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Systemic Development of Leadership: Action Research in an Indian Manufacturing Organization

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Abstract

This insider action research study differentiates between developing leaders and leadership, evolves a systemic leadership model, and intervenes on the human, social and processes dimensions for developing leadership. This is a real-time study and responds to the organizational reality of fast pace of change and its systemic nature. Consequently, the research too is fast to guide actions and influence positive changes in the organization. As the action research addresses a systemic reality, research and contributions are in multiple aspects, with new techniques having huge implications for theory building as well as improving practice. The study provides a structural solution to perceived lack of commitment in senior colleagues—a syndrome I acronym as HILE (High Intentions and Lukewarm Execution)–by re-designing organizational processes and making time available for its effective utilization in developing leadership. A new technique of triggering major changes in organizations termed “concept sublimation” distils concept from the statements of major stakeholder and sublimates it from lower to higher unit of analysis and to higher levels of positivity. Statistical simplification of a competency framework by applying concepts from Euclidian geometry and making it effective is yet a unique contribution of this action research study. The study adapts the competing values framework in developing a method of assessing cultural congruence of a candidate with the culture of the organization. The uniqueness of the study lies in bridging the gap in the literature by actually and systemically developing leadership in an organization and providing pragmatic insights on developing leadership while also creating knowledge for theory building.

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Acknowledgments

I express my deep gratitude to Revered Prof P.S. Satsangi, Chairman, Advisory Committee on Education, Dayalbagh Educational Institutions, India and the Spiritual Leader of the Radhasoami Faith, (guiding humans to experience higher levels of consciousness by practicing the hyper transcendental Yoga of sound current), for His intuitive Guidance all throughout. I deeply acknowledge the Editor of SPAR Robert Flood and the blind reviewers—particularly the reviewer 4– for their confidence, patience and excellent guidance in improving this paper. Their inputs have made me a better researcher and I continue to grow and improve.

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Authors and Affiliations

  1. Hyperspace Action Research Services, Gurgaon, India

    Vikas Rai Bhatnagar

  2. Management Development Institute, M.G.Road, Sukhrali, Post Box No 60, Gurgaon, 122007, India

    Vikas Rai Bhatnagar

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  1. Vikas Rai Bhatnagar
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Correspondence to Vikas Rai Bhatnagar.

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Bhatnagar, V.R. Systemic Development of Leadership: Action Research in an Indian Manufacturing Organization. Syst Pract Action Res 30, 339–376 (2017). https://doi.org/10.1007/s11213-016-9398-z

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