Leadership in India: A Need to Keep Pace with India's Growth Story?
"First they ignore you, then they laugh at you, then they fight you, then you win.” —Mahatma Gandhi This, our FIFTH WHITE PAPER, Leadership in India: A Need to Keep Pace with India's Growth Story? explains our experience of developing leaders in Indian corporations in the context of India’s growth story. With recent and projected growth rates to 2020 in GDP of over 7% India is the fastest growing large country in the world. However, if it is going to achieve its potential there are many issues that need to be addressed, not least of which is the development of its leaders.
OUR FOURTH WHITE PAPER is Leading Across Cultures; Developing Leaders for Global Organisations and looks at how our cultural influences impact our values and beliefs and consequently our behaviours and working practices, including leadership styles. Different cultures value different leadership approaches and also attach different importance to business goals. This can create confusion, misunderstandings and conflict. Nevertheless, companies with extensive ethnic diversity are more likely to deliver the innovative ideas and the creativity to deliver new products, services and solutions. This white paper explores the limitations and considerations of tapping into that potential for global organisations
THE THIRD White Paper in our series on Transpersonal Leadership is now out! Sustainable Leadership; Rewire Your Brain for Sustainable Success explores why we need a more sustainable approach to leadership and how we can shift from the old mechanistic view of leadership to a more sustainably effective one that is appropriate for the 21st century.
THE SECOND White Paper in our series on Transpersonal Leadership - Women, Naturally Better Leaders for the 21st Century - looks at the reasons why we have a confluence of women playing a greater role on the world stage in the workplace. It also covers the reasons behind some of the cultural barriers that hitherto have kept them from achieving parity at the most senior levels.