bagavad gita kresna leadrship

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LEADERSHIP FROM ANCIENTINDIAN EPIC: A GUIDE TO LEADERSHIP

SHYAMSUNDER SINGH*

*Assistant Professor,Laxmi Institute of Management Studies,

Sarigam.

ABSTRACT

What makes a good leader? A good leader is able to coordinate his followers around a crediblemission statement, which communicates the future course of action of the organization. The fieldof business and leadership has been enriched by learnings from various disciplines ofknowledge. This papers attempts to find out whether we can draw corporate leadership learnings

from our great epics- Ramayana and Mahabharata and apply to the business world forbetterment. An attempt has been made to assimilate the spirit of these epics for application in thefield of daily management practice and in the wider arena of creating better individuals and inturn better corporate world.

KEYWORDS: Indian Epic, Ramayana, Mahabharata, Knowledge, Mission statement.______________________________________________________________________________

INTRODUCTION

In this modern world leadership has become a part and parcel of everyday life, be it at home, in

the office or factory and in Government. In all organizations, where a group of human beingsassemble for a common purpose irrespective of caste, creed, and religion, Leadership principlescome into play through the management of resources, finance and planning, priorities, policiesand practice. The role of the leader is to give a sense of direction for the organization. The leaderevaluates the environment in which the organization operates and determines the best strategyadapted to that environment. The leaders dilemma is that he would like to base theorganizations focus (or mission) on all the relevant information about the environment availableto him. But, since information about the environment only trickles in over time, the leader maythen be led to revise the organizations direction as new information becomes available. Hisdesire to modify the direction of the organization over time thus undermines his ability tocoordinate the actions of the other members of the organization.

The essence of the leadership problem is to reconcile the adaptation to a changing environment.which requires information acquisition and revision of the organizations strategy in response tonew information? and coordination of the actions of the other members of the organization.Thus, the main question we are interested in here, is determining which attributes of a leader aremost desirable in balancing the need for adaptation with coordination.

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The leadership problem can be captured in a simple step involving four stages. In the First Stagethe leader observes a first signal of the environment (or state of nature) the organization is likelyto be in. Based on that signal the leader can define a mission or overall strategy for theorganization In a second stage, the other members of the organization .the followers .decide how

closely they want to stick to the leaders strategy. They may not be inclined to blindly follow theleaders proposed strategy because they also observe signals about the state of nature, and theymay come up with different forecasts of what the ultimate direction for the organization will be.In a third stage the leader receives a second signal. This signal could be an aggregate of thesignals of the followers or simply new information that becomes available. The leaderimplements the organizations strategy given all the information he has available. Since thefollowers have already acted, the leader at this point is no longer concerned about coordinatingtheir actions. The leaders only remaining goal is to adopt a strategy for the organization that isbest given all the information he has. In the fourth and last stage, once the strategy has beenimplemented, the organizations payoffs are realized. These will be higher the better adapted thestrategy is to the environment and the better coordinated all the members. actions are.

LITERATURE REVIEW

There is a small but rapidly growing economics literature on leadership. Most of this literature,however, deals with different facets of leadership. One of the earliest contributions is byRotenberg and Saloner (1993), who address the question of how a leader can motivate followersto exert efforts and come up with proposals for improvements in the firms operation. Followersvalue the fact that their proposals are taken into account and are adopted by the leader. They aretherefore willing to exert (unobservable) costly effort to come up with proposals if they expectthat there is a reasonable chance that they will be adopted. Rotenberg and Saloner consider twoleadership styles. One is where the leader maximizes profits and the other where managerialdecision-making is more sensitive to the preferences of employees. They show that the latterapproach can ultimately lead to higher profits, as it induces employees to exert more effort andthus brings about more improvements.

Hermalin (1998) considers the role of leadership by example in a moral hazard in teams problemwhere organizational output depends on all members. efforts and where all members share theaggregate output. As is well known, in a team production problem, individual team membersmay free-ride on other team members efforts. Thus, the leaders problem is to motivate teammembers and help overcome free-riding. Hermalin assumes that the leader has privateinformation about the return to efforts and argues that the leader will then tend to overstate thereturn to eort so as to mitigate free-riding. He will be able to motivate other team members toput in eort by leading by example and exerting himself. Hermalin does not allow for leader

steadfastness, but his notion of leading by example is related to our conception of leadership asgiving a sense of direction to other organization members.

Coordination also plays a central role in Dewan and Myatt (2007). This paper argues that theleaders clarity in communication is relatively more important than giving a sense of direction.Their static model does not address the time consistency problem that is central for our results.

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In a survey of 188 Mnc worldwide conducted by Goldman on personal capabilities thatcontribute in making successful leader.The survey found out that with regards to the facultiesthat go towards making a successful leader, there are three primary ones: Technical skills,cognitive and analytical skills, and emotional intelligence (EI). In their interactions with

hundreds of leaders worldwide, the surveyors found EI to be twice as important as the other twoattributes. In fact, the importance of EI, which is an embodiment of motivation, empathy, andsocial skills, increases as one, goes up the management chain.

LEADERSHIP AND ORGANIZATION

Management and leadership are supplementary and complementary to each other. Whereas,management is doing things right, leadership is doing right things. A positive co-relation existsbetween leadership style and success of the organization. Future of an organization depends onthe knowledge, vision, skill, and experience of its leader. It depends on his ability and capabilityto plan, coordinate and guide. Fate of an organization is made or marred by its leaders. The

quality of leadership surfaces in rough tough, milling and grilling assignments rather than inroutine mundane assignments.

OLD TRUTH IN THE NEW CONTEXT

The Ramayana and Bhagavad-Gita, written thousands of years ago, enlightens us on allmanagerial techniques leading us towards a harmonious and blissful state of affairs in place ofthe conflict, tensions, poor productivity, absence of motivation and so on, common in most ofIndian enterprises today and probably in enterprises in many other countries.

The modern (Western) management concepts of vision, leadership, motivation, excellence inwork, achieving goals, giving work meaning, decision making and planning, are all discussed in

the Bhagavad-Gita. There is one major difference. While Western management thought too oftendeals with problems at material, external and peripheral levels, the Bhagavad-Gita tackles theissues from the grass roots level of human thinking. Once the basic thinking of man is improved,it will automatically enhance the quality of his actions and their results.

The management philosophy emanating from the West is based on the lure of materialism and ona perennial thirst for profit, irrespective of the quality of the means adopted to achieve that goal.This phenomenon has its source in the abundant wealth of the West and so 'management bymaterialism' has caught the fancy of all the countries the world over, India being no exception tothis trend. My country, India, has been in the forefront in importing these ideas mainly becauseof its centuries old indoctrination by colonial rulers, which has inculcated in us a feeling that

anything Western is good and anything Indian, is inferior.

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LEADERSHIP LESSON FROM THE GREAT INDIAN EPIC

LEARNING FROM BHAGAVAD-GITA

Using modern theories of leadership, it is suggested that Krishna's leadership style fits both theservant-leader and the transformational models of leadership based on situational contingenciesservant-leader models.

Krishna could be well described by Max Weber's notion of charisma.' Weber defined charismaas a special quality in the personality of the leader by which he, "is set apart from ordinarymen and treated as endowed with supernatural, superhuman, or at least specifically exceptionalqualities." (1947: 48).

KRISHNA AS A SERVANT-LEADER: In the servant-leader model, the goal of leadership isviewed primarily as service. Servant-leaders take into account the interests of those they lead andput the interests of the followers above their own self-interest. Servant-leaders facilitate the

growth and development of their followers, promote community, share power and resources, andprovide the support needed to help achieve the goals that lead to the common good of individualsand the community as a whole (Greenleaf, 1977; Spears and Lawrence, 2002). In the context ofthis perspective, we see that Krishna meets the criteria of a servant-leader. The followingbackground of Krishna helps us to assess this aspect of his leadership style.

Krishna's reputation was well established by the time of the Mahabharata war and he was reveredand adored by the people he ruled along with his older brother Balarama in the city of Dwarka.Krishna and Balarama were known as the protectors of the weak and helpless in society. On theother hand, Krishna had great reverence for Brahmins and the Rishis (religious monks andspiritual scholars and teachers) and enjoyed helping and serving them in a variety of ways to

facilitate their spiritual practices.

KRISHNA ACT AS A DIPLOMAT: In order to avert the Mahabharata War, Krishna, althoughhimself the ruler of the kingdom of Dwaraka, took the humble role of a mediator and negotiatorto try to bring peace to the community. The Mahabharata epic details Krishna's activities and thecrucial role he played as a diplomat by attempting to achieve a last minute negotiated settlementin the conflict between Pandavas and Kauravas. Here we see Krishna in his characteristic role ofthe servant-leader, not exercising his authority and power which he had in abundance, but insteadtrying to broker peace by listening to both sides, empathizing with their suffering, attempting topersuade them to peace, offering them consolation and healing for the past wrong that they mayhave suffered.

KRISHNA CHOICE TO SERVE ARJ UN AS HIS CHARIOTEER: Krishna, however, whenasked by his Pandava cousin Arjuna, who is also his best friend, to be by his side in the war,feels duty bound to take the side of righteousness and justice and agrees.

Instead, Krishna offers to serve Arjuna as his charioteer in the battles of the Mahabharata war.Normally, it is not common for a great King like Krishna to play a support role for another inbattle. However, by becoming Arjuna's charioteer in the war, Krishna actively takes on and

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embraces the support role and demonstrates that an act of service for a just cause is, in fact, anact of leadership.

KRISHNA AS A TRANSFORMATIONAL SERVANT LEADER : Given the unexpected

change in the mood of Arjuna, it falls upon Krishna, acting as his charioteer, to counsel him.Sensing the critical urgency of the situation, with the opposing side getting ready to strike,Krishna with his immensely charismatic personality immediately transforms himself into anauthority who speaks with power and conviction to inspire Arjuna to do his just and righteousduty.

Scholars have reasoned that a crisis allows charismatic leaders with the opportunity to displaytheir personality to a fuller extent (Bryman, 1993) and an uncertain situation enhances theleader's ability to appear charismatic. Seen in this context, acting as a charismatictransformational leader, Krishna inspires Arjuna to have a new vision of life and empowers himto act according to his Dharma (duty) as a warrior. Krishna does this by focusing on the

immediate psychological needs of Arjuna in order to bring him out of his sorrow and confusionand offers himself (Krishna) as a role model whose ideal conduct is worth emulating.

We can examine in depth Krishna's response to Arjuna using the four components oftransformational leadership behavior that are mentioned in the modern literature as idealizedinfluence, inspirational motivation, intellectual stimulation, and individualized consideration(Bass, 1985, 1996; Bass & Avolio, 1994a, 1994b). Krishna's goal is to pick up Arjuna's spirits byexplaining to him the nature of life, death, and the immortal spirit, and the way to overcomemental obstacles that stand in the way of doing his duty.

DELEGATION-UNBURDENING SUBORDINATES: Once the gopikas of Vrindavan werelifting heavy pails of water, while their cowherd friend, Krishna, stood by and watched. He made

no move to help them. The gopis marked His strange indifference. However, a little later whenthe wanted to remove the pails from their heads and place them on the ground, Krishna rushed tohelp them. Asked why, He replied that His task was to help human souls unburden themselvesnot to assist them in adding burdens. A leader thus has to unburden his subordinates and notburden them.

LEADERSHIP LESSON FROM RAMAYANA

DHARMA OR RIGHTEOUSNESS: Lord Rama followed Dharma or the value ofRighteousness throughout his life in all his activities.

The Word Dharma in itself becomes the first and foremost principle of the path to trueleadership. Righteousness was followed by all the leaders we know, be it Mahatma Gandhi orNelson Mandela, Martin Luther King or Aung San Su kyi, everyone who has fought theleadership style has fought it the right way, using the Dharma or Righteousness.

In todays world where people have no time to relax and are ready to do anything to get whatthey want or to reach the heights they have dreamt from childhood, there is a tendency to forgetDharma or to suppress it for a while, which is itself equal to not following Dharma. But a true

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leader is the one who realizes the value of righteousness in all his activities. Imagine someonedoing a small mistake in a service based industry, and then your whole goodwill will come downto pieces. And if what management gurus have observed is right, losing Goodwill will make youlose the entire thing in the totality.

DOING RIGHT THING AT A RIGHT TIME AND AT A RIGHT PLACE: Lord Rama,though he was the Lord Vishnu Himself, retained his Human form through out and fought for theright thing at the right time and at the right place. When he was asked to be accompanied bySage Vishwamitra to save the Hermitage from the rakshasas (Demons) who were worse than thePirates of the Carribeans, he stood in the front as a leader who doesnt hide or shy away fromtaking a risk.

There are several business houses that have reached the heights of successes and still areredefining a new benchmark for successes. And what is common between them is the mere factthat they did the right thing at the right place and at the right time.

BEING HUMBLE: When Lord Rama was asked by his Father to get ready to become the nextking or the very next day when he was asked to go to Jungle for 14 years, he did not show even adiscomfort in his attitude, but as a true leader, humbled down and accepted what the elderswanted him to do. Being humble at all times is again an important quality of a true leader.

This probably is the simplest thing to do yet the most beneficial quality one can possess at anytime. This truely shows the real leader in you. Being authoritative or showing power ordictatorship is probably the old warlord formula that doesnt suit the current scenario. It doesntwork for too long for anyone. Instead do this when you walk in your work place and see thedifference. Be humble, smile at everyone as if you really love them, show genuine concern, helpas much as you can wholeheartedly, and think that your worst enemy is none other than your

own negative attitude. But as the old saying goes It is very simple to be difficult but it is verydifficult to be simple.

CREATING MORE LEADERS: Lord Rama had the amazing quality to create more leaders,and he truely was a king maker. Be it Sugreeva, the Monkey prince who was made the King ofKishkindha or the brother of the enemy King Ravana - called Vibishana who was made the Kingof Lankapuri after the war. That again is a unique quality of a true Leader, as he sows more seedsof leadership around him.

The quality of a true Leader of the 21st Century is to create more leaders. Every organizationtoday talks about moving ahead in the race by creating more leaders than the competitor. In

todays world the one man show does not promise success like the earlier days. Truelydistributed responsibility and empowerment creates more changes for good and more chances towin. So naturally it becomes quintessential for every department, every unit, every organization,every economy, and every government to create more and effective leaders than ever before. Itpromises more innovation, more tasks completed, more projects concluded, more promisesachieved and most of all more trust from people than ever before.

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COURAGE:The most rightful and suitable quality of Lord Rama that comes from the duty thathe had to perform as a Kshatriya ( Warrior ) is the quality of Courage. Courage does not meanwalking into the river full of crocodiles and challenge to fight them all inside water. That wouldbe called as Foolishness. Real courage comes not from fighting or doing brave things, but from

the mental and soulful stability to take both happiness and sadness in the most composed andcalm manner.

Lord Rama had the most deserving and the most remarkable courage as a Prince that has everbeen displayed by any one from the Past. He had the courageous heart of a lion that could takeboth extreme happiness and extreme sadness that came across him every time with the samepattern. He did not celebrate happiness nor did he mourn the sadness. He remained calm allthrough his life and displayed great courage.

This indeed is the prime quality of a leader who wishes to take big risks. He needs pure heart andconfidence to display such courage in each of the decisions he takes. He needs courage to take

calculative risks, he needs courage to accept major changes, he needs courage to face thecompetition, accept his weaknesses, and to remain modest and calm in all days - no matter ifthey are fine or not.

CONCLUSION: We lack good leaders in India. Instead of having leadership, we have ladder-ship in organizations. Bosses do not know how to solve intellectual impatience of workers andhow to invigorate them, revive their drooping enthusiasm, morale and confidence. By and large,they are selfish, self-centered and not above social malice. They are guided by pair of oppositesand do not know how to make the workforce release him or herself from all mentalpreoccupation and make them live in joy through work. Workers therefore, loose faith in thewisdom of leaders. In Indian organizations there is existence of cult of bossism and cabin ship.Those occupying cabins consider them to be powerful but they fail to understand that they areuntouchables; hence they have been kept in quarantine. The culture of facilitator ship is absent.

Though India has given good leaders like Lord Krishna and Lord Rama to the world,however, there is hardly any leader who has a little strain of their leadership traits, qualities, whocan work with determination and with the quality and capability to infuse zeal even in the deadwoods?