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
·
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