Section 1 Mulling on the Definitions
by Bala V Balachandar, T. N Seshan, Nixon Fernando
Yogyathwa: Simple Access to Powerful Leadership
- Cover
- Title Page
- Brief Contents
- Contents
- Preface
- Foreword
- About the Authors
- Introduction
- Section 1 Mulling on the Definitions
- Section 2 The Core Premises of Leadership
- 4. The Common Soul Theory of Leadership
- 5. The Chief Attribute of a Leader: Yogyathwa
- 6. Reasoning Out the Metaphysical Truths in Leadership Discussions
- The Question of Being Rational
- Leadership has Aesthetic Content
- Limiting Studies to the Material Sphere is Like This
- Should I Sacrifice ‘Rationality’ for This?
- The Process of Inquiry that is Rational
- Models
- Establishing Theories Through Proofs
- Pursuit of Truth
- Coming Back to the Common Soul Theory of Leadership
- Exercises
- 7. The Technical Nuances of Yoga and Yogyathwa
- Section 3 Suzerainty and its Role in Good Teams
- 8. Under What Conditions Can I be Called Up for Suzerainty?
- 9. Who Ends Up Becoming the Suzerain?
- Certain Factors Up the Chance for Becoming a Suzerain
- Dormant Suzerainty
- The Exact Nature of the Agenda and the Members of the Group Competent in that Particular Agenda
- Skilled and Experienced Administrators and Managers
- The Preferred Organizational Structure for Meeting that Agenda and the Suzerainty Style of the Suzerain
- Selection and Promotion Systems Established within Groups
- The Presence of True Leaders in the Group
- The Actual Dynamics and Drama of the Situation at Hand
- Case Studies
- Exercises
- 10. When Groups Search for Good Suzerains
- 11. As a Suzerain to a Group, What are My Prime Concerns?
- 12. The Fundamental Ingredient for Success of Organizations
- Section 4 Getting to the Heart of Excellence
- 13. A Study of Excellence as Evolved in Modern Thought
- 14. Motivation and Excellence According to Ancient Indians
- Impactful Ancient Indian Insights and Models
- The Four Impeller Model of Human Nature
- The Variance between the Materialistic and the Spiritual
- Proof for the Theory
- Why this Four-Impeller Model Needs Further Analysis by a Student of Leadership
- Need for a ‘Performer’s’ View
- Each One Takes his Own Call
- Case Studies
- Exercises
- 15. Understanding the Nuances of Dharma
- 16. Defining a Leader Vis-à-Vis Yogyathwa and Dharma
- 17. The Metaphysical Models and their Scientific Validation
- Section 5 Pursuit of Excellence Through Yogyathwa and Dharma
- Section 6 Unleash the Leadership Potential
- 21. The Suzerainty and Leadership Matrix: Understanding were We Stand
- 22. The Journey of the Complete Leader
- 23. Difficult Leadership Signposts Simplified
- Leadership Quotes: How Theories/Models Explain Them
- A Leader must be a Master of the Present Moment
- When Something is Accomplished under A True Leader, the Leader is Barely Visible and They All Say ‘We Did It’
- Let Him Lead Who is Led by his Bright Heart—Sirshree Tejparkhi
- He Who Does not Know How to Follow Does not Know How to Lead … (Mahatma Gandhi)
- A True Leader makes Leaders Not Followers (Tom Peters)
- Is the Desire to be a Leader a Self-Contradiction?
- Servant Leader
- Leadership by Example
- Everyone is a Leader
- Case Studies
- Exercises
- 24. Developing Yogyathwa Systematically
- 25. The Interfaces You Can Use to Develop Yogyathwa
- Appendix A Karma Yoga
- Appendix B Bhagavad Gita: On the Same Work Being Mediocre or Excellent
- Appendix C The Suzerainty and Leadership Matrix with Details
- Index
SECTION 1
Mulling on the Definitions
Chapter 2 The Confusing Synonyms of Leadership
There is complexity and confusion in the subject of leadership. And part of this arises because people play around with words and their meanings when discussing ideas related to leadership. There is need to remove ambiguity through proper definition of the terms used in order that one can resolve clearly and discuss the defined terms meaningfully. The chapters in this section address this issue. This section is therefore an exercise in effective communication; however it also sets the ball rolling—for an attempt to unlock the mystique of leadership.
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