Leadership Lessons From Ratan N. Tata

Ratan Tata is an Indian industrialist and philanthropist. He is a visionary leader and managing change is second nature to him. His leadership exudes confidence in others and has inspired many to become leaders in his own company, and through his service-oriented nature, influenced several others outside of his organizational space. Tata's leadership commands respect throughout the world, which is highlighted by the numerous prestigious awards bestowed upon him. This chapter aims to present and explain his leadership practices through case scenarios. These lessons on leadership are transferable and may guide future leaders of tomorrow to lead our world with wisdom, dignity, humility, and authenticity.

Leadership lessons for engineers

The purpose of this study is to describe a MSc course aimed at preparing the elite of engineering education, providing knowledge, developing skills and experience that will allow graduates of Master degree programs not only to find a job, but also to build a successful professional career and a happy life consciously. The presented masters course introduces the best practices of leadership development from the rector of KNRTU-KAI, Albert Gilmutdinov (20122021) (based on his book Leadership Lessons), advanced experience in the development of leadership skills from Russian and foreign universities, as well as a unique American teaching methodology aimed at the peculiarities of training engineering personnel. The study reveals the problems of training modern engineering specialists: engineering student negative attitudes (I cannot learn English, it is too difficult to apply for a grant, an interesting job can only be found by acquaintance); inability of young people to answer questions about how to find a job in their life, how to work hard and not get tired, how to become successful and at the same time maintain good relations with people. The team of authors of the course believes that the results of the implementation of the Leadership Lessons project can be of professional interest not only among masters students, but also among all students of engineering schools, increasing the personal activity of students, their demand in the labor market, as well as strengthening ties between employers and the university.

Viewpoint Leadership lessons for institutional development in Albania and Kosovo: handout versus giving a hand

PurposeThis essay draws on my experience in the democratic development of Albania and Kosovo. These leadership insights are shared in the contemporary context of the changes in the past ten years to the international development landscape in the Western Balkans and Central and Eastern Europe. My professional reflections on leading efforts to establish democratic institutions form the basis of these case studies on Albania and Kosovo. Drawing on these reflections (Schon, 1982) can generate a deeper understanding of the leadership practices that facilitated a successful transition, as well as make explicit the implicit practices in leadership that resulted in less than successful efforts.Design/methodology/approachThe analysis of the democratic development challenges in Albania and Kosovo are based on my experience in managing multi-million dollar nation building programs in both countries.FindingsThe democratic development of Kosovo and Albania illustrate the challenges that most leaders in governments and civil society face working in transitional societies. It should come as no surprise that their respective roles and goals will come into conflict as local leaders fight to hold onto power, while many Western good governance programs promote sharing of power. This conflict is complicated by the question of to whom the NGOs and international organizations are accountable – their donor or the community they are working in?Originality/valueThe analysis is based on personal experience in developing and implementing nation-building programs in Albania and Kosovo.

Is The Aeneid Relevant to Modern Leadership?

<p>This thesis explores the Aeneid, Virgil's foundation epic of the Latin canon, from a values-based leadership perspective, which is defined as the moral foundation underlying stewardship decisions and actions of leaders. The Aeneid was originally written to enhance the political legitimacy of the Augustan principate, deliver a cohesive national identity, and extol traditional Roman virtues—all of which were deemed critical to the peace, prosperity and effectiveness of the Roman imperium. Further, this study reviews the epic in its historical context, codes the themes of its key leadership lessons, and employs a mixed-method research framework to juxtapose the leadership lessons identified to the demands of modern leadership. Specifically, the Aeneid is analyzed to juxtapose the resonant leadership elements of vision, culture and values—and their corresponding equivalent Roman themes of fatum, pietas, and virtus. Whether viewed qualitatively or quantitatively—in the first century BCE Rome of Virgil or across modern sectors (i.e., for profit, non profit, government)—results from this study suggests that rather than bowing to the illusion that current events (e.g., globalization, communication, computing) are beyond ancient insights, this study affirms the unequivocal relevance of the Aeneid to the demands of modern leadership. First, a compelling vision, larger than any individual, is found to be necessary for organizational success and sustainability in the Aeneid, contemporary Rome, and modern organisations. Second, nurturing the culture or prevailing attitudes, beliefs and preferences through multiple approaches, including symbols and rituals, is affirmed to be a critical aspect of organisational leadership which is shared by ancient and modern leaders alike. Third, the Aeneid was coded into the following eight values (or virtus) in order of importance: integrity, good judgment, leadership by example, decision-making, trust, justice/fairness, humility, and sense of urgency. Of note, integrity was by found to be the most superordinate, essential and resonant value by far—without this the other values are severely lessened in worth. Far beyond transmitting a worn standard diatribe of stoic Greco-Roman values, the Aeneid timelessly illustrates the tensions and tradeoffs facing leaders amidst changing circumstances, challenges, and resource constraints. Far beyond being wooden and moralistic, Virgil adjures leaders to reflectively struggle with inner conflict and growth as they decide on what changes to seek and to what moral foundations must be steadfastly adhered. Far from simply promulgating a celebratory, self-aggrandizement of the Augustan regime, the Aenied echoes an arching vision of the Roman imperium which is universally rooted in the rule of law and climbs to the highest aspiration of mankind’s advancement. In sum, while the Aeneid extols prototypical values, the epic instructs that truly effective leadership is not about being a monochromatic prototype. Rather, the epic reveals that the essence and privilege of effective leadership demands reflection on the dynamic relationship between the leader and the led towards a better, envisioned future.</p>

Is The Aeneid Relevant to Modern Leadership?

<p>This thesis explores the Aeneid, Virgil's foundation epic of the Latin canon, from a values-based leadership perspective, which is defined as the moral foundation underlying stewardship decisions and actions of leaders. The Aeneid was originally written to enhance the political legitimacy of the Augustan principate, deliver a cohesive national identity, and extol traditional Roman virtues—all of which were deemed critical to the peace, prosperity and effectiveness of the Roman imperium. Further, this study reviews the epic in its historical context, codes the themes of its key leadership lessons, and employs a mixed-method research framework to juxtapose the leadership lessons identified to the demands of modern leadership. Specifically, the Aeneid is analyzed to juxtapose the resonant leadership elements of vision, culture and values—and their corresponding equivalent Roman themes of fatum, pietas, and virtus. Whether viewed qualitatively or quantitatively—in the first century BCE Rome of Virgil or across modern sectors (i.e., for profit, non profit, government)—results from this study suggests that rather than bowing to the illusion that current events (e.g., globalization, communication, computing) are beyond ancient insights, this study affirms the unequivocal relevance of the Aeneid to the demands of modern leadership. First, a compelling vision, larger than any individual, is found to be necessary for organizational success and sustainability in the Aeneid, contemporary Rome, and modern organisations. Second, nurturing the culture or prevailing attitudes, beliefs and preferences through multiple approaches, including symbols and rituals, is affirmed to be a critical aspect of organisational leadership which is shared by ancient and modern leaders alike. Third, the Aeneid was coded into the following eight values (or virtus) in order of importance: integrity, good judgment, leadership by example, decision-making, trust, justice/fairness, humility, and sense of urgency. Of note, integrity was by found to be the most superordinate, essential and resonant value by far—without this the other values are severely lessened in worth. Far beyond transmitting a worn standard diatribe of stoic Greco-Roman values, the Aeneid timelessly illustrates the tensions and tradeoffs facing leaders amidst changing circumstances, challenges, and resource constraints. Far beyond being wooden and moralistic, Virgil adjures leaders to reflectively struggle with inner conflict and growth as they decide on what changes to seek and to what moral foundations must be steadfastly adhered. Far from simply promulgating a celebratory, self-aggrandizement of the Augustan regime, the Aenied echoes an arching vision of the Roman imperium which is universally rooted in the rule of law and climbs to the highest aspiration of mankind’s advancement. In sum, while the Aeneid extols prototypical values, the epic instructs that truly effective leadership is not about being a monochromatic prototype. Rather, the epic reveals that the essence and privilege of effective leadership demands reflection on the dynamic relationship between the leader and the led towards a better, envisioned future.</p>

E-Leadership: Lessons Learned from Teleworking in the COVID-19 Pandemic

During the pandemic crisis, teleworking was compulsory for many workers, without the time and conditions to organize themselves for this transition. Therefore, the leadership needs to respond quickly to changes that occur in times of crisis—such as the current pandemic—adjusting its competencies to prioritize the well-being of employees, define performance goals, follow-up on these goals, provide guidance and support teleworkers, and improve feedback processes. The present study aims to propose an e-leadership theoretical model based on lessons learned from the coronavirus pandemic. To that end, we describe and discuss a survey on the perceptions of support received from managers during the initial 3 months of the pandemic. For this purpose, we collected data with 7608 workers distributed to 95 public service organizations in Brazil. In addition, we also reviewed several empirical studies that assessed the role of leadership in the proper functioning of telework. The support of leaders is directly associated with the theory of organizational support. In moments of crisis like the current one, this focus on leadership is even more critical. Thus, we present a theoretical model for e-leadership that should expand from the telework experiences during the coronavirus pandemic.

The Pyramid of Values: Value-based Leadership Lessons from the Bhagavad Gita

The Bhagavad Gita (BG) is studied from spiritual, theological and religious perspective. It is a collection of 700 verses wherein beset by compassion and grief, Arjuna loses the will to fight and has a nervous breakdown. The supreme lord Srikrishna’s preachings by which he convincingly manages to motivate Arjuna to fight his enemies with determination constitutes the gist the BG. It is considered as ‘India’s book of Answers’ to all the problems of human civilization and has inspired generations over thousands of years. Srikrishna preaches three-fold path of: i) Action (Karma); ii) Devotion (Bhakti) and iii) Knowledge / Intellect (Jnana) emphasizing that the greatest battles are fought in one’s own mind. Wisdom from the BG is increasingly recognized in the field of leadership and management. It emphasizes that the core of leadership lies in one’s character and is influenced by ‘Value’ systems and combination of three key ‘Personality’ traits. A good leader should cultivate ‘Sattvic’ virtues and act selflessly for greater good of all with judicious use of power that comes with authority. The principle leadership lessons taught by BG are: i) To know thyself; ii) Practice renunciation by selfless service; iii) Fearless action with integrity; iv) Embrace formidable challenges with a prepared mind to face them and v) Moral righteousness. The BG recommends one to approach leadership role with an attitude as a custodian who protects and motivates his team by practising the art of ‘Active Listening’. Incorporating the teachings of BG would facilitate a leader to be free of bias, observe equanimity and make wise decisions leading to contentment and inner peace.

Peter Drucker’s Principles, Philosophies, and Practices

Purpose: The purpose of this research paper is to explore Peter Drucker’s principles, philosophies, and practices. Knowledge workers and thought leaders are explained and knowledge and wealth are differentiated. The paper advises how everyone can excel as a knowledge worker and implores the augmentation of a knowledge pipeline. It outlines competencies for 21st -century managers and offers a strategy in an unpredictable world. Despite rapid changes in technology, the impact of Drucker’s ideas is shown to endure as his ideas on humanity, technology and prosperity are still relevant today. This article outlines his leadership lessons and equips the reader with his fundamental management tools. Drucker’s resonance reveals that individuals are mortal and ideas are immortal. The discourse substantiates that Peter Drucker is more relevant today and his ideas and insights continue to inspire the world, calling upon management thinkers, scholars, and practitioners to keep his legacy alive and carry it forward to build a better world. Research Limitations/Implications: The manuscript covers knowledge workers and management applying objectives from Peter Drucker’s perspective