Leadership Development — DU B.Com. (Hons.) Previous Year Question Papers

1. (a) Define leadership. Explain the significance of leadership in modern organizations. Distinguish between leadership and management. (9) (b) Explain the various styles of leadership. Under what circumstances should a leader adopt each style? (9) (a) Explain the qualities of an effective leader. How do these qualities help in organizational success? (9) (b) Discuss the factors affecting leadership. Why does leadership effectiveness vary from situation to situation? (9) 2. (a) Explain Trait Theory of leadership. What are its merits and limitations? (b) Write a note on Path-Goal Theory of leadership. How does a leader motivate subordinates under this theory? (9) (a) (b) Explain the Michigan Studies of leadership. What leadership behaviours were identified in these studies? (9) Discuss Blake and Mouton’s Managerial Grid Theory. Explain the different leadership styles suggested in the grid. (9) 3. (a) What is Transactional Leadership? Explain its features and limitations in present business conditions. (9) (a) (b) What is Servant Leadership? Explain its importance in building people-centered organizations. (9) “Leadership effectiveness depends on leader, followers and situation.” Explain this statement with suitable examples. (9) 4. (a) (b) Explain Trompenaars’ Cultural Dimensions Theory. How can it help leaders managing global teams? (9) Explain Fiedler’s Contingency Theory of leadership with suitable examples. (a) (b) Explain the relationship between leadership and organizational culture. How does a leader shape culture? (9) Discuss the role of collaboration tools and video conferencing in modern leadership. (9) 5. (a) Read the following case carefully and answer the questions given below : Ratan Tata is widely regarded as a symbol of integrity, vision, and innovation in Indian business. Born on December 28, 1937, he served as the chairman of the Tata Group, a global enterprise with operations in more than 100 countries. His leadership not only expanded the group’s global reach but also strengthened its reputation for ethical business conduct. Coming from the distinguished Tata family, he pursued his studies at Cornell University in Architecture and Structural Engineering, and later attended the Advanced Management Program at Harvard Business School. Despite his privileged background, he began his professional journey on the shop floor of Tata Steel, gaining practical insights into the company’s operations from the ground level. When he took charge of the Tata Group in 1991, the organization was experiencing internal divisions and facing increasing competition from global firms. His progressive ideas were initially met with resistance from senior leaders who were hesitant about structural reforms. His strategy to expand internationally also attracted criticism, especially with major acquisitions like