 I welcome you in the course of leadership, emotional intelligence and the CN making. This is module number 49 and we are going to find out that what are the roots in the 20th century sources of total leadership. This chapter may, Stuart D. Fredman is talking about that there are certain basic questions in the development of the concept which is now a days total leadership. And those basic questions are number one, what is leadership and why does it matter. So leadership ko define karna aur iss baat ko understand karna ke leadership ki zeroorat hame kyun hai aur kyun kar ek leader ke baghaar ek organisation ki jo success hai wo challenge ho sakti hai. The second basic question which was evolved over the passage of time is talking about how does work fit with rest of life. So work life, balance ke jo concepts the they were being highlighted. The third evolutionary question was that how do organisations cultivate productive people. So logon ki efficiency ko, effectiveness ko, hum kis tari ke se broo ekaar wo laa sakte hain. And the fourth most important question jis ki upar hame focus karna hai that is that how do people and organisations learn and change. So ek organisation ke andar learning perspective ko kaise evolve kiya ja sakta hai wo change ko understand or manage wo kaise kar pahenge. So ye tamam wo basic questions the which were actually the triggers for the development of the total leadership. Ab what is leadership and why does it matter agar hame iss baat ko focus karein to there were certain developmental models jis ne ke leadership theri ko promoter support kia. We started from the traits model kya hame leader mein different traits ko dekha kya the leader can be someone who has the initiative, leader wo hai jo ke confidence rakta hai jo persistent hai, jis ke paa sense of purpose hai, ability to encourage hai, ability to delegate hai. To hame traits ki basis par leaders ko define karna shuru kia. Lekin hameara liye challenge ye ban kya ke jo traits hame identify ki wo tamam leaders mein nahin thi. Aur bohot se aise log bhi hame leaders mile jinn mein ke ye traits as such mojood bhi nahin thi. Le haza traits ne hame jist kadar support kia wo ye tha ke hame leader ki effectiveness ko calculate kare pahenge ke nahin kare pahenge. The second important thing jo ke with the development of the time traits ke sath sath hame nazar aati hai and that is the context of developmental concerns related to emotional and social intelligence. Kya hame leaders ko in doh variables, in doh constructs ke upar wo evaluate karna shuru kia, ke the person who is having more emotional intelligence, who is having more social intelligence is going to be the leader. Iske ila waha hame hain paas aur bohot si theories develop ho nahin shuru ho kain. Jis me ke transformational leader, transactional leader, path goals setting, aap ke charismatic leadership concerns, visionary leadership perspectives to in tamam cheezon ko in models ko, in theories ko, hame base banaate chale gaye jis se ke hame leadership ko explore wo kar sakein aur ye jaan paayin ke ek organisation ke liye yun kar zaroori hai ek leader ka ho nahin. Iske baad, how does work fit with the rest of life? Agar hame is question kyu par focus karein, toh bohot si nahi baate hameara saamne aani shuru hui. For example, the child is taken up as the unseen stakeholder at work, because for many concerns jaha per single parent se, yaan when husband and wife are at work to back end ke upar home ki worries, bachon ki worries, they are always there. And that child is actually triggering you to be considered as an important stakeholder in your work life as well. So abin balances ko create karna aur ye jaan paana ke hameare work me aur hameari personal life ke issues me kaha par kya synchronization aur patronization hai, that became a challenge. Isi taraha, there are certain developmental stages jisme ke evolution of labour economics, business strategy kese evolve kar rahi thi, cultural anthropological studies hame hain shuru ho kaini, public policy, family systems kyu po details, in tamam subject areas ne, hameare liye new avenues wo open kar diye of thought, of perspectives. Jinn ko madin azar rakhkar hame ye sochna hoga ke ek leader ka role dar asal kya hai aur wo leader apne work life balance ko kese balance kar paega aur wo kon konse constructs hain, wo kon konse stakeholders hain, jo iss saari game me wo involve hongi. Likewise, there are certain instances ke when the conflict was there in between the work and the life. The reason was ke aap priorities set nahi kar pahe, the reason was aap apne focus ko maintain nahi kar pahe, the reason was ke aap ke positive thinking vaha par nahi thi. So, in tamam reasons ki wajah se aapka conflict aajata hain, most of the time in your work and in your life. Another important thing is, with the passage of time evolutionary stages ke andar jab hame leadership theory ko evolve kar rahi hain, to the concept of total human approach also came in front of us, which actually said ke jab aap ek shaks ko organisation ke andar haier karte ho, to aap usko sref psychologically aur physiologically haier nahi karte ho, aap usko socially bhi haier karte ho, aur jab tak uske social needs fulfill nahi hongi uske social circumstances justify nahi hongi, tap tak wo organisation ke liye sahi tor kaam nahi kar sakta. Because technically speaking aap ek organisation ke andar aumumun 8 hours guzaarte ho aur aap environment mein 16 hours guzaarte ho. Iska matlab kya tehra ke 24 gante ke doran environment ka society ka aap ke upar double impact hain as compared to the organisational facility. So, hame total human approach ke tahit ek shaks ko sref psychologically aur physiologically evaluate nahi karna, hame usko socially bhi understand karna hain aur uski social needs and wants ko bhi pick up karna hain. Likewise, how do organisations cultivate productive people? aap iski jab hain baat karengi in context of total leadership. So, human is not an extension of machine. Human entity ko hame ek separate entity ke to par count karengi. In the systems approach when sometimes we say ya human is a component in the system to hame uske softer aspects ko ignore karjate hain, hame uske value system ko ignore karjate hain. So, human is not an extension of machine, uske paas values hain, uske paas apna ek pura psychological context hain, jisko understand karna hain waare liye zoroori hain. Number two, jab human ek system ke saath interact karega, to we have to see ke wo konse ergonomical aspects hain, jinki hain hame zoroorat hain, jisse ke hain job satisfaction, jisse ke hain job involvement, jisme ke hain job ki productivity, in kizon ko hasal kar paain. To human environment interaction ko hame zyada comfortable wo banana hoga aur uske liye obviously ergonomical jo factors hain, unko count karna hain waare liye zoroori hain to make people more productive. We also need to see ke human capital, jiske upar aap human ke concern mein return on investment bhi hasal karna chaat hain uske takaze hain kya. Ham jo pese logon ki training par laga rahe hain, wo pese hain hain as a cost treating karna chaat hain. Ham unko as investment deal karna chaat hain. Ta ke jab log apni us training ke baad hain hain work provide karenge to usse hain return milega. So, in the theory related to the human capital and return on investment of human capital, training ko hain logon ke upar investment ke to par count karte hain rather than counting it as a cost. Isi tarha, meaningfulness in work ko create karna hain waare liye zoroori hain aur organizational life ko ek shaks ki personal life ke saat hain hain balance bhi karna padega to make them more productive. Likewise, the next question we are going to address is how do people in organizations learn and change? Usme sapsa important cheez ke self-knowledge is the leadership imperative aur self-knowledge ke baghair apna analysis apna catharsis kiye baghair ek leader complete wo nahi hosakta because ek leader ko sapsa pehle apne aap ko lead karna wo aana chahiye. The second thing is ke jab aap change ki baat karoge to there would be so many driving forces and resisting forces ap un driving forces ko kaise promote karna hain un resistances ko kaise overcome karna hain ek leadership perae mein hain main cheez hain jaane ki zoroorat hoge. Then hain main dekhna padega ke hain short wins ko focus kar rahe hain, ke hain long range outcomes ko wo focus kar rahe hain. So, organizations ki jo aam toru par strategic zoroorat hote hain that is to focus on large scale change rather than just focusing on small wins likewise we have to be innovative we have to be focused agar hain saari baat ko conclude kar hain. So, dear students ye baat yaad rakhyeega ke leader banna aasaan nahi hain aur leadership is not just a complete panacea. So, you have to be very much careful ke hain kis tari ke se apne aapko focused creative innovative banna aasaan hain, kis tari ke se hain hain apne priorities apne trade offs wo set kar saan hain aur kis tari ke se hain hain organizations ke saath true balance wo create kar saan hain. Thank you.