leadership from indian epics

8/10/2019 Leadership From Indian Epics

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WHAT

THE INDIAN

SCRIPTURES

SIGNIFIES ON

THE LEADERSHIP SKILLS

FOR

THE BUSINESS WORLD


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THE

RAMAYANA

THE

MAHABHARATA


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THE CONCEPT

The field of business, management and leadership

has been enriched by learnings from various

disciplines of knowledge from the Indian scriptures.

This attempts to find out whether we can drawcorporate leadership learnings from our great epics,

the Ramayana the Geeta and the Mahabharata and

apply to the business world for betterment and for

mutual benefits.

An attempt has been made to assimilate the spirit of

these epics for application in the field of daily

management practice and in the wider arena ofcreatin better individuals and in turn better cor orate


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THE OBJECTIVES

To understand the lessons from the Ramayana, the

Mahabharata and the Gita and apply them to the

corporate world.

To identify the roles played by characters and applythem in todaysbusiness arena.

To understand the relevance of these lessons in

todaysbusiness scenario.

To identify or assimilate yourself with the roles

depicted in these epics.

To take measures to make a change in behaviour if

needed.


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THE DISTINCTION

American style of business management is more or

less on experiential studies, scientific approaches and

mathematical derivations.

Japanese form of management is based on art formof management.

Indian approach of management is based on

intelligence and knowledge.

It concentrates more on content (knowledge) rather

than on form or outward appearance.

The Indian businesses must run through testimonial

and practices mentioned in Indian culture.


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6 types (Styles) of leaders

Visionary - one who compel

team members to follow their

decisions

Coaching - the ones who

believe in mentoring

Authoritative (Commanding) -

the comewith metype

Affiliating - one who work

through close association

Democratic - those who believe

in building consensus

Pace-setting - the I will jump

and you will follow type

THE DISTINCTION

(CONTD.)


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THE VISIONARY LEADER

The Visionary Leader moves

people towards a shared vision,

They tell the team where to go but

not how to get there - thus

motivating them to struggle

forwards.

They openly share information,

hence giving knowledge power to

others.

They can fail when trying to

motivate more experienced experts

or peers.

This style is best when a new

direction is needed.


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THE COACHING LEADER

They connects to organizational goals and

holds long conversations that reachbeyond the workplace.

They help people in finding their strengths

and weaknesses and attach these to their

career aspirations and actions.

They are good at delegating challenging

assignments, demonstrating faith that

demands justification and which leads to

high levels of loyalty.

It is best used when individuals need tobuild long-term capabilities.

It has a highly positive impact on the

organization.


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THE AFFILIATIVE LEADER

The Affiliative Leader creates people

connections and harmony within theorganization.

It is a very collaborative style which

focuses on emotional needs over

work needs. When done badly, it avoids

emotionally distressing situations

such as negative feedback.

When done well, it is often usedalongside visionary leadership.

It is best used for healing gaps and

getting through stressful situations.

It has a positive impact on


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THE DEMOCRATIC LEADER

The democratic leader acts to

value inputs and commitmentvia active participation,

listening to both the bad and

the good news.

When done badly, it looks like

lots of listening but very little

effective and efficient action.

It is best used to gaincontribution or when simple

inputs are needed ( when you

are uncertain).

It has a positive impact on


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THE PACE-SETTING LEADER

The pace-setting leader builds challenge

and exciting goals for people, expectingexcellence.

They identify poor performers and demand

more of them. If necessary, they will roll up

their sleeves and rescue the situation

themselves.

They tend to be low on guidance, expecting

people to know what to do. They get short

term results but over the long term this style

can lead to exhaustion and decline. It lacks emotional intelligence, especially

self-management.

It is best used for results from a motivated

and competent team.

It often has a very negative effect on


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THE COMMANDING LEADER

The commanding leader relieves

fears and gives clear directions by

his or her powerful position,

commanding and expecting full

compliance (agreement is notneeded).

They need emotional self-control

for success and can seem cold and

isolated. This approach is best in times of

crisis when you need unquestioned

rapid action and with problem

employees who do not respond to


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For being a successful leader3 primary skills are required,

Such as

Technical skills

Cognitive and Analytical skillsEmotional Intelligence (EI)

EI twice as important as the

other two attributes.

It is an picture of motivation,

understanding and social

skills.

EI is an experience driven.

EI describes the ability,

THE FUNDAMENTAL


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LESSONS FROM LORD RAMA

More emphasis onemotional

intelligence

A great lesson inleadership

More on role and

importance of EI andclear vision

Importance of

principal of


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REQUISITES FOR A GOOD LEADER

To attain the group goal.

To change the status quo.Ability to influence the followersthoughts

and actions.

Situational or contextual leadership.

Determination.

Proactivity.

Winning and inspiring trust.

Turning the subordinates to competent

hands

Self confidence and emotional stability.

Motivate followers to make them confident.

Charisma & Social Skills

Character and Capacity


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Mahatma Gandhi hademphasized on theleader Rama by

saying,

Theworld steps aside to

a person who knows

where he or she is

going

And about Gita as,

The Gita is a UniversalMother, She turns away

nobody, Her door is wide

open to any one who

knocks.


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A great personality.Problem solver.

Practical.

Good judge of men.

Led by example.

Delegated to qualified

people.

Let people makemistakes so that they

could learn from their

mistakes.

Always kept big picture

LESSONS FROM LORD KRISHNA


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Draupadi

Epitome of feminine will and self

respect who challenged injustice

Held her ground in difficult

circumstances

Optimistic Equality in her approach to men and

women

A confidante and a counselor

Sensitive interpreter of peoples non-verbal communication

Identified the right person for the right

job and most important blended

passion/compassion with reason to

energize her kinsmen, her husbands


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The great Indian epic can be

used to compare each of the

pandavas to managers of

today with their roles ,

strengths, weaknesses and

consequences

As a management students

we can look at Lord Krishna

as CEO, Yudhistir who binds

together values (Corporate

governance), Bhima

(Outcomes), Arjun (Learning),

Karna (Authority), Nakul

(Process) and Sahdev


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KARNA

Karnas strength ispersonal loyalty.

It also brings about his

lot in life. He is like the manager

of today who did buys

vegetables for his bosss

stands for flawlessperfection.

His strength is that he is

assailed by doubt but he

is willin to learn.


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DronacharyaHighly developed primary

leadership ability for

strategic leadership, and

also a very strong ability

as a directive leader

Duty is at supreme

agenda. Well estimation of

difference between a

leader and a follower


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SWAMI VIVEKANANDA

Knowledge without action has

no value and action withoutknowledge is futile.

To integrate thought and

action there has to beresponsibility, accountability

and performance-linked

incentive.

Mark of morality, tradition,culture and human welfare

(Corporate Social

Responsibilities)

When death is certain it is


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WHAT IS THE RELEVANCE OF THESE

PERSONALOTIES

Henri Fayol divided

management into five

elements :

PlanOrganize

Command

CoordinateControl


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According to Peter FDrucker 5 Cs which

encapsulate business

management are:

Capital

Capability

Connections

CommunicationCommitment

WHAT IS THE RELEVANCE OF THESE

PERSONALOTIES


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LESSON FROM GITA - CAPITAL

Gita III:35-

Sreyan sva-dharmo vigunah

Para-dharmat sv anushthitat

Sarva-dharme nidhanam sreyah

Para-dharmo bhayavah

Nothing is ever lost in following

ones own dharma, but

competition in anothers dharma

breeds fear and insecurity.

Core competencies, intellectual

properties and niche expertise

are intangible capital.


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CAPITAL

Gita II:47-

Karmany evadhikaras te

Ma phaleshu kadachana

Ma karma-phala-hetur bhur

Ma te sango stv akarmani

You have the r ight to work ,

bu t never to the frui t of

work


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CAPITAL

Gita II:50

Buddhi-yukto jahatiha

Ubhe sukrta-duskrte

Tasmad yogaya yujyasvaYogah karmasu kausalam

When consciousness is unified,however, all vain anxiety is leftbehind. There is no cause of worry,

whether things go well or not.Managing and owning capital areforms of stewardship[ To Take care

Cooperative Planning andManagement] from the Gita

perspective.


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CAPABILITY

Refer to the intrinsicqualities that contribute

to competitive

advantages and refers to

Outsourcing

Corporate Governance Corporate Social

Responsibility

Business Ethics


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Gita VI:5 -

Yat sankhyaih prapayatesthanam tad yogair api

gamyate ekam sankhyam ca

yogam ca yah pasyati sa

pasyati

Reshape yourself

through the power of your

will, never let yourself bedegraded by self-will.

The will is the only

friend of self and will is the

only enemy of self.

CAPABILITY


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Gita says The wise ever

satisfied, have abandoned allexternal supports.

Their security is unaffected

by the results of their action :

even while acting they reallydo nothing at all.

Master plans (for example,

revolving long range planning)

and scenario planning outline

strategies to retain, replace or

review essential capabilities

that are vital for business as

an on-going entity.

CAPABILITY


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CONNECTIONS

Besides capital and capability provide

for the supply-side , a business needs

to capture its demand-side.

These include Feed forward(market

intelligence, feasibility studies) andFeedback (reviews and audits).

Gita xvii:23-27 mentions

Om Sacred syllable that connects

known to the unknown.

TatRefers to supreme reality beyond

what human language or thought

can describe.

SatSymbolizes all that is good in self

harmony.


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Gita XVIL 28 refers to

Asat as all work donewithout faith is nothing.

So, sincerity is vital for all

inter connectivities

between deeds andneeds.

Truth always succeeds.

A business needs to

maintain a culture ofintegrity in order to sustain

trust, inside and outside,

thereby create a goodwill

and gradually build up astron re utation for self.

CONNECTIONS


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COMMUNICATION

Besides sender and receiver

(worthy or unworthy),communication within the Gita

perspective is dependent on

timing and circumstances,

regardless of content and durationof the message.

From the business perspective,

data mining and market analyses

help prepare impactful deliveriesto targeted audiences.

Very often, it is not what but

how things have been said or

packaged which determine

responses


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COMMITMENT

Another purpose -

centric perspective is the

commitment of

managers and owners

the business as an on-going concern.

From Gita 11:34

for a man of

honour, dishonour isworse than death.

Sustaining a business

is an honourable duty.


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THE GEETA

THE MANAGEMENT DOMAIN

Delegation of responsibility

Transparency in the

organizational structure

Understanding of local

culture for optimal

management

Tact and tolerance

Effective leadership at the

time of crisis and chaotic

situation

Conscious control

Timely communication

Efficient coordination andeffective coo eration
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HOLISTIC APPROACH

Self control

Communication in vast and

ever expanding network

Leader as a vital link

between business andmanagement

Discipline and self

discipline

Detachment and devotion Reinforcing the

commitment to sustain an

on-going concern for

business
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WESTERN THOUGHTS V/S HOLY GITA

The major difference :

Western managementthought too often deals with

problems at material, external

and peripheral levels.

The Bhagvad Gita tackles

the issues from grass roots

level of human thinking.

Once basic thinking of manis improved, it will

automatically enhance the

quality of his actions and their

results.
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SUPPLEMENT

Exercise in spirituality

produces positive energy and

team spirit among employees

No belief on intense vigilance

No reliance on hidden

cameras to plug leaks and

wrong doers

Instead turned to bhagvad gita

to stem corruption, lethargy

and negligence.

Quotes from Gita Makrand are

taken and published in

monthly newsletter and safety

bulletins of DMRC


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Thank You !!!

leadership from indian epics

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