The Hindu Business Line : You never stop learning as a leader

When faced with unique situations, leaders are often alone, with none to consult. “The leader has more information than any other person and often must decide quickly what action to take,” writes Steven J. DeKrey in the opening essay featured in ‘Leadership Experiences in Asia’ ( www.wiley.com).

The book presents insights from successful leaders, to serve as useful inputs when you meet your own challenges. Do not, however, just model yourself after other leaders or famous figures, advises the author. Because: “Effective leadership is more than a function of the leader. Proper understanding requires analysis of who the followers are and what the leadership situation involves.”

There are three chapters on a crucial theme, ethics, written by David M. Messick, the co-editor of the collection. Through 15 case studies, he brings to life a topic that is often considered esoteric.

In a discussion titled ‘challenges in the world’s factory’, Cassian Cheung of Cairnhill Consultants says that employee training is what makes for effective managers. “Hiring is only the first step in developing human capital,” writes Scott L. Summerville of Rockwell Automation in an essay on talent development. “To make the most of new recruits, employers also need to invest in a good orientation and training program.”

The only way you can achieve anything is through other people, the local people, declares William B. Johnson of KONE Elevators. “HR takes 50 per cent of my time. You motivate, you direct and you provide feedback and, if all that works, you are well on the way.”

Shailendra Jain of Moody’s provides the Indian perspective, thus: “If you can work through chaos, success awaits you in India.” The country continues to be a mixture of contradictions, a curious combination of change and tradition, he adds. “The paradoxes continue.”

Recommended read for the management student.

D. Murali

http://BookPeek.blogspot.com