Special Heading

Partha Ghosh believes that in the evolving turbulent dynamics, future leaders must be able to inspire and influence outcomes not necessarily because of the titles that are handed to them, but on the basis of their inner power that will uphold the codes of conduct that are defined by the values and ethics, moral and civic sense that are fundamental to an organization and above all define strategic & operational problem solving spirit and performance benchmarks, which are truly competitive, - which people worldwide could trust, and benefit from at all the echelons of the organization.

Time has come when we should pause to understand the possibilities we are faced with and repurpose our “logic & ethics” of thinking, reexamine ways we structure and make choices so that we will be in a better harmony with the forces at work in the global economic environment. that It is Dr Ghosh’s strong conviction that society as a whole, “Need Higher Level Expression of Leadership” and such qualities need to be nurtured and developed early. In the next 5 to 10 years, particularly those industries that are at the epi-center of such a “historic phase shift” will require higher level of leadership expression to lead and respond to the changes at multiple levels of their decision-making and operational hierarchy.

Leaderships of organizations must realize that they have to manage two essential fronts to develop future leaders: (i) Content of what will constitute and define tomorrow’s leaders that will be very different from what defined their own leadership persona and (ii) Speed at which next generation of leaders (as a percent of total employees) that will need to be developed, has to be significantly accelerated.

Indeed, industry will need to think strategically with uncompromising long-term commitment in developing future leaders who could inspire imagination, accelerate innovation and adopt new management and organizational models, - that will allow them to embrace higher levels of complexity and technological risks, while facing increased competition and enhanced geo-economic and geo-political uncertainties, with grace & comfort,

Accordingly Dr. Ghosh believes that leaderships of organizations must dedicate significant amount of their time and corporate resources to cultivate a leadership culture to ensure everyone in an organization feel genuinely responsible for the domain of their influence – from the immediate areas of interest to widely accepted precept of protecting the natural environment and then extending the responsibility framework to include societal obligations as well, in the process making the organization a perfect expression of global citizenry.

In view of his extensive work with leaders in more than two dozen nations, Dr. Ghosh believes that in the emerging environment, for an executive to express and utilize his/her innate leadership qualities, the individual must go through a process of self-realization (Know thy self) in the context of his/her emerging work and decision-making environment, and the vision of the nature of leader he/she wishes to be, in becoming more effective.

It is with a firm and unwavering conviction, Dr. Partha Ghosh expresses that at the most fundamental level an executive’s ability to influence outcomes is determined by how he/she naturally harmonizes three sources of “innate” power– (i) Power of Intellect (ii) Power of interconnectivity (iii) Power of intuition; in turn the basic model works toward cultivating in executive what he terms “radiance/glow of leadership”. When these three powers (as illustrated in the figure below) are fully synchronized toward a higher-level purpose in an executive’s work and decision-making environment, his/her leadership expression becomes natural, more visible, more trustworthy, in turn more inspiring and decisive in the domain of his/her influence.

Partha Ghosh Leadership model to increase the Power to Influence


It is important that senior management of companies, instead of just having leadership workshops focus on qualities such as visioning, decision making, communication etc., must first become conscious of how they could instill a leadership process that truly focuses on the development of the three powers within and then work on defining specific exercises (such as self-reflection, systems thinking, problem solving), which in turn lead to continuous development of those qualities that we revere in great leaders.

Indeed as the 3PIs are introduced in a well programed fashion organizations could sense: (i) how inner strengths and institutive capacity of the leaders could be expressed, and at “the limit” tested and measured (ii) how intellectual/thought leadership can make the difference in guiding problem solving process in uncovering transformational opportunities, and (iii) how interconnectivity can secure transparent and natural ways to establish “trust” based connections, internally between the different parts of an organization and externally with clients, suppliers, communities and governments, - with full range of stakeholders.

Dr. Ghosh believes that as organizations make uncompromising long-term commitment in developing future leaders who could innovate and adopt new management and organizational models, it will allow them to embrace higher levels of complexity and technological disruptions/risks while dealing with increased competition and enhanced geo-economic and geo-political uncertainties - in achieving superior results.

In this spirit, Partha Ghosh helps leaderships of organizations manage three essential fronts: (i) Articulating the content of what will constitute and define tomorrow’s leaders (ii) Conducting leadership workshops/retreats to accelerate the development of leaders and (iii) Mentoring and coaching executives to help them express desired leadership behaviors.

A few articles, presentations and white papers are available below: