IA LEADERSHIP

Table of contents :
Chapter 1 - INTRODUCTION
P:
1
59 Advice on Leadership 5000 Years Ago. 2
Yardstick to Measure Good Leadership. 5
Leadership Specific to a Field of Work. ‘ 6
| ~ BatleE xperiande Lneadcersehip . 8
3 Leadership and Management. 8
Leadership is a By-product of Spirituality. 11
Use of this Book for Self Development. 13
Chapter 2 - LEADERSHIP DEFINED : PROCESS
AND FUNCTIONS OF LEADERSHIP 16
4 Definition of Leadership. ; 16
;, The Leadership Process : The Mahavakya. 19
i i Saving Ladakh : 1947 - 48 War. 23
,‘} Capture of Baldy : 1971 War. 25
Bangladesh War : 1971 War. 28
Functions of Leadership. 34
Military Leadership Grid.
Chapter 3 - UNIVERSAL INNER STRUCTURE
OF GOOD LEADERS
What is Character?
What is National Character?
Universal Inner Structure of Good Leaders.
Selflessness : The Foundation of Leadership.
Selflessness : The Source of Integrity.
Selfishness.
Evidence of History: Importance of Selflessness.
Selfish Ambition and Leadership.
Organisational Culture to Promote Selflessness.
Selflessness and Armed Forces.
Major Prithi Chand Saves Ladakh.
Chapter 4 - THREE ESSENTIAL QUALITIES
OF CHARACTER
Courage. :
Anatomy of Fear.
Control of Fear and Strengthening of Courage.
Dilemma of Decision Making,
Operation Overload.
Operation Meghdoot : Siachen Glacier.
Will power.
Initiative.
I
Chapter 5 - KNOWLEDGE OF JOB AND SELF
Knowledge of the Job.
Knowledge of Self.
Interpersonal Needs.
87
88
91
94
Appendix A - Fundamental Interpersonal Relation
Orientation of Behaviour Test
(FIRO-B Test). 97
Appendix B — FIRO-B Test : Model Score Sheét. 104
Appendix C — FIRO-B: Broad Tendencies.
Appendix D — FIRO-B: Some Sample Scores.
Chapter 6 - DEALING WITH PEOPLE
Dealing with People at Various Levels.
Human Nature.
Ultimate Formula for Dealing with People.
Communication : To Know People.
Leadership Styles.
Officer-Man Relationship.
Growth of Individual.
Officer and his Sahayak.
Practical Hints to Deal with People.
Dealing with People Working for Leader.
Dealing with Colleagues.
Dealing with Commander.
Dealing with People : Sample Self Exercise.
106
107
115
117
117
119
122
123
126
128
129
133
134
137
138
141
v
Chapter 7 - STRENGTHENING ‘TO BE’ FOR
GOOD LEADERSHIP 142
Strengthening Leadership Potential. 143
Self Development Diary. 146
Self Development Diary : A Case Study. 148
Equation of Happiness. 151
Chapter 8 - SUSTAINING MOTIVATION FOR SELF
DEVELOPMENT TO BE A LEADER 156
Investment in the Health of the Body. 159
Investment in the Health of the Mind. 159
Investment in Spiritual Health. 159
Investment in the Health of Society. 160
Study of Outstanding Lives. 161
Part II - HIGHER COMMAND
Chapter 9 - ESPRIT-DE-CORPS : THE SOURCE OF
MILITARY EXCELLENCE 169
Morale 171
Spiritual Foundation. 171
Mental Foundation. 172
Material Foundation. 172
Esprit-de-Corps. 173
Regimental Systems. 175
Traditions. 177
Officers Mess. 178
Command of Own Unit. 178
T
v
Mandir, Masjid, Gurdwara, Church. 180
£ Retirement. 181
“ Chapter 10 - HIGHER LEADERSHIP 186
\‘ Preparation for Higher Command. 186
‘ Our Heritage as an Officer Corps. 188
Post Independence Period. 191
! Developments since 1947. 193
Higher Control of Defence. 193
Civil Military Relations. 194
| Civil Milital:y Relations in Insurgency-prone
Areas. 199
Grooming for Higher Command. 201
| Moral Courage to say ‘No’. . 204
: The Qualities of Higher Commander. 207
Method of Command. 209
Chief of Staff. 211
Experience of War. 212
The Principles of War and Counter Insurgency. 214
Obstacles to Leadership Development. 215
Conclusion 227
Notes 229
Recommended Readings 239
LIVES OF PEOPLE WHO INSPIRE

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|

LEADERSHIP

st Edition nted By

y Rights Reserved

April 1999 HQ ARTRAC Headquarters

Army Training Command Shimla-171003 (India) Rs. 150/-

Editted & uploaded By: Zalaraz Khan @zalarazkhan247 IG Scanned by certain close friend that went through the trouble of finding this book in a private collection, he chooses to remain unnamed for now -but billions will come to know him soon enough... Dedicated to all frens with the Aryan spirit of adventure & excellence !

DEDICATION Dedicated to eight hundred and nineteen officers of the Indian Army who made the supreme sacrifice in battle while living up to the credo of an officer in free India;

The Safety, Honour and Welfare of the country come first, always and every time.

The Honour, Welfare and Comfort of the men you command come next. Your own Ease, Comfort and Safety come last, always and every time.

KNOWLEDGEMENT We are grateful to Lt Gen Dr. M L Chibber, PVSM, AVSM Padma

Bhushan)

for

his

work

untiring

dedication,

(also and

comprehensive inputs, without which this book could not have been

i

written and published.

SRS

We would also like to thank the following officers for their valuable contributions, suggestions and time, so generously given : o

Lt Gen Z C Bakshi, PVSM, M‘\_’C,. :AXSM,‘ VrC

2

e

Lt Gen K P Candeth, PVSM, (also Padma Bhushan)

o

LtGenRSDyal PVSM/MVC,AVSM

o

LtGenS S Grewal, PVSM,

e

LtGenRK Gaur, PVSM

e

Lt Gen Rajkumar Jasbir Singh, PVSM, éVSM

AVSM, VSM, SM

.

.

Sagn

*

e LtGenCK Kapur, PVSM, AVSM - - . . ¢

Lt Gen Sagat Singh, PVSM, (al\s_o ?adma(?husha.n_)

*

LtGen K M Seth, PVSM, AVSM g

¢ LtGenY N Sharma, PVSM,VSM ™"~ ¢

LtGen S K Sinha, PVSM

Lt Gen Vijay Oberoi, PVSM, AVSM, VSM

* -

. #

THE THEME “During the two world wars, the durability of a more on character than capacity.”

- Lord.Moran

A PIjZRSdN OF CHARACT ERIS

:

¥

An honest person.

¥

Aperson with a sense of duties and obligations of the*

i



has

over

the

Seeking unfair advantage through

centuries

seeped

into

the

culture

Indian sub-continent. Fortunately, however, it has been

sfully kept out from the military.

of

fairly

And that is how it has to

or an organisation in which comradeship and self-sacrifice are nctional compulsions. How can an officer seek an unfair tage when his basic ethos requires him, even to lay down his for a comrade. It is something ¢ not done’ and we should be

misplaced feeling among some officers that with proper fficer can get things done for himself. Those officers

. served in the MS Branch know the truth. It is a very

:

percentage of officers who make an attempt at “sifarish’ and ns. The that too, mostly, to seek postings at desired statio ones are persistent temaining go along with the system. The more

219

v

the most hostile reaction. soon stem are those very sy the ol s tic cri al voc l mos Normally, the and have ure an un fair advantage scc to cd tri e hav o wh men tle gen to develop and

spotted

gel

gencerally

‘pull’, fail Officers who tend to depend on ncr than their real soo ay aw e fad and ce en et mp professional co a uld be pitied rather than be sho ty ori min ll sma s Thi . ial potent

failed.

cause of worry or envy (o others. Privileges.

sion. thal goes on There is often a good bit of discus w

that greater pnvnl‘ege's gro about privileges of officers. Is it true the justify ponsibilities, and that the latter

out

larger

of

former?

res

greater Fhe Obviously, the bigger the responsibilities,

annoyances of routine need to free the incumbent from trifling is an interesting living. But where do you draw the line ? There ry. SLA Marshall analysis of this problem in the American milita military : puts it in these words which may be applicable to any «One

of the keenest-minded

Americans

of our

time

has

said

:

‘Responsibilities are what devolve upon a person, and privileges

are what he ought not to have, but takes in a perfect universe, that

would be a perfect truth.

But men being as they are, prideful and

desirous of any mark of recognition, privileges are the natural accompaniment of rank and status, and when not wilfully misused, may contribute to the general welfare.

At all levels, men

aspire more, and their ambition will be firmer, if getting ahead will mean for them an increase in the visible tokens of deference from the majority, rather than simply a boost in the pay cheque.

To complain about this quality in human nature is as futile as regretting that the sun goes down. However, since it is out of the abuse of privilege that much of the friction between authority and

the: rank-and-file arises, the subject cannot be dropped at this point. What. puts most of the grit into the machinery isn’t that privileges exist, put that they are

exercised too often by persons

who are not motivated by a passionate sense of duty. For it is an almost inviolable rule of human behavior that the man who is concerned most of all with his responsibilities will be fretted least apout the matter of his privileges, and that his exercise of any

rightful privilege will not be resented by his subordinates because

220

they arc conscious of his merit. We can take two officers. Officer

“A”

cnters military service with onc

‘where docs my duty lic?”

main

question

in mind:

So long as he remains on that beam, he

will never injure the morale of the service by using

as are rightfully his as an officer..

privileges

But in the mind of officer

“B” the other idea is uppermost: ‘What kudos do I get out of my

position 2 Unless that man changes his ways, he will be a trouble maker while he remains in service, a headache to his fellow officers, and an object of resentment for those who are under

2

him.” Style of Living.

There

is a small section of society which

competes in ostentatious living.

An officer must not be tempted

to copy this. When we scratch the surface, this section of socnety is, perhaps, the most miserable underneath. We also have to take a hard look at the way of life which we have inherited from the pre-independence military. The crux of the matter is that, we have to progressively adjust to the prevailing

socio-economic conditions and do a good bit of domestic work - with our own ‘hands.

The days of cheap cooks, ayas and malis are

~ over. It might be of helpto examine the domestic schedule of a British or US military officer - he starts the day with brewing a

_cup of tea, and then gives a hand to the wife in cleaning the layatory and sweeping the rooms. On half days and holidays, he

' assists in washing clothes and tends the garden, and then ends the 2~ day by taking his share in washing dishes after dinner. Dignity of

. labour is a way of life. With all these chores there is very little time left for calling, dinners or other social functions; even going

1t0 a picture means

an expensive baby sitter for the evening.

Social events requiring compulsory attendance are planned well in

advance. The transition, in our military, is already on. What we

"imve to understand is that it is a natural march of time and we sji?uld a_idjustto thechange with grace d

ness, measures gracious hvmg by lavxgh Kb

221

l]y clic, c.lcar} alr\db(l')}':ftzrl filh zlu an th er th ra s od 1 ,h‘ei N costly houschold go essions. ss po of s rm te in S ES CC his in abode, and cvaluales SU The only way to rega s. nl wa his of im ct d becomes a vi of happiness discusse a ul rm fo the er ov er nd equilibrium is t0 po in Chapter 7. and social life in our messes in s ain str es, tim at There are also, n highly

institutes.

The

outlook

of

officers

varics

betwee

of traditional Indian ethos. ism vat ser con and tude atti westernized or the other feel that Occasionally, those belonging to one type let such a

iors. Seniors must not they are not ‘in’ with their sen be an attempt to force not, t mus and , not can re The w. feeling gro Tolerance, patience and mature the pace one way or the other. strains. One thing must be h suc all e olv res can g din tan ers und our social weeded

ousness out; there must be no rank consci

in

itary culture. life. The word VIP has no place in the mil

Higher

empt to set this right; and commanders must make a deliberate att

which is a the younger oncs must, of course, give respect to age en due part of our culture. Re-employed officers must be giv by respect. A monthly sit-down dinner night in the mess attended. wives as well, promotes laudable cohesion, and an appropriate sense of decorum. Procedures could be modified to suit the times. For example; when there are not enough mess waiters, a buffet meal to serve yourself and then sit down as per the seating plan, is a suitable modification. The basic purpose of this tradition should 'fllelys be borne in mind.

It is to promote social equality among

juniors ar}d seniors, to generate pride in the unit or formation, and to consolidate deep-rooted family feeling in the team.

Since independence, public services no longer form the elite segment of society which was the case during the British rule

wah

mde_pendence, there has been a sea-change in the activities.

in the nation. Entrepreneurship, management of industry, vast increase in the facilities for professional education and ac;ivit

gr(.)wt.h of banking and other financial institutions, growth g% shipping, enlargement of scientific research and ;o on, have opened avenues which were not available before indeperidence In keeping with the socio-economic realities in democralic.

222

un.mrigs, public professionalised

eminence. group

services and military arc indeed a highly public service, which have lost their pre-

Notwithstanding this, it is a fact that, if there is any

or segment

of society

which

is genuinely

citizens at large, in India, it is the men

respected

in uniform.

by

This is so

because we have earned this respect by our performance in free India. The military has suffered 50,400 casualties in protecting the country since independenc. A whole generation of officers and

men have endured the privations of life on the borders with good cheer and have rendered aid and assistance to their civilian brethren,

whenever

called

upon

to

do

so.

We

compromised on the finer values of life and discipline.

have

not

All this is

not lost on the citizens. If there is, off and on, some criticism in the press or by some petty minded individuals, we should not lose sight of the basic respect and affection which we enjoy in society. We also cannot overlook that some among us, by their isbehaviour and acts of omission and commission, bring bad to

ame

the

officer

class

as

a whole.

Incidents

of such

misdemeanours, which show a decline in the standard of loyalty ‘and integrity, are well known to officers. Such ungentlemanly " acts invariably stem from an attempt to secure an unfair gain or advantage.

It is our duty, as a community, to dissuade, guide and

‘prevent this small minority from the type of behaviour which ! ullies the good name of the group as a whole.

rsonal excellence of an individual officer in fields other than

ofessional competence, also adds to the collective respect for

oup.

Achievement of officers in activities like learning

\guages, excelling in mountaineering, gardening, skiing, sailing

d sports of various ture, ems

udies,

types, in painting, photography

and

in learning to play a musical instrument, in educating of and doing Masters and Doctorates in c:hqsen fields

a whole. all add up to the respect of the communily as for

be undertaken sonal excellence in various activities should respect fmhthi ion and self-fulfillment; it will generate admirat some good regiments, t elrO

‘individual and the community. In

invest about 5 10 was a tradition o encourage officers to

- in books, pay in improving themselves t gives n and so on. This investmen tio tui s, bic hob [or s ent lcm imp their

of

percent

very handsomc dividends.

at help act as an impediment or a gre can e wif The e. Wif of e Rol depending on how bwell an p, shi der lea of t en pm lo ve de to the of the stringent requirements officer makes his better-half aware ifice, service before self and the acr f-s sel of ies lit qua p shi der lea of e practical commonsense hav n me Wo . eer car ry ita mil of problems strains.

ilient to stresses and to a marked degree, and are more res ed many officers [r9m sav e hav es wiv ~ ed ent ori ly Proper and compromising their high deviating from the accepted norms tion to make demands pta tem the ing ist res ely rat ibe del by , ideals status and

, posting, better on their husbands; be it for promotion

sions. Such officers privileges or better style of living and posses e of the sobering have immensely benefitted in their careers becaus sonal influence

moral

and

support

of

their

For

wives.

per

t an officer happiness and professional success, it is essential tha

ry service, patiently explains to his wife the details about the milita

should and gets her support in becoming an effective leader; he persuade her to study this manual.

An officer’s wife can also render meaningful contribution to the welfare of men’s families. In recent years, due to socio-economic change and a craving for comfortable living coupled with steady crumbling of joint family system under the weight of

modernization, the number of families in units are progressively increasing.

The majority of them having rural background are

exposed to new environments, which necessitates, a systematic approach to bring them together in the ‘Regimental fold’. The : age old system of Family Welfare Centre has to be viewed as a place

for informal

and

friendly

contact

between

wives

and

children of different ranks, to knit them all into a large, happy and distinct family of a unit/formation. The

scope

of

recreational and

Welfare

welfare

Centres

should

be

enlarged

activities to imparting

training

éom

in

224

vocattonal

skills,

10

enable

the

participants

to

augment

family

incomc and their quality of life. The first step for imparting these skills is adult education for those wives who are not literate.

Education and skills inculcate confidence and help them far better not only in running the houschold chores, but also when they go back to their village or stay separated when the units move to ficld areas.

Welfare Centres should be capable of functioning independently, without imposing undue burden on the unit’s manpower or other

resources.

If managed

organisation.

Apart

well,

from

unit/formation and Army

it

can

the financial

be

a

sclf-generating

assistance provided

by

Wives Welfare Association, substantial

grants (upto 80 to 90 percent of expenses) can be obtained from the Social Welfare Department and Central Social Welfare Board, by registering the Welfare Centre as aSociety, and fulfilling

certain other conditions. Details are given in Army The

participation

and

involvement

of officers’

Order 50/83. wives

bears

testimony to the functional efficiency of Welfare Centres. Systematic supervision and proper guidance by the senior lady

can go a long way in building friendly ties and high morale among all families in the unit. The men tend to give a better account of themselves in all spheres, as they are assured of their families

being

cared

for

and

looked

after

well,

even

in

their

absence. The officers’ wives, in this way, can render maximum help to the development of leadership skill of their husbands.

A good officer must retain his Maintaining Equilibrium. equilibrium despite the impediments and problems we have discussed.

Those who

have some inner spiritual faith and we

have a very large number of such officers, are not upset by any trials or tribulations. A good look at life would make an officer realise the wisdom in the words of Stephen Leacock.

“The child

says, ‘when I am a big boy’, and then, grown up, he says ‘when I

get married’. But to be married, what is that after all ? The thought changes to ‘when I am able to retire.” And then, when

retirement comes, he looks back over the landscape traversed; a

has mi! ssed itL all, he w ho me so it, er ov p cold wind seems to swee living, in the tissue learn too late, is in t he and it is gone.

Life we

of every day and hour. 2

ies for living a full it un rt po op me sa the s fer of! No other profession p, healthy, clean and hi es ad mr co ry ita mil the life as does ess tO ganised mess life, closen or , rk wo of ns io it nd co honourable try, facilities for un co us lo el rv ma s thi ut ho ug nature, travel thro an ethos when.:in' selfand s, ie bb ho p lo ve de to s sports, facilitie In life, yesterday is just a . ity ess nec al on si es of pr a is sacrifice . Today, well-lived, makes ion vis a y onl , ow rr mo to and m drea to the full in every tomorrow a vision of hope.

Living each day

use of every minute without dynamic action, making purposeful lure, is the secret of all hankering for reward or fear of fai ply ? Reading the lives im s thi es do at Wh s. ces suc s and es in pp ha improvement diaries’, ' of outstanding leaders and the ‘selfy. discussed in Chapters 7 and 8 show the wa

An officer, who, at

llowing, has the end of a day, can give positive answers to the fo

lived the day to the full :

« Have I done my day’s work with excellence; kept nothing :

pending for tomorrow ?

Have

I devoted

time

to improving

my

professional =

competence ?

* Have I taken physical exercise and i)layed a game ? . I-!a've T helped a colleague,

a subordinate

citizen to overcome a problem ? *

Have I devoted time to a hobb‘ and efi'o nature or listened to music ? ’y e

or a fellow

o fl-“-: b SRR

Have I devoted quality time to my domestic duties ?

226

A

iave I practised any aspects from the universal prayer, “that I may not so much seek to be consoled, as to console, to be understood, as to understand; to be loved, as to love;

for it is in giving that we receive?” Modern Aristocrat. An officer who sets his heart on advancing in the military by dint of competence and hard work, can have a most happy and enjoyable life and also develop as an effective

leader.

Anyone

who

is looking

for success

by

short-cuts,

avoiding the labour and sacrifice which professional competence demands, is only creating problems, strains and unhappiness for himself. And this is not peculiar to the military - it is a universal

law applicable to work in every field. A military society.

officer

belongs

to the most dynamic

segment

of

He has, by far, the most sterling character qualities. He is

trained to defeat an enemy in battle. There is no problem he cannot surmount. His watch-word must be ‘action’ to overcome

any obstacle that impedes his development as an effective leader to fulfill his obligation - the interest of the country first, that of the men he commands next and his own interest last always and every time.

Finally, we must remember

that in an egalitarian society, the

source of military leadership is from all walks of life. It has to be so, because intellect

status in the society. ‘aristocracy’,

the

and character are not related to the parental

Like the Greeks, who originated the term

Indian

military

has

always

Promotc?d

social

mobility, and believed that every man with the ngl_n atptuqe and

talent, regardless of birth and riches, has the capacity

in his own

life time to become an aristocrat. This is why the potential officer

when he enters the Indian Military Academy is designated as a by gentleman cadet. A gentleman and an aristocrat symbolised the nobility of their character, are synonymous.

\}

¢ ,IJ‘ 227

‘

CONCLUSION A good and effective leader’s main role is to lead people for a cause or a mission. A climber, on the other hand , uses people to

succeed in his personal advancement. They are poles apart. A leader, in the process of leading, injects pride, esprit-d e-corps, cohesion, trust, confidence and happiness in the group he lead s. A climber

on

the

other

hand

generates

distrust,

disharmony,

jealousies, stress and unhappiness in the group, thus placing a ceiling on the unlimited potential of people. In this manual, we have discussed how a leader in the army can enlarge, reinforce and strengthen his potential; and with the

passage of time become a good and effective leader, worthy of shouldering higher responsibilities. In a nutshell, we discussed . that: *

Aleader’s potential is proportionate to the strength of his personal and national character.

*

A leader is driven by an ideal or a vision higher than himself; higher the vision, the bigger is his potential.

*

A leader inspires trust by harmony thoughts, words and deeds.

*

A leader knows

and balance in his

that actions speak louder than words; he

sets personal example guided, always, by an army officer’s credo ‘My country first, the- men I command next, myself, every time’.

*

particularly

my

safety,

last,

always

and

A leader knows how to integrate the needs of the mission

and the needs of people by instinctively changing his style from autocratic to democratic depending on the task, the changing situation and composition of the group he leads.

228

is of good leadership k ic st rd ya e th at th s he A leader know achieve excellence that to ps or -c de tpn es of e the cultur after he is long n io at rm fo or it un e th leaves behind in gone from the scene.

A leader has the courage tO decide hankering for rewards or fear of failure.

and

act without

A leader has determination and tenacity never to give up. A leader has initiative and flexibih'ty to create, innovate and grab fleeting opportunities and act with dispatch.

. A leader knows that his major resource is people; he knows how to deal with them appropriately.

A leader knows that love can overcome ~obstacles, how so ever many and mighty.

A leader has broad shoulders to grve credrt for success to

his team and accept responsrblhty for fmlure

A leader knows hrs people better tlran lhelr mothers do and cares even more.

This capability enab]

demand and achieve the impossible.

sy :,s-nhlm to

lflt»;:dm lniwelLAs the Wfifim most

and

229

NOTES Prologue

Churchill, Winston, in ‘My Early Life’, School Edition,

1

Odham Press, 1960.

2

In a national be:st-s_eller the authors of a book have analysed Ehe pl_'oblem of individualism with clinical detatchment. See

Habns_ of the Heart (meaning character) Individualism and Commitment in American Life’ by Robert N. Bellah and others, University edition 1997.

of California

Press, Berkley,

updated

Chapter 1 1.

Subramaniam, Kamla, in ‘Mahabhartha’, Bharatiya Vidya Bhavan, Bombay and Hawleys, Jack, in ‘Power of Dharmic Management’,, Berret-Kochler, San Francisco, 1993.

2.

Chibber, Lt. Gen. (Dr.) ML, in ‘Strategy and Leadership’, MS 91. Indira Gandhi National Open University Text Book

3.

Ibid

4, :

Review, July 1980. Meyer, General Edward C, in Military

5.

6.

of Highly Effective Covey, Stephen R, in “The 7 Habits

1990. People’, Simon and Schuster, New York,

Books Sathya Sai Baba in ‘Prema Vahini’, SSS Nilayam. Publication Trust, Prashanthi

and

230

Chapter 1

2

Lord Moran. 1984.

Dun,

2.

Dehra

, Book World, in ‘Anatomy of Courage’

ive People’, Simon in ‘The 7 Habits of Highly Effect

Covey,

1990. and Schuster, New York

3.

leadel:ship wit.h the Sathya Sai Baba, while discussing at the Sai University. students and teachers of MBA class

4.

Chibber, in ‘Pakistan’s Criminal Folly in Kashmir’,

Manas

Publications, New Delhi, 1997

5.

Sathya Sai Baba while discussing Leadership.

6.

Blake,

Robert

R,

Mounton,

Jane

S,

and

Dale,

Colonel

Bryson E, in ‘The Military Leadership Grid in the USA Army’ first published in Military Review in June 1968 and

reprinted in July 1980.

'

Chapter 3 1.

Adair, in ‘Action London, 1973.

2.

Mal:shall Sashkin, ip ‘A Vision of Leadership’,

Centred

Institute of Education,

Leadership’,

Washington

DC

Management Development 6.4 of 1989, 3.

Adair,

¢

in

‘Effective

Leadership’p’,

Company, Aldershot, England 1983. 4.

5.

Zinkin,

Taya,

in

November 3, 1981 Ibid.

magazine

g

McGraw

Opinion’,

National

in journal

Gower

‘Opinion’

Hill,

New

of

ishi Publishin

Delhi

.

’

of

231

Covey,

in ‘The 7 Habits of Highly Effective People’,

Simon and Schuster, New York 1990.

Chancellor, Sai University, during interaction with MBA students on leadership. Swami Vivekananda, quoted by N Vaghul in ‘Raja Ramd eo

Anandi

Lal

Podar

Sixteenth

India, on December 10, 1988.

Memorial

Lecture’

at Jaipur,

Adair, John in ‘Effective Leadership, Masterclas’.

Sathya Sai Baba. 11.

Based on the book ‘In Praise of Folly’ by the famous Dutch author Dessidarus Erasmus of 16th century.

12.

Quoted by Sir Ian Hamilton in ‘Soul and Body Army’, E. Arnold and Company , London 1921.

13.

Frankel, Victor, in ‘Man’s Search For Meaning’, Signet Paperback.

14.

Heider,

John,

in

‘Tao

of Leadership’,

Hant

of our

Wildwood

House, Aldershot, England, 1985.

15.

Bacon, Francis, in ‘The Essays Ambition, Hamn Barret, 1625.

16.

Ibid.

17.

Chibber, in ‘How to be a Successful Leader’, Edition, Natraj Publishers, Dehra Dun ,1997.

18.

Ibid.

- Civil

and

Moral’,

Fourth

232

19.

2 ned in 48 is contai 19 in d ve sa s w4 kh da La Full story of how The al Folly in Kashm}r, in im Cr s n’ ta is ak ‘P the book dakh’ by Chibber. La of ue sc Re d an n io ss Drama of Acce 4

Chapter

1.

aph ficer as a Leader”, Telegr Of he ‘T in A, SL g Bri l, Marsha

Press, Harrisburg, USA.

Masterclass Pan Books,

2.

ship’, Adair, in ‘Effective Leader 1997.

3.

Ibid

4.

Drucker, Peter, in ‘The Heinemann Ltd. 1982.

5.

. Lord Moran in ‘Anatomy of Courage’

6.

. Rachman, JS, in ‘Fear and Courage’

7.

Lord Moran.

8.

Rachman.

Effective

Executive’,

William

9.

Richardson, Maj Gen FM, in ‘Fighting Spirit’, reprint by Modern Book Depot, Calcutta, 1978.

10.

Slim, Field Marshal Sir William, in ‘Courage and other

Broadcasts’.

11.

Richardson,

12.

Ibid.

13.

Ibid.

14.

Ibid.

233

15.

H.ack_et, Field Marshal Sir John, in ‘Profession of Arms’ Sidwick and Jackson, London, 1993.

16.

Rachman.

17.

Ibid.

18.

Slim

19.

Adair John, Effective Leadership, Masterclas’.

20.

Sathya

Sai

Baba,

in

discourse

on

‘Spirituality’

at

Kodaikanal (India), on 7 April 1993. 21.

Clausewitz in ‘On War’.

22.

Ibid.

23.

Sathya Sai Baba in ‘Sathya Sai Speaks’.

24.

Ibid.

25.

Slim,

in

‘Courage

and

other

Broadcasts’,

Cassel

and

Company, London, 1957.

26.

Sathya Sai Baba during interaction with MBA students on ‘Leadership’. If we use our discrimination without any selfish motives mistakes do not occur.

27.

Drucker, in ‘The Effective Executive’.

Chapter §

1.

Liddel Hait in ‘Strategy of Indirect Approach’, Faber and Faber, London, 1946.

2.

Hacket, in ‘Profession of Arms’.

¢

Chibber

in

‘How

to

bc

2

Su

edition, Natraj Publishers, Dehra Dun 1998.

i

People.” Covey, in “The 7 Habits of Highly Effective

4.

Chapter 6 inistrator’,

fecti