This document provides a biography and overview of the contributions of Dr. APJ Abdul Kalam. It discusses his early life and career in science and research, culminating in leadership roles at DRDO and ISRO where he played a key role in India's space program and missile development. As President of India from 2002-2007, he envisioned making India a developed nation by 2020. The document highlights his visionary leadership style and contributions to establishing a high-performing culture at DRDO, including implementing a technology-focused structure, establishing project leaders, and creating a science council to support researchers.

1. PROJECT REPORT
ON A GREAT LEADER
DR. APJ ABDUL KALAM
SUMITTED BY
HARSH CHOUDHARY
YASHSVI PANCHOLI
MBA-FBE

2. DR. APJ ABDUL KALAM
Avul Pakir Jainulabdeen Abdul Kalam (15 October 1931 – 27 July 2015) was an Indian
aviation researcher and legislator who filled in as the eleventh President of India from 2002 to
2007. He was brought up in Rameswaram, Tamil Nadu, and considered material science and
advanced plane design. He went through the following forty years as a researcher and science
head, predominantly at the Defense Research and Development Organization (DRDO) and
Indian Space Research Organization (ISRO), and was personally associated with India's regular
citizen space program and military rocket advancement endeavors. He in this manner came to
be known as the Missile Man of India for his work on the advancement of ballistic rocket and
dispatch vehicle innovation. He additionally played a crucial hierarchical, specialized, and
political part in India's Pokhran-II atomic tests in 1998, the first since the first atomic test by
India in 1974.
Kalam was chosen as the eleventh President of India in 2002 with the help of both the decision
Bharatiya Janata Party and the then-resistance Indian National Congress. Broadly alluded to as
the "Individuals' President", he got back to his regular citizen life of instruction, composing,
and public assistance after a solitary term. He was a beneficiary of a few lofty honors, including
the Bharat Ratna, India's most elevated nonmilitary personnel honor.
While conveying a talk at the Indian Institute of Management Shillong, Kalam imploded and
kicked the bucket from a clear heart failure on 27 July 2015, matured 83. Thousands, including
public level dignitaries, going to the memorial service function held in his old neighborhood
of Rameswaram, where he was covered with full state respects.
Vision:
Changing the country into an urbanized country, five regions in the strategy have been
recognized reliant on India's middle competency, ordinary resources, and marvelous work for
the planned action to double the expansion speed of GDP and comprehend the Dream of
Developed India. India's Vision 2020 is a course of action proposed by past Indian President
Dr. A. P. J. Abdul Kalam to make India a urbanized country by 2020. India's Vision 2020 of
changing India into a made country can transform into a reality if each understudy and youth
will be openly creative. It incorporates putting the nation before oneself, past President A.P.J.
Abdul Kalam said. The vision for the country should be established on strong backbones of
progression. It should focus on diminishing the nation metropolitan split, impartial division of
earth and water, offering some advantage based culture, induction to best clinical consideration,
ensuring responsive and degradation free organization, improvement of lack, and a secured and
unlawful terrorizing free nation. It is a test to begin a fantasy for India in 2020. Subsequently,
we thought it sensible to look for motivation from one who had an away from and animated
the hearts and minds of different Indians.

3. Mission:
Abdul Kalam's Mission is PURA Mission (Providing Urban Amenities in Rural Areas)
"Offering organization's to nation buildings is a basic need to connect the rural to the
metropolitan package, make work and improve commonplace accomplishment. These are the
included procedures which will bring excess to provincial India through PURA."

4. A.P.J Abdul Kalam's organization style is Creative activity
He believes in Creative Leadership for Nationwide Progress. His essential characteristic was
his fortitude of the mind to accomplish the targets of the mission's true to form. Inventive
activity techniques rehearsing the vision to change the ordinary part from the commandant to
the guide, chief to mentor, from administrator to delegator, and from one who solicitations
respect to one who energizes a feeling of pride. Inventive Leaders will have a mission to
achieve work with validity and be productive with honor. To get goals three things vision,
mission and affirmation are by and large critical for pioneers. Kalam is a creative pioneer. He
makes a mission for the destiny of India in 2020. He worked for this land as an analyst and as
a president.
As a Scientist, His examination and educational position gained him a staggering spot 1980s,
which prompted the public power to begin a significant level rocket program under his
directorship. He was the Chief Scientific Adviser to the Prime Minister and the Secretary of
Defense Research and Development Organization from July 1992 to December 1999. Media
assumed Kalam as the country's top nuclear analyst.
As President, to get the particular structure of India, He has the mission of changing India into
a metropolitan nation. A country that is most likely the best spot to exist in and is satisfied with
its power. He had got the data about the five areas where India has middle expertise for
facilitated act: (1) Farming and staple dealing with (2) Schooling and Healthcare (3)
Information and report Machinery (4) Trustworthy and Excellence Electric power, Exterior
transportation, road, and rail network for all bits of the country. (5) Self-ampleness in authentic
advancements. These five areas are immovably interconnected and at whatever point
progressed in a coordinated way, will manual for staple, financial, and nationalized watch.
"Changing the country into a made nation-state, five districts in-course of action have been
perceived reliant on India's middle ability, basic resources, and skilled work for the planned
movement to twice the expansion speed of GDP and become conscious the Vision of
Developed India.

5. CONTRIBUTION TO DRDO (Joined in 1958)
The vision of Dr. Kalam to Change the Organizational Climate-its Implementation and
Outcome
In February 1982, a choice was taken to name Dr. A.P.J. Abdul Kalam as Director, DRDO,
Hyderabad. This research center was then chipping away at five staff ventures and sixteen
fitness development ventures. It was likewise associated with different innovation situated
exercises to pick up lead time for the improvement of indigenous tasks in the future.
The Old Low-performing, Demotivating Organizational Climate
At the point when Dr. Kalam joined DRDO on June 1, 1982, he discovered the researchers
there to be enormously baffled because of ending up with the Devil rocket venture. They
additionally saw that they had been "cheated" by senior authorities of the Ministry of Defense.
The Tactical Core Vehicle (TCV) venture was additionally forthcoming for a significant long
time, Dr. Kalarn imagined that nothing should be possible without building a solid atmosphere
set apart by trust and certainty. Likewise, he utilized indigenous administration procedures to
achieve a high-performing, invigorating atmosphere at DRDO. At first, he utilized successful
correspondence and gave clear bearing to the confounded groups to significantly improve the
atmosphere so that the Integrated Guided Missile Development Program (IGMDP) could be
dispatched. Later on, there arose a high-performing, stimulating atmosphere when Dr. Kalarn
utilized further indigenous methods to oversee innovation for achieving remarkable execution.
Viable Communication (Focus on Inside and Outside Interactions)
In July 1982, Admiral O.S. Dawson, the then Chief of Naval Staff visited DRDO. Dr. Kalam
put forth a deliberate attempt to benefit from this occasion to build up a two-path trust through
successful correspondence. As an extraordinary social visionary, he featured the war zone
abilities and create plans for the Tactical Core Vehicle. He focused on its ocean skimming job
as opposed to simply a solitary center vehicle as imagined before. This message went over
uproarious and clear to the researchers at DRDO. In his own words: "Don't make anything
which you can't sell later and don't consume your time on earth on making one thing in
particular. Rocket improvement is a multi-dimensional business-in the event that you stay in
anybody's measurement for a long time, you will stall out". Dr. Kalam gave his underlying
couple of months at DRDO in interfacing with individuals. He endeavored to portray and
clarify the objectives of the research facility to them, He put forth deliberate attempts to
coordinate these objectives with those of individuals' lives. During this intuitive stage, he
additionally imagined that the researchers at DRDO had an elevated level of assurance and an
inclination to proceed. Regardless of the untimely ending up of their prior tasks, they were
outfitted with an elevated level of inspiration for accomplishment. Appropriately, he began

6. audits of DRDO's different subsystems to achieve exact particulars. As opposed to the past
practices, he additionally endeavored to strengthen the association of the researchers with those
external to the lab. Subsequently, he began welcoming experts from different associations
including the Indian Institute of Science, IITs, CSIR, Tata Institute of Fundamental Research,
and other scholarly establishments, any place related specialists could be found. Accordingly,
the light of logical ability started to pour in from all sides. Slowly, the old interior hierarchical
atmosphere started to change.
Giving a Clear Direction to the Teams
Prior, while working at ISRO, Dr. Kalam had gained from incredible visionaries Prof. Vikram
Sarabhai and Prof. Satish Dhawan how to explain one's objectives, make missions
overwhelming, and afterward move individuals to achieve them, He was additionally guided
by Prof. Dhawan's recommendation in this setting as follows: "You need to dream before your
fantasies can work out as expected. A few people step towards whatever it is that they need in
Life; others mix their feet and never begin since they don't have the foggiest idea what they
need and don't have a clue how to discover it all things considered". It was obvious to him that
DRDO had assumed a shortened job that didn't mirror its current or possible abilities or even
satisfy the desire for the Ministry of Defense. Although it had an exceptionally proficient group
of researchers, this group needed appropriate direction and authority. As a social visionary, Dr.
Kalam imagined that to quicken the pac~ ofR&D exercises in the research facility, choices
identifying with fundamental logical, specialized, and mechanical issues should be taken
expeditiously, He took the primary significant choice to develop a gathering of senior
researchers (called Missile Technology Committee) where huge issues could be talked about
and bantered as an aggregate cycle. This choice depended on his conviction that shut entryway
meetings and mystery controls could cause rot and breaking down, while transparency in
logical issues advanced development and incorporation. This prompted the usage of the idea
of the board by cooperation including center level researchers and designers during the time
spent overseeing lab exercises. The hierarchical atmosphere of DRDO improved significantly.
This new atmosphere was instrumental enough in the introduction of the Integrated Guided
Missile Development Program (IGMDP).
Dispatching Integrated Guided Missile Development Program
Because of open conversation and discussion, the DRDO came forward with its long haul
"Guided Missile Development Program." This program uncovered Dr. Kalam's vision for the
advancement of innovation. As he, when all is said and done, affirmed: "Know where you are
going. The extraordinary thing on the planet isn't such a huge amount in knowing where we
remain, as in the thing heading we are moving." It was a stage towards achieving mechanical
fitness in any event comparable to that of the Western nations. It filled in as the main impetus
for the individuals at DRDO. To achieve the setup objective (Le., the creation of indigenous
rockets), a panel was framed under his chairmanship, An endeavor was made to advance an
improvement proposition including the use of about Rs. 330 crores, spread over a time of
12years. The proposition was invited by all individuals concerned. Dr. Kalam made an
introduction in the South Block, New Delhi. During the whole inquiry answer meeting, Dr.

7. V.S. Arunachalam, the then Scientific Advisor to Defense Minister, completely upheld him
when numerous questions were raised about the proposition. Toward the end, Mr. R.
Venkataraman, the then Defense Minister, asked Dr. Kalam to meet him at night. During the
gathering, Mr. Venkataraman recommended that DRDO dispatch a coordinated guided rocket
improvement program instead of simply making rockets in stages. Dr. Kalam and Dr.
Arunachalam were enormously charmed and toiled together on modifying their arrangement
for the duration of the evening. At the point when the reconsidered proposition appeared to the
Defense Minister, he was noticeably satisfied. At that point, the proposition of the new program
(with sweeping results) was set up before the Cabinet which endorsed it authorizing a measure
of Rs. 388 crores. At the point when Dr. Kalam introduced the public authority to endorse the
letter before the Missile Technology Committee at DRDO, everybody was enthused with life
and gotten a move on. Dr. Arunachalam officially dispatched the IGMDP on July 27, 1983. On
this extraordinary occasion, each DRDO representative took an interest related to various
related specialists and colleagues from everywhere the nation.
The vision of Dr. Kalam to Accomplish Beyond the Collective National Capability
As an incredible visionary, Dr. Kalam realized that acquiring an assent letter for the program
added up to simply 10% of the work done. As he would like to think, innovation was a gathering
action requiring pioneers who couldn't just place their substance into the program yet
additionally convey alongside them, several different architects, and researchers. He was
longing for achieving something which was past the apparent aggregate public capacity. He
was persuaded that nothing would be accomplished except if his groups dealt with the premise
of extent or likelihood. He imagined that it would be just accomplished with the assistance of
an indigenous way to deal with the board of innovation. The essential elements of this
methodology included: innovation arranged structure, able venture pioneers, Science Council
(Panchayat), favorable to dynamic development, cooperative (organization) exertion,
strengthening, the inspiration for extraordinary execution, and profound direction.
Advancing a Technology-situated Structure
Dr. Kalam endeavored to find individuals in the DRDO who could realize his fantasy. At the
very beginning, he distinguished A.V. Ranga Rao who was well-spoken and had an amazing
character. Dr. Kalam counseled him on redoing the current administration framework to
achieve an ideal use of HR. As an asset individual, Ranga Rao directed a few gatherings with
researchers sharing Dr. Kalam's vision of creating indigenous rocket innovation and clarifying
the different elements of the IGMDP. Because of broad conversations during these meetings,
it was chosen to rearrange the lab into an innovation situated structure. A lattice-type
hierarchical structure was developed for the usage of various exercises needed for the ventures.
It is satisfying to take note of that inside a limited ability to focus four months, 400 researchers
began work on the rocket program.

8. Finding Capable Project Leaders
Dr. Kalam at that point started the assignment of finding pioneers for the five individual rocket
ventures. He pictured that those pioneers ought to have the capacities to see the objective and
channelize the energy of their colleagues dealing with different work habitats chasing their
objectives. He had a nitty-gritty conversation with various imminent researchers and
specialists. He needed the five undertaking chiefs to prepare a further 25 individuals: the task
chiefs and group heads of tomorrow. Pushing connections to the foundation, he let himself be
guided by his still, small voice in distinguishing the five people generally deserving of being
venture chiefs. He required pioneers who could "develop with potential outcomes and were
outfitted with persistence to investigate every single imaginable other option", who had the
intelligence to apply old standards to new circumstances and who had the aptitude to arrange
their way forward. He additionally needed them "to be obliging, to be eager to impart their
capacity to other people and work in groups, assigning steady employments, absorbing new
sentiments, regarding shrewd individuals, and tuning in to astute direction". He additionally
felt that those pioneers should be fit for settling clashes genially and assuming liability for
mistakes. In general, he held that those pioneers should be fit for taking disappointment in their
step and offer in both achievement and disappointment. In light of cautious inquiry, he
recognized the accompanying pioneers for the five tasks: Col. V.S. Sundaram (Prithvi venture),
Code S.R. Mohan (Trishul venture), R.N. Agarwal (Agni venture), Prahlad (Akash
undertaking), and N.R. Iyer (Nag venture).
Creating a Science Council (Panchayat)
Dr. Kalam framed a Science Council (Panchayat) to give a passionate source to the researchers.
As a social visionary, he envisioned that the researchers were profoundly enthusiastic people.
When they stagger, it is hard for them to arrange. Difficulties and disillusionments often
destabilize them. He didn't need any of his researchers to confront frustrations alone. He
additionally guaranteed that their objectives were not set when they were at a low ebb. This
board transparently talked about issues of general significance and would in general discussion
choices. In that panchayat, the network of researchers used to sit together and take regular
choices. It used to meet at regular intervals when all researchers (i.e., youngsters and seniors,
veterans and freshers) could sit together and let off the pressure.
Adherence to Proactive Follow-up: Dr. Kalam advanced a local administration strategy
called "supportive of dynamic development" of undertaking exercises. It included investigation
of specialized just as procedural materialness of a potential arrangement, it is testing at the
work habitats, its conversation with the overall assemblage of partners and its execution in the
wake of enrolling everybody's help. It was seen that various unique thoughts rose out of the
grass-root level of partaking work focuses. Through the development of the work done at
different research centers and by the examination offices and scholarly foundations, the DRDO
achieved fast advancement.
A Collaborative (Partnership) Effort: An endeavor was put forth to start a coordinated
communitarian attempt to achieve the ideal outcomes. Likewise, the rocket program included
accomplices in plan, improvement, and creation from twelve scholastic organizations and
thirteen research facilities from DRDO, CSIR, ISRO, and industry. To be sure, more than 50
teachers and 100 exploration researchers chipped away at rocket related issues in the labs of
their separate associations.

9. Changing the Dynamics of DRDO by Empowering Scientists
Under the visionary administration of Dr. Kalam, the 250 enabled youthful architects and
researchers to proceed to change the elements of DRDO. In this unique situation, the elements
of his initiative adding to extraordinary execution included: objective setting, positive
reasoning, envisioning, and accepting. The group chiefs experienced a detailed cycle of
objective setting and enthused the youthful researchers about these objectives. At the audit
gatherings, Dr. Kalam guaranteed that the most youthful researchers introduced their
collaboration. This encouraged them in picturing the entire framework. An atmosphere of trust
and certainty is continuously created. Youthful researchers started addressing senior partners
on strong specialized issues. They before long became people of intensity. Dr. Kalam kept the
workplace vivacious with an ideal mix of the experience of the more established researchers
blended in with the aptitudes of their more youthful partners. This positive reliance on youth
and experience created an extremely beneficial culture at DRDO.
Propelling People for Outstanding Performance - the Renewal Factor: As a visionary
chief, Dr. Kalam realized that the undertaking of inspiring individuals to turn in remarkable
execution was a difficult assignment. He envisioned that there won a power inward to the
people which shaped a premise of their conduct in the workplace. As he would like to think,
ITIOst individuals had a solid inward drive for development, fitness, and self-completion. In
any case, in this specific circumstance, the essential obstruction had been the absence of a
workplace that animated and moved them to give full articulation to this drive. He additionally
imagined that the pioneers can achieve exceptional execution by giving fitting hierarchical
structure and employment plan, and by perceiving and acknowledging magnificent work. In
like manner, Dr. Kalarn initially endeavored to advance quite a steady climate while
dispatching IGMDP. The ventures were in the planning stage around then. This first revamping
prompted at any rate 40 to 50 percent expansion in the degree of DRDO's action. During the
subsequent revamping measure, he assessed the inspirational stock accessible around then. As
he would see it, the inspirational stock of a pioneer includes three fixings: a comprehension of
the necessities of individuals which they hope to fulfill in their positions; a comprehension of
the effect which occupation configuration has on inspiration; and a comprehension of the
intensity of encouraging feedback in impacting individuals' conduct. Subsequently, the
subsequent redesign was finished with the goal of restoration. In reality, it was a perplexing
activity overseen viably by A.V. Ranga Rao and Col. R. Swaminathan, An endeavor was made
to develop groups of recently enrolled youthful researchers with only one encountered
individual and to give them the difficult errands. The nitty-gritty cycle of making and driving
wonderful, independent groups has been portrayed somewhere else (Dwivedi 2006). The
youthful researchers performed exceptional work, for example, a top-notch tie-down inertial
direction framework, and so forth, planning these frameworks as well as forming them into
operational hardware, Later on, Prithvi and afterward Agni utilized comparable direction
frameworks, with remarkable results. It was a successful showing of the "reestablishment
factor". Accordingly, the DRDO's scholarly limit was renewed through contact with energetic
youthful personalities adding to remarkable execution. Dr. Kalam likewise pictured that for
successfully rousing individuals, it was additionally important to fulfill a person's requirements

10. through work circumstances. In this way, he guaranteed that their positions fulfilled their
requirements for accomplishment, acknowledgment, obligation, development, and headway.
Proper occupation plan Inet these prerequisites, related to the lattice structure. The researchers
working in innovation directorates were made framework supervisors to communicate solely
with one venture. The general thought was to build up a feeling of pride and accomplishment
in groups. Those groups worked under a self-evident sort of bearing.
Guided by Spirituality: Last yet not least, Dr. Kalam accepted that whatever he accomplished
at DRDO and somewhere else could likewise be credited to otherworldliness which guided his
considerations and activities all through his work life. To cite him: "I have consistently been a
strict individual as in I keep a working association with God. I knew that the best work required
Ignore capacity than I had and hence, I was required to assist that solitary God with giving me.
I made my very own genuine gauge capacity, at that point raised it by 50%, and put myself in
God's grasp. In this partnership, I have consistently gotten all the force I required and truth be
told have felt it moving through me. Today, I can confirm that the realm of God is inside you
as this capacity to help accomplish your objectives and understand your fantasies."

11. CONTRIBUTIONOF APJ ABDUL KALAM TO ISRO (JOINED IN 1969)
Dr. Kalam was important for the Indian National Committee for Space Research (INCOSPAR),
which was set up by Dr. Vikram Sarabhai, father of the Indian space program. INCOSPAR,
the group of rocket architects of which Kalam was a section, set up the Thumba Equatorial
Rocket Launching Station (TERLS) that is utilized by ISRO to dispatch sounding rockets even
today.
Kalam was additionally the task overseer of India's first Satellite Launch Vehicle (SLV-III)
which effectively sent the Rohini satellite in close earth circle. Kalam has likewise assumed a
contributory part in the improvement of Polar Satellite Launch Vehicle (PSLV).
Kalam has likewise won the renowned Padma Bhushan and Padma Vibhushan for his
commitments to ISRO and DRDO, just as for his part as a logical guide to the Government of
India.

12. THE FORMER PEOPLE'S PRESIDENT, DR. APJ ABDUL KALAM
Pioneers Ignite the Young Minds
In contrast to different government officials, Dr. Kalam consistently longed for what's to come.
Subsequently, he would consistently say youngsters are future residents of the nation and
would propose to support them, Also, he encouraged kids to think beyond practical boundaries,
and that fantasy should never allow them to rest. In his words, "A fantasy isn't what you see
while resting, it is something that doesn't allow you to rest." During his residency as President,
he has consistently inspired hordes of youthful personalities and the grown-ups too, to seek
after their fantasy. A pioneer isn't only a directing power, yet a one who decides
predetermination even before setting off on the excursion. With this, Dr.Abdul Kalam was
dreaming to make India an atomic force and touched off the youthful personalities to run after
it. "Try not to take rest after your first triumph since, supposing that you come up short in
second, more lips are holding back to the state that your first triumph was simply karma." Aren't
these words enough to trigger youthful personalities to reliably deal with their energy?
Pioneers Should Practice their Preaching
It very well may be very simple to offer proposals to other people yet incorporating it is the
most troublesome assignment in any event, for the person who recommends it. Moreover, in
our everyday life, we would have run over numerous pioneers who might offer unrealistic
affirmation and guidance. However, Dr.Abdul Kalam all through his President's inhabitance
was available to share his experience and rouse the future residents of the nation. He stated,
"We all don't have the equivalent ability. However, we all have an equivalent occasion to build
up our gifts." These words would propel anybody to deal with their aptitudes and to snatch
each open door that life tosses at them.
Pioneers should be Visionaries
The person who takes up positions of authority, don't simply have the duty to manage in the
present, in any case, they ought to foresee the future situations and give a reasonable proposal
and set up the part for it. Dr.Abdul Kalam had a solid conviction that the nation's future would
be lit up by PURA (Providing Urban Amenities in Rural Areas). What's more, every Indian
would concur with his visionary, as today or even in the years to come rustic India's
commitment to the nation's economy is the one to rely on.

13. DR.APJ ABDUL KALAM'S ACHIEVEMENTS
From being a prestigious researcher to stepping on as the eleventh President of India, Dr. Abdul
Kalam's accomplishments are very difficult to pin - down. Be that as it may, without
referencing his amazing accomplishment this story would be fragmented. Dr.Kalam has gotten
seven privileged doctorates from 40 colleges. In 1981, the Indian government regarded him
with the Padma Bhushan, and in 1990 he was given Padma Vibhushan for his significant work
ISRO and DRDO as a logical counsel to the public authority. Afterward, in 1997, Kalam got
the nation's most elevated regular citizen honor, the Bharat Ratna grant for his commitment to
the logical examination and modernization of protection innovation in India. A lot more
distinctions and grants followed him for his faultless commitment to the nation. With which he
developed to be the most cherished head of India.

14. CONTROVERSIAL PROJECT
Mercy Petition
Previous president APJ Abul Kalam didn't support capital punishment like his archetype. Be
that as it may, in contrast to his archetype, he, at the end of the day, heard the public authority
and the individuals.
A protection researcher and a Bharat Ratna before he was raised as President, India's single
guy president had revolted against capital punishment at any rate on three events while in office
and sent back almost 50 instances of capital sentences back for reevaluation.
The solitary kindness request that he dismissed was from Dhannajay Chatterji, a lift
administrator indicted for assault and executing a little youngster in Kolkata, in 2004. Kalam
showed later that he had done so hesitantly.
During his residency at Rashtrapati Bhavan, Kalam turned into the lone President to send back
petitions from 50 death row detainees to the public authority in 2005, rattling off reasons why
the UPA government ought to think about leniency for each situation.
At the point when the home service chose to dismiss his recommendation in all the cases, he
ruled against dismissing any more kindness petitions. A considerable lot of them have later
conceded benevolence when the Center re-evaluated the petitions in UPA II.
After 10 years, Kalam elected to react to a law commission counsel paper on capital
punishment. Talking from his involvement with Rashtrapati Bhavan, Kalam reviewed the
result of the investigation by the President's office to analyze the kindness petitions. "This
investigation uncovered amazingly that practically all the cases which were forthcoming had a
social and financial inclination," the previous President said.

15. REFERENCE
Dwivedi, R.S. (2006), "Creating and Leading Superb Selfmanaged Teams: An Empirical Study
on Dr. A.P.J. Abdul Kalarri's Approach", Indian Journal of Industrial Relations, April, pp. 282-
303
Kalam, Abdul, A.PJ. (with Arun Tiwari, 1999), Wings ofFire, Hyderabad, University Press
(India) Pvt. Ltd.
Sharma, D. (2015). Three reasons why Kalam was a tech visionary.Dailyo.in. Retrieved 27
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