|No. of Pages:||448|
About The Book
Leaders, who only live in the present and respond to its special pressures anddemands, would fail to achieve quality of leadership and the change required in thefuture. In today's digital age of the millennial, transparency and social awareness haveto be the cornerstones of any organization. Leaders and their HR need to align theircurrent values accordingly. Some fundamentals like truth, humility, courage, energy,edge, equity, social justice will have to be brought back into the organization leadershipDNA.
All of us are aware about the spurt in leadership development activities in India over therecent years. There have been frantic efforts in Indian as well as foreign companies todevelop leadership quickly across all levels in the organization. The reason of thisrecent surge lies in the current growth trajectory of Indian companies. Many Indiancompanies are growing at a rate which is mind-boggling. Companies which grew at 3 to4 percent per annum for the first 30 years of their history, grew 10 fold or more since theadvent of the new millennium. There are examples of several companies which haveexpanded phenomenally during the last decade, from Pan-India operations tomanufacturing in 5 countries and doing business in 30 countries, increasing theirmanpower five times more than the number of people they had ever hired. This has puttremendous pressure on companies to develop leadership at all levels in the shortestpossible time.
So the natural question that comes up is: what kind of leaders do we need today inIndia?
When we explore our own past, we expect our leaders be it in the form of god, king, orentrepreneur, to be 'Sarva Guna Sampanna', i.e. one who has all identified
competencies and qualities required to be the 'right' leader. Today the imperative forsenior leaders is to keep actualizing the talent in themselves and also in the band ofleaders all over, whether leading from the front or middle or behind.
About The Author
KK Sinha is a Graduate with Honours in Economics and Post Graduate in PersonnelManagement / LSW (Gold Medalist, University of Patna). He has worked and alsoassociated as Consultant in organizations like SAIL, NTPC, Reliance and Jindals,Damodar Valley, Aditya Birla Group, Adani, Tata Power etc.
He has received extensive learnings in Human Resources in Harvard Business School,Templeton College (Oxford), Michigan Business School, Tata Management Centre, IIMs.
He has also written a Book, "My Experiments with Unleashing People Power",which hasbeen rated in Business Standard's The Strategist top five. Currently, he is associated inthe leading Business School, Birla Institute of Management Technology (BIMTECH).
Ajay Soni is currently working as the Chief Learning and Leadership DevelopmentOfficer, Group HR, Aditya Birla Group, Mumbai.
Ajay has combined experience in business and consulting and has also worked withICI, Unilever, Larsen and Turbo and HPCL.
Ajay had been a Practice Leader for Leadership Consulting - Asia Pacific, in Aon Hewitt,primarily working on developing leadership strategy for organizations, doing executivecoaching, doing talent and leadership assessments etc.Ajay had been an advisor tovarious corporations in Asia Pacific and has consulted over 150 organizations acrossthe region