibility for the management of the Group and, for this purpose, is invested with extensive powers. Accordingly, all operational activities and Group functions fall under his direct responsibility.

The Executive committee brings together the General Management as well as 12 other members – Heads of core businesses and central functions. They meet at least once a week.

3.2 Leaders’ analysis

Jean Pierre Mustier, CEO UniCredit.

Jean Pierre Mustier started his career at Société Générale, where he worked from 1987 to 2009, working mainly in the Corporate & Investment Banking division. He has played various roles in various markets and financing activities not only in Europe, but also in Asia and the United States.

Jean Pierre Mustier was appointed Corporate & Investment Banking Division of Société Générale in 2003 and was also a member of the Bank's Executive Committee. In September 2008, he became responsible for Asset Management, Private Banking and Securities Services.

After leaving Société Générale at the end of 2009, he worked as a consultant for many financial institutions and completed several fundraising initiatives for several social and non-profit organizations, many of which are trustees.

At the beginning of 2011, he joined UniCredit as Deputy Director General of the Corporate & Investment Banking Division (CIB). He was also a member of the Executive Management Committee. After leaving his post at UniCredit at the end of December 2014, he joined the Bank's International Advisory Board.

In January 2015, Jean Pierre Mustier became a member of Tikehau Capital Asset Management Group based in London, with the specific goal of growing the Group at international level.

On June 30, 2016, he was co-opted as a member of the Board of Directors, being appointed Chief Executive Officer and General Manager with effect from July 12, 2016.

As of September 2016, Mustier launched the new UniCredit Group's "Transform 2019" strategic plan, launching at the same time the new slogan "One Bank, One UniCredit".

The plan aims at re-launching the group on Italian territory and consolidating the Bank's position as one of the leaders in Europe.

The new strategic vision point is based on 5 pillars:

1) Strengthen and optimize capital

2) Improve asset quality

3) Transforming operating model

4) Maximize Commercial bank value

5) Adopt lean but steering center

The new strategy has deadline for implementation in 2019.

Analyzing leadership style, Mustier follows the following leadership laws:

• The Law of Process can be seen from the fact that the "Transform 2019" strategy has been devised by day-to-day thinking with periodic evaluation processes to create a successful strategy that can be achieved at the same time.

• The Law of E. F. Hutton, Mustier has a great oratory ability, he can infuse in simple but direct terms the foundations and belief in the strategy he has created.

From the videos analyzed at the time of his interviews, all the people are listening without being absorbed in his words.

• The Law of Victory, the tenacity and determination of which it is proved, make it a victorious.

It puts in the team the right way to achieve the goal set.

Jean-Laurent Bonnafé, CEO BNP PARIBAS

Jean-Laurent Bonnafé began his career in the French public service. He was first a senior official in the Ministry of Industry and then became technical advisor to the Foreign Minister's office.

Jean-Laurent Bonnafé joined the BNP in 1993 as a senior business banker. In 1997, he was appointed Head of Strategy and Development. Following the merger of BNP and Paribas in 2000, Jean-Laurent Bonnafé is leading the integration process of the two entities.

In 2002, Jean-Laurent Bonnafé was appointed Head of Group Retail Banking in France and joined the Executive Committee of BNP Paribas. He was appointed Chief Executive Officer of BNL in 2006 after the merger with the BNP Paribas Group. In 2008, he acted as COO (Chief Operating Officer) of BNP Paribas and was appointed Head of Group Retail Banking.

Jean-Laurent Bonnafé has been appointed CEO of Fortis Bank from 14 May 2009 until 1 February 2011 to carry out the integration process of BNP Paribas and Fortis (Retail Banking).

At the Annual General Meeting held on 12 May 2010, Jean-Laurent Bonnafé was elected to the Board of Directors of the BNP Paribas Group. He also sits on the Board of Directors of Carrefour.

On December 1, 2011, Jean-Laurent Bonnafé was appointed Chief Executive Officer by the Board of Directors.

We are now analyzing the second leader, Mr. Bonnafé since and when he led the group, has implemented 2 strategic plans, with the aim of keeping the group the leading position in the banking sector.

The first strategy saw as the goal the growth of the organization in order to bring the company back to life after the 2008 crisis.

In 2013, the first transformation program, which includes two fronts of action, is launched.

1) Asia – Pacific where they wanted to increase their marketing and sales to multinationals and local medium businesses.

2) In the late summer of 2013, they started a development plan in Germany to increase their position on a key market for expansion across the European continent.

In 2014, the largest macroeconomic development plan will be launched, which will last until 2016.

The new strategy envisages diversification across regions and confirms their business model as a universal bank through three pillars.

1) Retail

2) CIB (Corporate and Investment Banking)

3) Investment Solution

The strategy is based on five key pillars:

1) Increasing customer orientation through innovation to address customers' needs through their retail, corporate, or institution as they want to act as a responsible bank.

2) Be simple, which means simplifying their organization and doing business

3) Efficient, which means improving our operations.

4) priority, which means adapting business to the world of companies associated with their economic and legislative environment

5) The fifth pillar provides for the successful implementation of our development initiatives to accelerate the growth of our special units in CIB in North America, Turkey where our business is the leader in helping their businesses.

Analyzing the style of Bonnafé we can find the following leadership laws.

The law of Lid as we find great quality, to be followed by all the people with whom it comes into contact.

The law of Empowerment as it demonstrates a security that few people possess.

The law of Timing Bonnafe is a person who knows what to do and especially when one has to implement the step-by-step strategy.

3.3 Survey on leadership

3.4 Results

CONCLUSION

After analysing the results of the questionnaire distributed to a number of 60 people within the UniCredit company, I have come to the conclusion.

The sample is composed mostly of people with a seniority of more than 5 years.

The main questions they are asked to answer are: How do their managers evaluate how they evaluate the company's vision if they know the new strategy launched by the company.

The results are as follows:

Over 60% of people are satisfied with their manager, many of the people interviewed do not know the mink that the company has started with the new strategy, this also leads to a lack of knowledge of the strategy itself and above all of its fundamentals.

Since I'm about to complete a Master in Business Consulting, I would recommend to the company to improve the communication of its strategy and its fundamentals.

From the results and also came out that the employees have a good knowledge of the CEOs Jean Pierre Mustier and think him a capable person to draw the pre-determined goals.

BIBLIOGRAPHY

I. SPECIALTY LITERATURE

“Marian Nastase, Lideri, Leadership si organizatia bazata pe cunostinte, Editura ASE, 2007”

“Daniela Pirvan, Leadership in Business, PrintXpert, 2012”

“James Kouzes – Berry Posner, The Leadership Challenge, 1987”

“John C. Maxwell, The 21 Irrefutable laws of leadership, Thomas Nelson Inc., 1998”

II. INTERNET SOURCE

“ https://www.unicreditgroup.eu/en/unicredit-at-a-glance.html?topmenu=INT-TM_ABO0_en052”

“https://www.unicreditgroup.eu/en/unicredit-at-a-glance/organizational-structure.html?topmenu=INT-TM_ABO2_en054”

“https://group.bnpparibas/en/group/governance-compliance”

“https://www.unicreditgroup.eu/en/governance/management/jean-pierre-mustier.html”

“https://group.bnpparibas/en/group/governance-compliance/general-management-executive-committee/jean-laurent-bonnafe”

“https://it.wikipedia.org/wiki/Leadership”

“http://www.igorvitale.org/2013/05/25/leadership-e-management-differenze/”