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Organisational Leadership And Spirituality

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How organizational leaders successfully adopt spirituality based leadership ? How to effectively lead from the HEART against leading from the HEAD ?

How organizational leaders successfully adopt spirituality based leadership ? How to effectively lead from the HEART against leading from the HEAD ?

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Organisational Leadership And Spirituality Organisational Leadership And Spirituality Presentation Transcript

  • Organisational Leadership & Spirituality M Rajeswaran
    • For many people,
    • ‘ Spirituality’ means Religion.
    • Religion means God
    • God means the unknown
    • Anything unknown is a ‘Gamble’!
    • Therefore, how can we connect this to ‘Organisational Leadership’ which is very dynamic?
    2/36
  • 3/36
    • Has learnt to look inward meditate – knows the power of the inner strength
    • am self confidence
    • Why fear when I am here!
    • He has mental strength
    • Overcome own natural fears. (what scares us in the ‘fear’ we fear the fear!) face them boldly
    • Believes that every human being is equal = God resides in everybody – listen and learn
    • Good listening – particularly to people below them in the hierarchy
    • Believer of synchronization of Thought, Word & Deed! Practice – stems from Human Values
    • Communicate both with words & more importantly with deeds
    Spiritual practioner Requirement of True leadership
  • 4/36
    • He is a self starter – No external motivation is required for him. He has understood the ‘inner harmony’
    • He is always under bliss!
    • Motivation (unleash the energy potential in people)
    • He believes in selfless service.
    • He does not crave for power / fame
    • There is no ‘ego’ for him
    • Shed your Ego! (I am the Boss!)
    Spiritual practioner Requirement of True leadership
    • Bottom Line
    • Original Definition
      • Last line of an income statement – ‘Profits’
    • Broader Definition
      • Includes Key results, most important outcomes of an enterprise
    5/36
  • 6/36 Beginning to emerge Late 60’s / 1980’s / 90’s 1950 – 1960/80’s 1900 - 1960 1. Time Period Spiritual fulfilment / selfless service to society Responsibility to all stake holders Create wealth with dignity, also for employees Create wealth for owners 2. Purpose of Business Purity & unity of Thought, Word & Deed Finance, Society, environment, social responsibility Balanced score card approach Financial (Profit) 3. Bottomline measure Spiritual based Holistic Humanistic Mechanistic Emerging Contexts Parameters
  • Universal Manager
    • M - Mind of Man
    • A - Awareness of “Atma”
    • N - Nature of Nation
    • A - Aspects of Environment
    • G - Guidelines of Goodness
    • E - Enquiry of Ethos
    • R - Role of Rules
    7/36
  • “ M”
    • Mind of Man
    • As distinct from animal mind, devil mind, evil mind
    • Conglomeration of thoughts  induce actions  results are joys & sorrows
    • What types of thoughts and deeds should man develop?
    • Human qualities – Truth, love, patience, sacrifice, compassion etc.
    • Unity of thoughts / words / deeds
    8/36
    • Awareness of ‘Atma’
    • Awareness is ‘Atma’ and ‘Atma’ is awareness
    • One says ‘there is a snake’ - it means he has said it with ‘full’ awareness. There is no doubt whether it is a snake or a rope.
    • ‘ NARAHA’ (man)
    • NA-RAHA (No destruction) [that which cannot be destroyed]
    • ( Recognising of the all pervasive ‘Atma’ is awareness)
    “ A” 9/36
  • “ N ”
    • Nature of Nations
    • Each country has its own nature
    • Nature of Nation should be reflected in the Business relationship
    • Speak truth, follow the path of ‘Dharma’ (Righteousness), live with integrity & morality
    • From where can we get this kind of nature?
    • M..A..N. (combination of Mind, Atma & Body)
    10/36
  • “ A”
    • Aspects of Environment
    • Environment concerning man (Political, Spiritual or Physical)
    • Environment related to Business and its activities
    • Environment suited to man and which fosters human nature - ie. good company. (Absence of this, man will become an animal / demon)
    11/36
  • “ G”
    • Guidelines of Goodness
    • Pure feelings should come from our hearts as guidelines (ie. conscience)
    • “ Conscience” is God. (Atma) - ‘SWABHAVA’ (Natural Feeling)-- ‘SWA’ - means Atma .
    • Enquiry into origin of ‘Conscience’ leads to ‘consciousness’ (conscience is with in oneself while consciousness is everywhere)
    • Whatever feelings we get, if we discriminate between good & bad, right & wrong and then follow it that itself becomes goodness.
    12/36
  • “ E”
    • Enquiry of Ethos
    • Ethos - has come from ‘ITIHASA’ (History)
    • History of those noble men - who followed morality & truth without giving up integrity
    • Chatrapati Shivaji - did not have any want - financial, physical, spiritual why did he follow ‘Samartha’ Ramadoss ?
    • By following people of integrity & ideal, their qualities are reflected in our lives.
    13/36
  • “ R”
    • Roles of Rules
    • Without violating, changing, manipulating or creating any conflicts in conscience, rules should be followed
    • Recognise the course for any change in environment (If we change quality of materials, market changes)
    14/36
  • Human Values Watch Your Essence & Nature of Human Beings (sheaths ) Truth (Satya) Righteousness ( Dharma ) Peace (Shanti ) Love (Prema) Non-Violation (Ahimsa ) Word Act Thought Character Heart Intellect (Sense of discrimination ) Physical (Body) Psychic (Energy / Breath) Spiritual (Divine ego) Emotion (Mind) 5 Human Values 15/36
  • MANAGERS SHOULD
    • RESPECT THE LEADERSHIP
    • HAVE HIGH / EXCELLENT THINKING
    • BE A GOOD MINISTER OR ADVISER
    • BE EFFECTIVE IN EXECUTING THE PLAN
    • HAVE PERSEVERANCE (STEADFASTNESS OF PURPOSE)
    • FINISH THE TASK UNDERTAKEN
    • BE GOOD AT DELEGATING (ACT OF ENTRUSTING POWER)
    “ THIRUVALLUVAR” IN “THIRUKKURAL” 16/36
  • Managers’ quality of “respecting” the leadership "þ¨ÇÂ÷, þÉÓ¨ÈÂ÷ ±ýÚ þ¸Æ¡÷ ¿¢ýÈ ´Ç ¢ ¢§Â¡(Î) µØ¸ôÀÎõ” -’ÁýɨÃî §º÷óÐ µØ¸ø' (º¢Ä÷ ±õ¨Áì ¸¡ðÊÖõ þ¨ÇÂ÷ ±ýÚõ, ±ÁìÌ þýÉ Ó¨È¢¨É ¯¨¼Â¦ÃýÚõ «ÅÁ¾¢Â¡Ð, «ÅÃÐ ¿¢¨ÄìÌô ¦À¡Õó¾ ´Ø¸§ÅñÎõ) “ The follower should behave and act in such a way that no disrespect is shown to the ‘leader’, because he is younger or he is related” Righteousness – Dharma – State of mind 17/36
  • Managers’ quality of “respecting” the leadership "À¨ÆÂõ ±Éì ¸Õ¾¢ô ÀñÒ «øÄ ¦ºöÔõ ¦¸Ø¾¨¸¨Á §¸Î ¾Õõ“ -’ÁýɨÃî §º÷óÐ µØ¸ø' (¾¨ÄÅÛìÌ Â¡õ À¨ÆÂõ (¯Ã¢¨Á ¯ûÇ ¿ñÀý) ±Éì ¸Õ¾¢ò ¾ÁìÌò ¾Ì¾¢ «øÄ¡¾Åü¨Èî ¦ºöÔõ ¯Ã¢¨Á, §¸ðʨÉò ¾Õõ) “ Doing things which are not within one’s authority because the leader is a close friend / associate will bring only bad and worthless results” Righteousness – Dharma 18/36
  • Manager should have “high” thinking “ ¯ûÙÅ(Ð) ±øÄ¡õ ¯Â÷× ¯ûÇø ÁüÚ«Ð ¾ûÇ¢Ûõ ¾ûÇ¡¨Á ¿£÷òД -°ì¸õ ¯¨¼¨Á (¿¢¨ÉôÀÉ ±øÄ¡õ ¯Â÷¨Å§Â ¿¢¨É츧ÅñÎõ. «ó¿¢¨É× ÓÊ¡Áø ¾ôÀ¢Ûõ, ÓÂýÚ ¦ÀüȾ§É¡Î ´ìÌõ) Always one should think “high”. Even if he is not able to achieve this excellence, the ‘very thought’ will be considered equivalent to the achievement one could have got by putting all his efforts. 19/36
  • Manager should be a good “minister” “ ¦¾Ã¢¾Öõ, §¾÷óÐ ¦ºÂÖõ ´Õ¾¨ÄÂ¡î ¦º¡øÄÖõ ÅøÄ(Ð) «¨ÁîÍ” -«¨ÁîÍ (´Õ ¦ºÂ¨Ä ¿ýÈ¡¸ ¬Ã¡ö¾Öõ, «¾¨É ÓÊÔÁ¡Ú ±ñ½¢î ¦ºö¾Öõ, ³ÂÁ¡¸¢Â ¦ºÂ¨Äò н¢óÐ ¦º¡øÖ¾Öõ ÅøÄÅý «¨ÁîºÉ¡Å¡ý) Definition of a ‘minister’ or an ‘adviser’: “ One who analyses the work well, does the same with an aim to complete it and also when in doubt, has boldness in talking”. 20/36
  • Manager’s ability to execute the plan “ ¦º¡øÖ¾ø ¡÷ìÌõ ±Ç¢Â «Ã¢ÂÅ¡õ ¦º¡øĢ Åñ½õ ¦ºÂø” -’Å¢¨Éò¾¢ðÀõ’ (Å¢¨É¢ý¸ñ ¯Ú¾¢Â¡É ÁÉò¾¢Éá¾ø) (¡õ þî¦ºÂ¨Ä þùÅ¢¾ò¾¢ø ¦ºö§Å¡õ ±É Å⨺ô ÀÎò¾¢î ¦º¡øÖ¾ø ¡Å÷ìÌõ ±Ç¢ÂÐ. «¾¨É «ùÅ⨺ôÀÊ ¦ºö¾ø ¡Å÷ìÌõ «Ã¢Â¾¡õ) “ It is easy for a person to tell in an orderly manner what he will do and how he will do. But it is difficult for everybody to carry out the same in that order”. 21/36
  • “ Perseverance” – an important quality for the Manager “ ¦¾öÅò¾¡ý ¬¸¡(Ð) ±É¢Ûõ ÓÂüº¢¾ý ¦ÁöÅÕò¾ì ÜÄ¢ ¾Õõ” -’¬ûÅ¢¨É ¯¨¼¨Á’ (ÓÂýÈÅ¢¨É, Å¢¾¢Åºò¾¡ø ¸Õ¾¢Â À¨Éò ¾ÃÅ¢ø¨Ä¡¢Ûõ, ÓÂüº¢ ¾ÉìÌ þ¼Á¡É ¯¼õÒ ÅÕó¾¢Â ÅÕò¾ò¾¢ý ÜÄ¢ÂÇ× ¾Õõ. Å£½¡¸¡Ð) “ Even if one’s endeavour did not yield the desired results due to some destiny, the strain & stress put in by him in that effort will certainly pay him back. That will not go waste.” 22/36
  • Managers ability to finish the task that he has undertaken “ ¸¨¼ì ¦¸¡ð¸î ¦ºö¾ì¸(Ð) ¬ñ¨Á þ¨¼ì ¦¸¡ð¸¢ý ²üÈ¡ Å¢ØÁõ ¾Õõ” -Å¢¨Éò¾¢ðÀõ (´Õ ¦ºÂ¨Äò ¦¾¡¼í¸¢É¡ø, ÓÊ× Å¨Ã ¦ºýÚ Á£ûÅÐ ¬ñ¨Á ¬Ìõ. þ¨¼Â¢§Ä Á£ûšɡ¢ý «Ð ÐýÀò¨¾ì ¦¸¡ÎìÌõ) “ Having started the work, seeing that through until the end is considered braveness. If one quits in the middle, it will bring unhappiness.” 23/36
  • Manager’s delegating ability “ þ¾¨É þ¾É¡ø þÅý ÓÊìÌõ ±ýÚ ¬öóÐ «¾¨É «Åý ¸ñ Å¢¼ø” -’¦¾Ã¢óРŢ¨É¡¼ø’ (¦¾Ã¢ÂôÀ𼡨à ¬Ùõ ¾¢Èõ) (þî¦ºÂ¨Ä þì¸ÕŢ¡ø þÅý ÓÊôÀ¡ý ±Éì ÜÚÀÎò¾¢, ¬Ã¡öóÐ, ãýÚõ ¾õÓû ¦À¡Õó¾¢É¡ø «î¦ºÂ¨Ä «ÅÉ¢¼õ ´ôÀ¨¼ì¸ §ÅñÎõ) “ After analysing well that “this person can only complete this job in this manner” and also after making sure that all these ‘three’ elements coexist , then the work should be entrusted to that person.” 24/36
  • Manager’s delegating ability “ Å¢¨ÉìÌ ¯Ã¢¨Á ¿¡Ê À¢ý¨È «Å¨É «¾üÌ ¯Ã¢Âý ¬¸î ¦ºÂø” -’¦¾Ã¢óРŢ¨É¡¼ø’ (´ÕÅ¨É ¾ý ¦ºÂ¨Äî ¦ºö¾üÌ ¯Ã¢ÂÅÉ¡¸ ¬Ã¡öóРн¢ó¾¡ø, À¢ý «Å¨É «¾üÌ ¯Ã¢ÂÛÁ¡Ú ¯ÂÃî ¦ºö §ÅñÎõ) “ If one analyses and decides that ‘he’ is the right person who could do his job, then that person (who decides to entrust the work) should make (help) the other person raise to that perfection.” 25/36
  • Manager’s delegating ability “ «ýÒ «È¢× §¾üÈõ «Å¡ þý¨Á þó¿¡ ý Ìõ ¿ýÌ ¯¨¼Â¡ý ¸ð§¼ ¦¾Ç¢×” -’¦¾Ã¢óРŢ¨É¡¼ø’ («ýÒ, «È¢×, ¸Äí¸¡¨Á, ¬¨ºÂ¢ý¨Á ¬¸¢Â ¿¡ýÌ Ì½í¸¨ÇÔõ ¿¢¨Ä ¦ÀÈ ¯¨¼ÂÅÉ¢¼õ ¦ºö¨¸¨Â Å¢ðÊÕôÀ§¾ ¦¾Ç¢Å¡Ìõ) “ It is wise to leave the work to that person who has these four qualities viz., love, knowledge, desirelessness, and unperturbed /unagitated mental attitude.” 26/36
  • Manager’s delegating ability “ «È¢óÐ ¬üÈ¢î ¦ºö¸¢ü À¡ü(Ì) «øÄ¡ø Å¢¨É¾¡ý º¢Èó¾¡ý ±ý(Ú) ²Åü À¡ü(Ú) «ýÚ” -’¦¾Ã¢óРŢ¨É¡¼ø’ (¦ºöÔõ ¯À¡Âí¸¨Ç «È¢óÐ, ÐýÀí¸¨Çô ¦À¡ÚòÐî ¦ºö ÅøÄ¡¨ÉÂøÄÐ, þÅý «ýÒ¨¼Â¡ý ±ýÚ À¢Èý ´ÕÅ¨É ¦ºÂø ¦ºö ²Åì ܼ¡Ð) “ It is not appropriate to entrust a job to a person because he is a ‘lovable’ person, but he should be one who is capable of withstanding all odds and also understanding as to how to go about doing that job.” 27/36
  • Mr N S Raghavan (Joint Founder of Infosys)
    • He build a radically successful IT firm, putting India on the silicon map!
    28/36
  • Points to ponder! His spiritual theme: Love & Trust
    • How do you make people trust worthy?
      • By simply trusting them – (War secy., II World War)
    • Operate from a strong sense of values
    • Do not change your behaviour & treat people differently just because circumstances change.
    29/36
  • Points to ponder! His spiritual theme: Love & Trust
    • Most important values : fairness, love, caring & trust
    • Respect individual’s strengths & contributions – Build on them
    • People follow the behaviour that they observe more than a rule book! – Lead by example (culture creation)
    • [A HUMAN VALUE APPROACH]
    30/36
  • Leadership
    • Leading by example
    • There is a saying
    • “ As the leaders, so the led”
    • Swami says
    • “ There is none to question one if I do not act; there is nothing I would lose if I do not engage in activity. Nor have I any great urge to be acting: But yet you see me ever active.
    • The reason is I must be doing something all the time for your (Baktha) sake, as an example, as an inspiration, as a piece of training. Those who are leading must themselves follow. Those who command must themselves carry out what they expect others to do. I am engaged in activity so that you may learn to transmute every minute into a golden chance to ennoble yourselves into Godhood’
    31/36
  • Mr Janieie Webb (Sr.VP Motorola)
    • You must earn the right to lead everyday and spirituality is necessary to do that.
    • Spirituality gives you immense courage; yet you also embrace your own humanness and imperfections
    32/36
  • Mr Parantha Narendra (Strategy Director, Eurotel)
    • There are two fundamental things spirituality makes me aware of – both of which have had a major impact in the way that I work. First of all, spirituality makes me less egotistical and secondly it makes me less fearful.
    33/36
  • Relationship with uncertainty Missing link!
    • “ A personal spiritual foundation that gives inner stability & wisdom in the midst of uncertainty
    • 1 2 3 4 5 6 7
    • Perspective Crisis …………………Opportunity
    • Thoughts Pessimistic…………….Optimistic
    • Imagined outcomes Catastrophe………….…Ideal
    • Emotions Fear/Dread………….…Enthusiasm
    34/36
  • Spiritual Teacher
    • “ If man is valued at his true worth and treated as a Divine Spark enclosed in the body then he will rise into new heights of achievement and produce all the necessities of life in profusion. He will not grab or cheat; he will be a good worker and a spiritual aspirant”
    • -Swami
    35/36
  • Acknowledgements
    • Mrs Debra Miller & Mr.William Miller (Global Dharmo.com)
    • Human Values – Development, Excellence & Fulfillment by Dr. N P R ao
    • “ Man Management” – Divine discourser on Management
    • Thirukkural
    36/36