Tuesday, April 4, 2023
Tuesday, November 1, 2022
Baking of HR Leaders
Course Title:
Baking of HR Leaders: Insights
from Crucible Experiences of Leaders
Instructors:
Volunteers from
Faculty of the Institute. Arvind Agrawal and T V Rao will be happy to conduct
faculty development programs or give guest sessions if time etc. are suitable
Course Objectives
This course intends to
provide leadership insights for participants from the lives of Successful
Leaders who made an impact in the filed and impacted their organizations,
profession by their work and making a
difference to the lives of many others. The case studies are chosen from the
documented case studies of select leaders. The participants are expected to
read and assimilate the process of making of a leader, the competencies and
values leader’s exhibit and ways of cultivating some of these qualities. The
list of leaders to be studied are indicated in the appendix 1. The participants
will choose from the case studies, discuss in the class and draw lessons for themes
elves and for others to follow.
The participants also
write their own story and learn to document leadership stories of other leaders
and draw insights using any theoretical framework they chose including the one
by Agarwal and Rao presented in their book Leaders in the Making.
The final objective of
the course is to gain insights about leadership, understanding the meaning and
process of experiencing crucibles and converting them to enhance leadership
skills and impact. BY the end of the
course each participant would have documented their own leadership journey, and
besides that of another leader, gained insights using various tools into their leadership[
qualities and styles and contributed the documentation by others in the course.
Methodology:
The course will
consist of four parts
1.
Conceptual
readings and presentations and discussion including some self-assessment on
tests like those given in the books.
The
conceptual work will require reading of books and articles on leadership to get
the conceptual underpinnings right. These include the works of Warren Bennis on
Crucibles of Leadership, McClelland on Power Motivation of leaders, Udai Pareek
on Institution Building, Noel Tichy on Leadership Engine, Dave Ulrich on
Leadership in Asia etc.
2.
Readings
of case studies and presentations. The participants will make presentations of
the case studies on what qualifies them to ebb be leaders, leadership
qualities, crucible experiences, who impacted them, leadership activities,
competencies, influencers and lessons for understanding and developing
leadership for people of the age groups and sectors represented by the
participants. Each presentation should specify at least one lesson and one
action plan for developing self and nurturing others.
3.
Preparation
of case studies by participants including a self-study. Each participant will
write and present a case study of oneself using the case studies presented in
Leaders in the making by Agrawal and T V Rao. The case studies can be based on
net search and preferably interviews online. This will be specified in the
class.
4.
Preparation
of Development plans for self-including a plan for development action. This
could be based on a 360 Degree Feedback or a personal coaching session between
pairs or triads (groups of 2 to 3 participants)
Classroom sessions
with presentations by participants
For whom:
·
MBA or
PGDM students, Masters in HR, Doctoral Degree or fellow program students.
Social work students or master’s in education and allied subjects
·
This
course will be of immense value to Executive Education Programs offered by most
B-Schools and Universities. This course is based on practical experiences
combined with research work in India.
Detailed sessions:
Sessions 1 – 10 (90
minute sessions): Concepts and approaches to Leadership: 1. Peter Drucker
(2004), 2. Noel Tichy (1997), 3. Warren Bennis and
Thomas (2002), 4. Dave Ulrich
(2010), 6. Zenger and Folkman (2002), 7. Jacob Morgan
(2020), 8. McClelland and Burnham (1976), 9. Pareek, 1981, 2002), 10. Jim
Collins (Level 5 leadership 2001), 11. Rao (2010) on the four types of Managers
from Managers h who make a difference.
Each session will discuss two Approaches or
articles or books from the above. The readings are given at the end. The
following is a sequence:
Session
1: Concepts and Approaches to Leadership: Cohen, Peter Drucker, and McClelland
Session
2: Leaders as Teachers and the Importance of a Point of View: Noel Tichy
Session
3: Qualities of Leaders from 360 Feedback research: Zenger and Folkman (The
extraordinary Leader) and T V Rao and Charu Sharma (100 Managers in action)
Session
4: Leaders as Institution Builders (McClelland and Burnham and Udai Pareek)
Session
5: Crucible of Leadership ( Warren Bennis)
Session
6: Leadership Research in Asia: Dave Ulrich, George Joseph, Pritam Singh, Niharika
Vohra
Session
7: Leadership Styles and their Impact; J B P Sinha, TVRLS work on 360 Feedback
Session
8: Understanding Leaders- Interviews and Tests: Interview Schedlein Agrawal and
Rao
Session
9 and 10: Practice Interviews (participants interview one another and document)
Classroom exercises
Sessions 11-20. The participants will
select three case studies per session from any of the books they choose (HR
Leaders from Agarwal and Rao) and will prepare a ppt on the case studies for
presentation for 15 minutes each highlighting the case and lessons. In case
they choose from Effective people they will also take the questionnaires given
at the end of the chapter of that respective case and share their responses and
views to improve the tool. Participants are encouraged to take from different
sectors or areas.
Sessions 21: Choice of case studies to be
done discussion and presentation of preliminary work. Reasons, criteria,
sources of information etc.
After session twenty-one there will be time
or break for Filed work
Sessions 22 - 25: Presentation of case
studies in groups and sharing of lessons and Individual Development plans
Outcome: For each course the expected
outcome will be a possible publication by the group of participants. For example,
in a class of twenty we expect at least ten case studies to be developed and
participants can work in pairs for interviews and preparation of case studies.
The case study should be of similar size as that given in Agrawal and Rao and
not exceeding 8000 words.
Evaluation:
Class participation:
in 10 sessions including presentations 25%
Course work: Tested by
class test or review papers 25%
Case studies – Project
work: 50%
Leadership case Studies:
HR Leaders (from the
book by Arvind Agrawal and T. V. Rao: Leaders in the Making: Crucibles of
change makers in HR; 2022, Penguin Books).
1.
Anand Nayak
2.
Anil Khandelwal
3.
Anil Sachdev
4.
Aurania Kumar
5.
Aquil Busrai
6.
Aroon Joshi
7.
Ashok K. Balyan
8.
Chandrasekhar Sripada
9.
D. Harish
10.
Dileep Ranjekar
11.
Hema Ravichandar
12.
Kishore K. Sinha
13.
Marcel Parker
14.
Niddodi Subrao (N.S.) Rajan
15.
P. Dwarakanath
16.
Pradeep Mukerjee
17.
Pratik Kumar
18.
Raghu Krishnamoorthy
19.
Rajeev Dubey
20.
R.R. Nair
21.
S.V. Nathan
22.
Santrupt Misra
23.
Satish Pradhan
24.
Saurabh Dixit
25.
Shrikant Gathoo
26.
Sridhar Ganesh
27.
Vineet Kaul
28.
Visty Banaji
29.
Vivek Paranjpe
30.
Yogi Sriram
Other Sources like: Inderjit
Khanna, Indra Nooyi (referenced below) and other biographies could be chosen.
“Being
People - Life Histories of six HRD leaders of India by Joseph George
covering the following leaders:
1. Mr. Ranjan Acharya and
2. Pallabh Bandhopadhyay
3. Aroon Joshi
4. Mr. George Kunnath
5. George Menezes,
6. Vivek Patwardhan
Readings
and references
·
Bennis, warren, and Thomas,
Robert J. (2002) Crucibles of Leadership, Harvard Business Review, Septemebr,
2002; https://hbr.org/2002/09/crucibles-of-leadership
·
Boyatzis, R.E. (1982), The
Competent Manager: A Model for Effective Performance, John Wiley & Sons,
1982.
·
Cohen, William (2020), Peter F.
Drucker’s Leadership: see https://
www.corporatelearningnetwork.com/leadership-management/
articles/drucker-called-these-two-organizational-qualitiesessential (downloaded
on 9-9-2021)
·
Drucker, Peter (2004), ‘What
Makes an Effective Executive’, Harvard Business Review Communication, June
2004, https://hbr.org/2004/ 06/what-makes-an-effective-executive
·
Drucker, Peter (1999) Managing
Oneself: Harvard Business review
·
Collins, J. (2001) Level 5 Leadership: The Triumph of Humility and
Fierce Resolve. Harvard Business Review, 79, 67-76.
·
Ganesh, S. R and Joshi, P.
(1985) Vikram Sarabhai Leadership Style, Vikalpa, Vol. 10, No. 4, October-December,
1985
·
McCall, Morgan W.,
Lombardo, Michael M. and Morrison, Ann M. (1988), Lessons of Experience:
How Successful Executives Develop on the Job, New York: The Free Press
·
McClelland, David C. and
Burnham, David H., ‘Power is the Great Motivator,’ HBR Classic, 1976, 2003
·
Pareek, Udai (1994) Beyond management:Essays on Institution Building, Oxford & IBH
Publishing Company
·
Rao, T.V. (2010), Managers Who
Make a Difference, New Delhi, IIMA Books, Random House.
·
Rao, T.V. (2015), Effective
People, New Delhi, Penguin Random House.
·
Rao, T.V. and Charu Sharma
(2011), one hundred Managers in Action, New Delhi, Tata McGraw-Hill
publication.
·
The CIPD Professional Map
Downloaded on 7-9-2021, https://www.
coursesonline.co.uk/everything-you-need-to-know-about-cipdsnew-2021-qualifications/
The SHRM Competency Model (2016), https://www.shrm.org/
LearningAndCareer/competency-model/PublishingImages/pages/
default/SHRM%20Competency%20Model_Detailed%20Report_ Final_SECURED.pdf
downloaded on 12-9-2021
·
Tichy, Noel (1997), The
Leadership Engine: How Winning Companies Build Leaders at Every Level, New
York, Harper Business.
·
Ulrich Dave: (2010) Leadership
in Asia Challenges and Opportunities, McGraw-Hill Education, Ministry of
Manpower Singapore.
·
Ulrich, Dave, Mike Ulrich, Erin
Wilson Burns and Patrick Wright (2021), ‘New HRCS 8 Competency Model
Focuses on Simplifying Complexity’, 22 April 2021; https://www.rbl.net/
insights/articles/new-hrcs-8-competency-model-focuses-onsimplifying-complexity
·
Wright, Patrick M., Mike
Ulrich, Erin Wilson Burns and Dave Ulrich (2021), Navigating HR’s Impact, HRCS
Round 8 Findings: HRCS, The RBL Group and Michigan Ross: file:///C:/Users/
Admin/Downloads/HRCS-8-report-final.pdf
·
Zenger, John H., and Joseph
Folkman (2002), The Extraordinary Leader, New Delhi, Tata McGraw-Hill (Original
McGraw-Hill Edition 2002)
·
·
Other references & articles
·
Singh, Pritam, (2017)
Leadership challenges: Issues and Challenges, NHRDN Journal, December 2017
·
Bhandarkar, Asha and Singh,
Pritam (1999) Parenting transformational Leaders, MDI Journal, 3(1).
·
Sinha, J. B. P. (1980)
Nurturant Task Leadership_ A model for Effective Executive: New Delhi, Concept.
·
Vohra. N. & Kumar, Mukul.
(2009). Relevance of Peter Drucker's work: Celebrating Drucker's 100th birthday. Vikalpa:
The Journal for Decision Makers, 34(4), 1-8.
·
Vohra,
N., & Bhatnagar, D. (2011). Leadership Development in Organizations in
India: The why and how of it: Introduction.Vikalpa: The Journal for Decision
Makers, 36(3), 61-65
·
·
Vohra,
N., Shatdal, A. & Bhatnagar, D. (2011). Leadership development: Insights
and way forward. Vikalpa: The Journal for Decision Makers, 36(4),
122-129.
·
Gladwell, Malcom (2008)
Outliers: Allen Lane, Penguin Books
·
Khanna, Inderjit (2022) Flashes
Before my Eyes: The Civil Service and
More, Rawat Publications: Jaipur
·
Nooyi, Indra (2021) My Le in Full:
Work, Family and Our Future, Penguin random House
·
Thomas Thakadipuram (2022 in
press) Leadership Wholeness: A Model of
Spiritual Intelligence, scheduled to be published by Palgrave McMillan, New
York. (University of St. Thomas Minneapolis, MN, USA)
·
Bhaumik, Mani (2006) Code Name God: The Spiritual Odyssey of a Man of
Science, Penguin Books
·
Joseph, George A (2020) Being People:
Productivity and Quality Publishing, Pvt. Ltd. Madras
·
Gupta, Vishal (1920) First Among Equals: T-R-E-A-T Leadership for L-E-A-P in a
Knowledge Based World : Bloomsbury India, New Delhi, 2020
·
Leadership and Personal Effectiveness Course Outlines for B-Schools and HR Institutions
Leadership and Personal Effectiveness Course Outlines for B-Schools and HR Institutions
I am giving below some possible course outlines of courses to be designed to build Leadership Competencies among Young Managers and Studeents of MBA colleages and Post Graduates in HR and Social Work
Course Title: One of the
following:
1.
Building
Leaders
2.
Maximizing
your Leadership Potential: Lessons from Leaders
3.
Self-Management
for Transformational Leadership
4.
Baking of
HR Leaders: Lessons from Crucible Experiences of Leaders
Course Objectives
This course intends to
provide leadership insights for participants from the lives of Successful
Leaders who made a difference, the case studies are chosen from the documented
case studies of select leaders. The participants are expected to read and
assimilate the process of making of a leader, the competencies and values leader’s
exhibit and ways of cultivating some of these qualities. The list of leaders to
be studied are indicated in the appendix 1 under 3 groups. The participants
will chose from the 3 cohorts. For example the first 1 may be more relevant to
those pursuing Programs in HR while the second one for those pursuing Social
work and other helping Professions while the third one may be for all managers
pursuing general Management programs and MBA in general.
Methodology:
The course will
consist of four parts
1.
Conceptual
readings and presentations and discussion including some self-assessment on
tests like those given in the books.
The
conceptual work will require reading of books and articles on leadership to get
the conceptual underpinnings right. These include the works of Warren Bennis on
Crucibles of Leadership, McClelland on Power Motivation of leaders, Udai Pareek
on Institution Building, Noel Tichy on Leadership Engine, Dave Ulrich on
Leadership in Asia etc.
2.
Readings
of case studies and presentations: Choose from one of the Cohorts. The participants
will make presentations of the case studies on what qualifies them to ebb be leaders,
leadership qualities, crucible experiences, who impacted them, leadership activities,
competencies, influencers and lessons for understanding and developing
leadership for people of the age groups and sectors represented by the participants.
Each presentation should specify at least one lesson and one action plan for
developing self and nurturing others.
3.
Preparation
of case studies by participants including a self-study. Each participant will
write and present a case study of one’s self using the case studies presented
in Leaders in the making by Agrawal and T V Rao or the book 1000 Managers in action.
The case studies can be based on net search and preferably interviews on line.
This will be specified in the class.
4.
Preparation
of Development plans for self-including a plan for development action. This
could be based on a 360 Degree Feedback or a personal coaching session between
pairs or triads (groups of 2 to 3 participants)
Classroom sessions
with presentations by participants
For whom:
·
MBA or
PGDM students, Masters in HR, Doctoral Degree or fellow program students.
Social work students or Masters in education and allied subjects
·
This
course will be of immense value to Executive Education Programs offered by most
B-Schools and Universities. This course is based on practical experiences
combined with research work in India.
Detailed sessions:
Sessions 1 – 5 (90
minute sessions): Concepts and approaches to Leadership: 1. Peter Drucker
(2004), 2. Noel Tichy (1997), 3. Warren Bennis and
Thomas (2002), 4. Dave Ulrich
(2010), 6. Zenger and Folkman (2002), 7. Jacob Morgan
(2020), 8. McClelland and Burnham (1976), 9. Pareek, 1981, 2002), 10. Jim
Collins (Level 5 leadership 2001), 11. Rao (2010) on the four types of Managers
from Managers h who make a difference.
Each session will discuss two Approaches or
articles or books from the above. The readings are given at the end.
Sessions 6-10. The participants will select
three case studies per session from any of the cohorts they choose (HR Leaders
from Agarwal and Rao or Corporate Managers from 100 Managers in Action or
Effective people from Rao, 2015) and will prepare a ppt on the case studies for
presentation for 15 minutes each highlighting the case and lessons. In case
they choose from Effective people they will also take the questionnaires given
at the end of the chapter of that respective case and share their responses and
views to improve the tool. Participants are encouraged to take from different
sectors or areas.
Sessions 11& 12: Filed work
Preparation: Methodology for case study collection developing Interview
schedule and Mock Interviews
Sessions 13: Choice of case studies to be
done discussion and presentation of preliminary work. Reasons, criteria,
sources of information etc.
After session 13 there will be time or
break for Filed work
Sessions 14 and 15: Presentation of case
studies in groups and sharing of lessons and Individual Development plans
Outcome: For each course the expected outcome
will be a possible publication by the group of participants. For example in a
class of twenty we expect at least 10 case studies to be developed and participants
can work in pairs for interviews and preparation of case studies. The case
study should be of similar size as that given in Agrawal and Rao and not
exceeding 8000 words.
Evaluation:
Class participation:
in 10 sessions including presentations 25%
Course work: Tested by
class test or review papers 25%
Case studies – Project
work: 50%
Leadership case Studies:
Cohort 1: HR Leaders
(from the book by Arvind Agrawal and T. V. Rao: Leaders in the Making:
Crucibles of change makers in HR; 2022, Penguin Books);
1.
Anand Nayak
2.
Anil Khandelwal
3.
Anil Sachdev
4.
Anuranjita Kumar
5.
Aquil Busrai
6.
Aroon Joshi
7.
Ashok K. Balyan
8.
Chandrasekhar Sripada
9.
D. Harish
10.
Dileep Ranjekar
11.
Hema Ravichandar
12.
Kishore K. Sinha
13.
Marcel Parker
14.
Niddodi Subrao (N.S.) Rajan
15.
P. Dwarakanath
16.
Pradeep Mukerjee
17.
Pratik Kumar
18.
Raghu Krishnamoorthy
19.
Rajeev Dubey
20.
R.R. Nair
21.
S.V. Nathan
22.
Santrupt Misra
23.
Satish Pradhan
24.
Saurabh Dixit
25.
Shrikant Gathoo
26.
Sridhar Ganesh
27.
Vineet Kaul
28.
Visty Banaji
29.
Vivek Paranjpe
30.
Yogi Sriram
Cohort 2: Leaders from
the book “Effective People” by T. V. Rao (Penguin random House: 2015)
Doctors: 1. Dr. Mukesh
Chawla, 2. Dr. Ramakant Panda, 3. Dr. Devi Shetty, 4. Dr. Naresh Trehan, 5. Dr
Prathap Reddy and 6. M.C. Modi
Civil Servants:1. Inderjit Khanna, 2. Anil Bordia, 3. N. Vittal,
4. D.R.Mehta, 5. . Sreedharan, 6. Kaza
Gandhi, 7. Jayprakash Narayan, and 8. D.J. Pandian
Educational
Entrepreneurs : 1. Kiran Bir Sethi, 2. Manjula Shroff, 3. Sridhar
Rajagopalan, and 4. Amitabh Shah, 5. Dr. Ashok Agarwal 6. K Sharat Chandra, 7. K
K Nair
Professors: 1. Dr Samuel Paul, 2.
Anil Gupta, 3. Shantha Sinha, 4. Kiran Seth, 5. Trilochan Sastry, 6. Jagdeep
Chhokar, 7. P.N. Khandwalla, 8. Kavil Ramachandran and 9. M.S. Pillai
Social Workers: 1. Shanti
Ranganathan, 2. Gagan Sethi, 3. Thomas Raja, 4. Jadav Payeng, 5. Ayyappa
Masagi, 6. Virendra Singh 7. Narayanan Krishnan, 8. Laxmi Gautam, 9. Balaji
Sampath, :10. Uttam Teron, and 11. Rajani Paranjpe
Other Professions : 1. K V Kamath, 2. Homi
Bhabha, 3. Salim Ali, 4. Dr Anil Khandelwal, 5. Varghese Kurien, 6. C.N.R.Rao
and 7. Dr APJ Abdul Kalam
Cohort 3: Leaders from
the book: 100 Managers in Action by T V
Rao and Charu Sharma: Tata McGraw-Hill, 2012 and Managers who Make a Difference
by T V Rao (IIMA Books: Penguin Random house, 2010)
VISION AND VALUES
1. Deepak Patel
2. Arun K Saha
3. Alok Bhargava
4. Deepak Mullick
5. S. Chandrasekhar
6. Venkataram Arabolu
7. Mahendra Agarwal
8. Mahendra N Patel
9. G V Prasad
10. Atul Dalmia
11. Hemal Patel
12. Sushil Agarwal
13. Dr Ashok Agarwal
STRATEGY
OR POLICY FORMULATION, PLANNING AND GOAL SETTING
14. Dr Malay Mahadevia
15. P M Nanjappa
16. AK Sharma
17. Samuel Varghese
18. N Rajkumar
19. Rakesh Arora
20. Jacob Mathew
21. Biren Vora
22. Anil Arya
23. Karuna Sagar
TECHNOLOGICAL
LEADERSHIP AND SYSTEMS THINKING
24. J S Rao
25. Dr Dileep Madhusudan Wakankar
26. Pabbaraju Ramakrishna Raju Ramdas
27. Harish Chib
28. M V Sreeram
29. Neeraj Bhatia
30. Rupesh N Shah
31. Sheshanth Bhambore
32. Gopala Shenoy
33. Akhilesh Kumar Goel
34. Saumen Bhaumik
35. M S Shantharam
36. Seenivasan K
INSPIRING,
DEVELOPING AND EMPOWERING STAFF
37. R Mahalingam
38. Vikas Vinayak Vaze
39. Saurabh Dixit
40. R Venkattesh
41. Anil Fotedar
42. P B K Charan
43. Sachin J Karnik
44. Angshu Mallick
45. Nitish Kumar Das
46. Mahesh Majithia
CULTURE
BUILDING
47. P V Sankar Dass
48. T Kumaran
49. Sasidharan Nair
50. Nirbhar Neogi
51. Shesh Narain Singh
52. C D Mathew
53. T K Mazumdar
54. Dr Mangesh Manohar Borkar
55. Amit Dilip Karandikar
56. Chacko Joseph
57. E V S Chakravarthy
TEAM
WORK AND TEAM BUILDING
58. Jitendra Mahapatra
59. Dr Sunil Deval
60. Harsharan Marwah
61. Abhilash Sonwane
62. Akshat Premshankar Joshi
63. Mukesh Sharad Mahajan
64. Girija S
65. Ashok Sadananda Hegde
66. Vijay Dave
67. N Kannan
68. Sanjay Rikhy
MANAGEMENT
OF COLLEAGUES/ INTERNAL CUSTOMERS
69. Anuj Bhagwati
70. Jignesh N Patel
71. Umesh Khachar
72. Falgun Desai
73. Gaurav Sharma
74. Rajendra Kagwade
75. Girish Kumar
76. S Viswanathan
77. Nirmal Punjabi
78. Vivek C Nair
79. Mallikarjuna Rao
LIAISON
WITH BOSS AND TOP MANAGEMENT
80. Paneesh Rao
81. I V Sarma
82. Parthapratim Chakrabarty
83. Uttam Sahay
84. Dr Shaloo Pandhi
85. V Gowri Shanker
86. Subir Kumar Hajra Chaudhuri
87. Meera Gopalakrishnan
88. Raaj Venugopal
89. Tarpan Ramesh Patel
90. Rajnikanth Prasad
EXTERNAL
CUSTOMER RELATIONS AND CLIENT MANAGEMENT
91. Dr Geetha Ramkumar
92. Vijayarathna Venkatraman
93. VB K Rao
94. Vikas Chachra
95. S Rajendran
96. Dr Prasad K Deshpande
97. Surinder Seru
98. S Pitchai
99. Mahesh V
100.
Shivdas
Dhas
101.
Surendra
B S
102.
Paul
Victor
103.
Priten
Bangdiwala
104.
Sourav
Daspatnaik
LEADERSHIP
STYLES
105.
Bhaskar
Bhat
106.
V R
Kaundinya
Readings and references
Bennis, warren, and Thomas, Robert J.
(2002) Crucibles of Leadership, Harvard Business Review, September, 2002; https://hbr.org/2002/09/crucibles-of-leadership
Boyatzis, R.E. (1982), The Competent
Manager: A Model for Effective Performance, John Wiley & Sons, 1982. Cohen,
William (2020), Peter F. Drucker’s Leadership: see https://
www.corporatelearningnetwork.com/leadership-management/ articles/drucker-called-these-two-organizational-qualitiesessential
(downloaded on 9-9-2021)
Drucker, Peter (2004), ‘What Makes an
Effective Executive’, Harvard Business Review Communication, June 2004,
https://hbr.org/2004/ 06/what-makes-an-effective-executive
Drucker, Peter (1999) Managing Oneself:
Harvard Business review
Collins,
J. (2001) Level 5 Leadership: The Triumph of Humility and Fierce Resolve.
Harvard Business Review, 79, 67-76.
Ganesh, S. R and Joshi, P. (1985) Vikram
Sarabhai Leadership Style, Vikalpa, Vol. 10, No. 4, October-December, 1985
McCall, Morgan W.,
Lombardo, Michael M. and Morrison, Ann M. (1988), Lessons of Experience:
How Successful Executives Develop on the Job, New York: The Free Press
McClelland, David C. and Burnham, David H.,
‘Power is the Great Motivator,’ HBR Classic, 1976, 2003
Rao, T.V. (2010), Managers Who Make a
Difference, New Delhi, IIMA Books, Random House.
Rao, T.V. (2015), Effective People, New
Delhi, Penguin Random House.
Rao, T.V. and Charu Sharma (2011), 100
Managers in Action, New Delhi, Tata McGraw-Hill publication.
The CIPD Professional Map Downloaded on
7-9-2021, https://www.
coursesonline.co.uk/everything-you-need-to-know-about-cipdsnew-2021-qualifications/
The SHRM Competency Model (2016), https://www.shrm.org/
LearningAndCareer/competency-model/PublishingImages/pages/
default/SHRM%20Competency%20Model_Detailed%20Report_ Final_SECURED.pdf
downloaded on 12-9-2021
Tichy, Noel (1997), The Leadership Engine:
How Winning Companies Build Leaders at Every Level, New York, Harper Business.
Ulrich Dave: (2010) Leadership in Asia
Challenges and Opportunities, McGraw-Hill Education, Ministry of Manpower
Singapore.
Ulrich, Dave, Mike Ulrich, Erin
Wilson Burns and Patrick Wright (2021), ‘New HRCS 8 Competency Model
Focuses on Simplifying Complexity’, 22 April 2021; https://www.rbl.net/
insights/articles/new-hrcs-8-competency-model-focuses-onsimplifying-complexity
Wright, Patrick M., Mike Ulrich, Erin
Wilson Burns and Dave Ulrich (2021), Navigating HR’s Impact, HRCS Round 8
Findings: HRCS, The RBL Group and Michigan Ross: file:///C:/Users/
Admin/Downloads/HRCS-8-report-final.pdf
Zenger, John H. and Joseph Folkman (2002),
The Extraordinary Leader, New Delhi, Tata McGraw-Hill (Original McGraw-Hill
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Other possible references & articles
Singh, Pritam, (2017) Leadership
challenges: Issues and Challenges, NHRDN Journal, December 2017
Bhandarkar, Asha and Singh, Pritam (1999)
Parenting transformational Leaders, MDI Journal, 3(1).
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Vohra.
N. & Kumar, Mukul. (2009). Relevance of Peter Drucker's work:
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Vohra, N., &
Bhatnagar, D. (2011). Leadership Development in Organizations in India: The why
and how of it: Introduction.Vikalpa: The Journal for Decision Makers, 36(3),
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Vohra, N., Shatdal,
A. & Bhatnagar, D. (2011). Leadership development: Insights and way
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Gladwell, Malcom (2008) Outliers: Allen
Lane, Penguin Books
Khanna, Inderjit (2022) Flashes Before my
Eyes: The Civil Service and More, Rawat
Publications: Jaipur
Nooyi, Indra (2021) My Le in Full: Work,
Family and Our Future, Penguin random House
Thomas Thakadipuram (2022 in press) Leadership Wholeness: A Model of Spiritual
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Bhaumik,
Mani (2006) Code Name God: The Spiritual Odyssey of a Man of Science, Penguin
Books
Gupta, Vishal (1920) First Among Equals: T-R-E-A-T Leadership for L-E-A-P in a
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