Winter/Spring 2012

The Journal of Values-Based Leadership Volume 5 Article 8 Issue 1 Winter/Spring 2012

January 2012 Winter/Spring 2012

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This Full Issue is brought to you for free and open access by the College of Business at ValpoScholar. It has been accepted for inclusion in The ourJ nal of Values-Based Leadership by an authorized administrator of ValpoScholar. For more information, please contact a ValpoScholar staff member at [email protected]. Volume V | Issue I | Winter/Spring 2012

Lands’ End and the Comer Foundation: A Legacy Interview with Stephanie Comer, Chicago, Illinois

Capital Budgeting and Sustainable Enterprises: Ethical Implications Ron Sookram, Ph.D. & Balraj Kistow, MSC St. Augustine, Trinidad W.I.

Business and Corporate Stakeholders Management: Interactions with an Eminent Expert from the Indiana Banking and Finance Industry Shashank Shah, Ph.D. Andhra Pradesh, India

Values-Based Leadership: A Shift in Attitude Joseph P. Hester, Ph.D. Claremont, North Carolina

Redemption in the Dean’s Office Christine Clements, Ph.D. Whitewater, Wisconsin

The Story of Ethicus – India’s First Ethical Fashion Brand Ajith Sankar, PSG Institute of Management Coimbatore, India

VALPARAISOVALPARAISO UNIVERSITY UNIVERSITY GRADUATEGRADUATE SCHOOL SCHOOL OF OF BUSINESS BUSINESS

SUSTAINABILITYSUSTAINABILITY CERTIFICATE CERTIFICATE

AsAs we we turn turn our our focus focus to tobecoming becoming a sociallya socially responsible responsible university, university, the the ValpoValpo MBA MBA program program is isnow now offering offering a Certificatea Certificate in inSustainability. Sustainability. After After completingcompleting a bachelora bachelor degree, degree, or orwhile while enrolled enrolled in ain VUa VU master's master's program, program, a studenta student may may choose choose to totake take four four additional additional courses courses – eight– eight (8) (8) additional additional creditscredits – and– and receive receive the the graduate graduate Certificate Certificate in inSustainability. Sustainability. The The four four additionaladditional courses courses inclu include:de:

MBA MBA 702 702 Managing Managing Sustainability Sustainability - 2Cr. - 2Cr. MBA MBA 703 703 Forces Forces Affecting Affecting Sustainability Sustainability - 2Cr. - 2Cr. MBA MBA 704 704 Case Case Studies Studies in inSustainability Sustainability - 2Cr. - 2Cr. MBA MBA 705 705 Fieldwork Fieldwork in inSustainability Sustainability - 2Cr. - 2Cr.

WHATWHAT IS IS SUSTAINABILITY? SUSTAINABILITY?

SustainabilitySustainability is isa vitala vital answer answer to toexistence existence on on this this planet, planet, but but also also to to thethe existence existence of ofour our economy. economy. As As we we look look for for better better answers answers to toenergy energy issues,issues, the the end end of oflandfills, landfills, and and clean clean air air and and water water for for future future generations,generations, we we need need the the business business model model of ofefficiency efficiency and and return return on on investmentinvestment to tobe be sure sure we we ar ear etaking taking the the best best paths paths to toimprove improve the the future.future.

PURSUINGPURSUING THE THE TRUTH. TRUTH.

CHANGINGCHANGING THE THE WORLD. WORLD.

MBAMBA Office Office Urschel Hall, 104 Urschel Hall, 104 19091909 Chapel Chapel Drive Drive [email protected]@valpo.edu

219219-465-465-7952-7952 219219-464-464-5789-5789

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*The name JVBL and logo are proprietary trademarks. All rights reserved ©2008 ISSN: ISSN: www.fsa.ulaval.ca Université Laval Gunnlaugson,Olen MA., Ph.D. International Editorial and AdvisoryBoard: www.valpo.edu/cob Editor Winter JOURNAL OFVALUES (o) IndianaValparaiso, 46383, USA 1909 Chapel Drive, Office 207 College ofBusiness Administration UniversityValparaiso Elizabeth Gingerich, J.D. Volume V, Issue I

(f) 01 (f) (o)01 Québec, Québec 0A6,GIV CANADA 2325, de rue laTerrasse Palasis Pavillon (f) 01 (f) [email protected] [email protected] 01- - - - 2153- 1948- 418- 418- 219- 418- - -2012 in / - Spring 2012 Chief: 656- 656- 464- 656- 019X 019X 0733 (online)

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- BASED LEADERSHIP*

3 LEADERSHIP 4 LEADERSHIP The The Papers for Call leadership. business leaders, educators,andstudents andinstitutional values about concerned as foruma forideas sharingand the of “best practices.” missionthe The of JVBL Mission Statement of Values Journal The Special Acknowledgement and practitioners. The and practitioners. The theoretical, and applicable ideas and experie on convergingpractical, the entrepreneurs. the way, this In are rigorous that articles yetintellectually of use leaders, practical to teachers,and as environment,and spirituality sourcea of motivation. The Journalstrives publish to decision businessin leadership, moralconsiderations

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‘ dedicatedsupporting to people who seek to more create ethically and socially leadershipstudents, their to andentrepreneurs with examples of development,teachers withresource a of pedagogicalsupport values in instructing knowledge that is intellectually well knowledge is intellectually that provide publishes that articles organizationsJournal The and education. through leadership making tobeemulated within theirown business environs. relatedto: articles issues ofpractice the affecting values business and students andanalysis academics, instudy the ofcritical leaders, interested readershipelectronic printThe and inboth fora. includes reviewedjournal available 7 0

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5 LEADERSHIP 6 LEADERSHIP reflect thereflect views of CollegeofBusiness.University expressly so indicated in text,the do notnecessarily representpositionthe of the Valparaiso a all of content The Disclaimer permission any to obtain ow requiredfrom thecopyright owner. copyright Please surerights the of be the of violation a be new your into work could law.Theunder work protectedcopyright be unauthorized may such incorporationofmaterial Please remember that existing artwork or images you that want may to 1.219.464.5044, fax: 1.219.464.5789. RoomDrive, 207, Valparaiso, Indiana46383, Gingerich Elizabeth Editor writing to reprintto in publisher. Send requests permissionthe of republishedpartwritten withoutbe the may in wholein article or No ReprintArticle Permission Chapel Drive, reportchange ofaddress,a To contact information. P mailing address number. andtelephone JVBL

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and the quantity ofcopies desiredtogetherquantity and the withcurrent your case studies, book reviews, book and case studies, www.valuesbasedleadershipjournal.com

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, submitters, and/or interviewees Valparaiso College of Business, University 1909

ner. Valparaiso, Indiana 46383, Valparaiso, Indiana46383, . [email protected] surveys contained herein contained surveys includenewin a

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u t a s e v e s , dignity ispreserved, dignity welcome andoftentimes surprises ensue. Regardless of the legality ofthese Regardlesslegality the actions, of

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7 LEADERSHIP 8 LEADERSHIP

A 6 5 3 2 9

1 1 7 7 1 r t

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l e s India and former CEO and Managing Director Rabo of India Finance Ltd. “ethics of care” must be embraced. to reconsider h commitment toreason consistently prudently, and toforcare others, to and dedicateoneself T R B C W U A R S J C can transcend,can and even augment, the bottom line. an industryan sustainably, giving regard due to the process Now, the continues to inbe factor a growth that nation’s and recognitionas premier a trading partner. Historically, cotton has played significanta role inIndia’s independence from ruleBritish and discusses how thehubris of power and theoften Academic deans, likeall leaders trying to to genuinelyTo refer as A very insightful look into the evolving ethics of theemerging, sustainable business culture enterprises through a triple economic factorsbusiness in decision This article focuses uponthe growing, universal influenceof social, environmental, and casestudy andinterview exemplify how development,the customer, workforce, and managemen When business a is created by an individual who holds certainvalues as fundamental toits E V L C A cultivate this role.

o H A j A n M h A o h n U o E i i s t N s L

m a P r n E i D S h I e v derivedan from interview with Mr.Sanjiv Bhasin, Managing Director i O c U N s I S D s

I E e S p e T o N v h t E S E S M r A h r i T n e a a s n E S ― o N ’ L P O s r i E P n n e S - o t v B T i B R y C k T k n

. S k i N E Ethicus H e o A I S Y a – U r

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1 AlissaFiorintino and Sarah Lynn Buelke. *A Lands’ End and the Comer Foundation: hardware and equipment(and leading eventually sale the to of duffel bags andapparel), sailing. passion for withit his Comer desiredcreateto combinehis own ideally business and storeorder, retail originated with Gary Comer. hisSince youth

http://money.cnn.com/magazines/fortune/fortune_archive/1987/01/05/68498/index.htm

rest will take care of itself. of takecare rest will

necessarily command aloss integrity? of compass its of founders?Or does thesheer size and of volume its assets and transactions Is it possiblethat a Caminiti, Susan. “Steeringhis own course tosuccess: Gary Comer.”

ll photographs

LANDS’ END

Take care of the CUSTOMER the CUSTOMER and of the Take care

courtesy of The Gary Comer Family Archive Family Comer Gary The business can grow to bean international entity and still retain themoral

Beginning with the design, marketing, and sale of yachting salemarketing, of design, and with the Beginning could operate as a mail operateas a could idea thatThe a company family. workthrough the his of spiritcontinues charitable this stature.achieved His Comer,founder, Gary have served. Lands’ End and its benefitting the communit the benefitting manner wh respect designed andloyalty generate to ideals businessand aspirationsofconducting a in individuals with by companies built organizations from corporation and its leaders neglectsdistinguish to those the detailing plethoramediaof attention The

GUARANTEED. PERIOD.

. The editor also expresses her gratitude to the scholarlygratitudeexpressescontributionseditoralsoher the of to The . Fortune

5 Jan. 1987: 95. Retrieved 01 1987:Retrieved 5 Jan. 95. ®

─ ies ies .

- , Gary A Legacy A guaranteeeverything.” unconditionally day it arrives, and in,ship every order the only things we believe when we started: sell littledifferenttoday than winning customers is “ Our basic premise for - 12- 12, 12, Comer

* failings of a failings ofa

ile 9

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http://www.greenamerica.org/programs/responsibleshopper/company.cfm?id=286 http://www.landsend.com/newsroom/press_releases/press_releases/sept16_comer/Gary_Comer_News_Release.pdf Protection Agency’s program’sProtection ENERGY STAR paperless work ensure everyone onthepayrollreceivedcompensation that Co.in 2002 for $1.

r Revere Community (Wes Pope, Revere Photographer) Community (Wes

Sears, RoebuckSears,MarchCo.2011). (28 & Hawkins,M. (16 Sept. 2010). Lands’End donates 600 embroidered jackets…. Lands’ End founder remembered his roots, gave millionsneedy to and rewarded employees History & Heritage: The launchingaof dream. AboutGary Comer. Kogan,Rick. Gary Comer ─ Land End’sFounder and NAChampion. Lands’ End feelsclimate change itsbottom in Nov. 10). line(10 o m

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r 2009, Sears the amount of recycled andsustainably ofrecycled amount the

o - 15 years, 15 Lands’ End home website comer.html community gardens on company property, andengineer property, community on company gardens m a e and largeste and mail n t i ’ - c end

catalog paper consumption by 50 percent between percentbetween 50 consumption paper by catalog

r .

i - n Lands’ End, Inc. was sold to Sears, Roebuck,and soldLands’wasto Inc. End, feels . g and its Retrieved 02-

y becomeapart ofthecompany’sy legacy. t promoting environmentalawareness, being a platinum for ranking the its Lands’stores End Despitein management,change a Searsand Company Association through Association monetary incentives donating environment friendly, Rewards Holding Company Retailer oftheYear Retailer o - The Chicago Tribune Chicago The climate

i t . Gary Comer College Prep’s new , Climate Chronicle

Retrieved 01 a Retrieved 01- - n change Lands’ End Lands’ End Lands’ 05 . d - Lands’End PressRelease ”

order businesses inworld.the Due to

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12. 12. c

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in 2010 by the in 2010 HeartAmerican n . - in 7 - j 12-

. u - 12- , 7 Oct. 2006, , 2006, 7Oct. 5 its Following Comer’s firm belief in Following in Comer’sbelief firm health r

3 12, e - 12, bottom

– . d staff members did not realize notrealize did staff members

Retrieved 02

, was formed. Of the name, name, , was Of the formed.

. v earned the Environmentalearned the 6 designation. ice (June, 2007). 2007). (June, ice stores significantly began significantly stores i of apparel andpledging Sears s -prohibitive to change the

-focused workplace celebrated the openingthe ofcelebrated i - line/. o maintainingworker a 3 through n 11:38.Retrieved 01 The company decided The s .

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o - harvested fiber in-harvestedfiber 05 f

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The Secret ofWealth p 8 their “ o

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Daley, Daley, M. Richard Mayor, change people’sFormer Chicago lives. Regardless 13 12 11 10 9 sailing trips passion This originated responsibleenvironment. ofthe stewardship thepreservationComer also and championed “child a be consideredhimself to always Comer had Chicago. of in hisbirthplace d the fundamental objectives became care, health organization, and community urban reform, in work coupled with his of interestarea scientists in efforts this newfound This field. ofqualified leaders and other pervasivethe effects of climate change, he began fundi region further demonstrated research in this wouldwhich typically block mostpassages. As yeartime the of during that surface ofice lack During he thiswas voyage, thesurprised by Retrieved 01 http://www.starclass.org/artman/publish/printer_240.shtml d

housing initiatives. educationalwith both andneighborhood cen youth of a construction forthe Revere community School andcontributedChicago, millionthe to $50 of Children’sUniversity the at Hospital Crossingthe Grand donated millionneighborhood, more houseto than $80 the Comer http://money.cnn.com/magazines/fortune/fortune_archive/1987/01/05/68498/index.htm

Shah, RevereCommunity (Jasmin Caminiti, Susan (1987). “Steeringhis course own to success:Gary Comer.”

e r Id. Peterson, Erica M. (PhilipWalsh, Id. Kogan,Rick. Gary Comer ─ Land End’sFounder and NA i e v

See, also, Investing in Children and Communities. e p

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m s - 12 u m - c , he , he 12, 12, i c t m e to the Arctic the Arctic to http://news.medill.northwestern.edu/climatechange/page. e ter and toter provideits residents e

contributed d n to Gary’s sense of philanthropy: Gary’s philanthropy: to sense of

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n 11 t o

b C u h s photography) i i c n a e during one ofhis

g s P in ways to positively impactor in wayspositively to of the o Circle in2001. Circle s hotographer)

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h (Dec., 2008). Comer Foundation funding supports critical climatechange research. s i Comer and Science

l d o n r Retrieved 02 e l y n

Champion.

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u 10

grammar school as well as promised the8 oldand uniforms system,conditioning forhis area.Chicago He purchasedcomputers, an air made Comerthat examples of many are There children that he would pay for their college college fortheir pay he would that children Additionally, he graduated they if fromeducation highschool. r contributions contributions

p of poverty.” 12 a - s 17-

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12 from from 12 d to the “

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aspx?id=108591 r http://www.cs Education Foundation.Education h y i ’ Sailing the Arctic Circle (Comer in red) in (Comer Circle Arctic the Sailing s s , 9

5 Jan. 1987: 95. 5 Jan.95. 1987:

constructed numerousconstructed homes in

ngclimate the change research (Philip Walsh, Photographer) , 7 Oct. 2006, 11:38. Retrieved 01 11:38. Retrieved , 2006, 7Oct. LaRabida (Jasmin Shah, Photographer) Shah, (Jasmin LaRabida .

- ef.org/health.html .

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13 - 12-

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11 LEADERSHIP 12 LEADERSHIP 14 Comer Youth Center.the Gary Committee,Ribbon the Boardof Trustees ofthe of University Chicago Center, andMedical co Homeshe Network (which TrusteesMedical ofthe member of the Board of and isFoundation a president of the Comer servescurrently the as Comer in2011.She with conducted Stephanie following interviewThe hiscarried children hisforth leg in 2006, photographerauthor, and Comer andFrancie Gary two StephanieComer. hadchildren, and Guy Stephanie, noted a reciprocal interestsreciprocal . sharealthough they community development

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in urba n educational reform andn educational n lns Green Plan’s on health care

12 ─

c i y split on split passedfather my Q: background. alittle you Let me give Q: Interview with Stephanie Comer C r a t e t s

That I realizedthat Ineeded specialty comingand especially up againand kept care Accessto issues. some the of within thisregion providers, grew up where Side he South the of worklot a on expertsfield. in the in that at timeAlthough was I well not versed into environment community developmentwhile Iventured was doing. continue somework good the ofthat to an opportunity werecognizing had that we wanted issue throu was serious servicesvery a this andthat therewasconferred that poor a delivery servicescare on the Side. South We report about deliverythe system ofhealth Chicago Associates of HealthManagement n w o e o t l x s o i a v

l m u p o p i m b o health r g e r

e t e a l i f

e e

v r t o c is when Ihook c t o i a e r d t e n e W o F s p m m

n ,

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access to care some andat point e m i s f e h y

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l r

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g a r ganizations i e o o

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p s c a

rted tal m u i s

e m n

t b h

n a a al and health reform.and health al h

r s t

away, my brother andI o a d p h

u y n h e t o to educate myself on educate to As my father As my t n h

ed up T with Pat a a a p d e r h t f , g e s t p h b r

i e c e s

L o s a r e h a focused on largely i

i d a

n t o n kingdifferent to l e n

e a n ? n g , y h a o

x t more expertise. d

o i e y a i i

l m n t s o s t o u d e n h g o and doctors and doctors ’ n u

e n

r E s a

t t u t e i h h h

n b d c t c y

a i l e i a d o e n had done o e p ard t p o r

u n o g i

s a e v f l i t t

, k p e

e n

. f a

? d h t d After, d y errell h

a y

h e a o t t o o n h h he he i s n u u r of m in in a

e e e k y ─ r t , l

February 25,2011, Chicago, Illinois g did gotonightschool. from he graduated No, highschool. He d t a e general philanthropy? Are S Q: born. was I before diedthey them all; at knowI didn’t w Q: Q: momMy went college. to Q: started hisjoband quit this new business. marriage. monthsHe 6 about their into were marriedThey and Ithink that was it Q: y The Q: Yes. t C w

by by h h r d l i i h i e r d d e e e f u e i l e happenstance in y e c w

l c a ? s .

a you talking about climate change or climate talking about you

a d

o g met

u A E t D y n A A W o u i r n s v o D

n n i S ? p p d o e a d n t d d i

d r

a a s y ?

in a publicin a restaurant or

y u

r r

a y h o h t o t t e o t h o

e n h e o u h e n f r i u d

w r a n a i t f

t t s i g t

h l a

m r h k . e I o a t n e h r u a t e o b

(Rob Craigie, Photographer) Craigie, (Rob

e downtown Chicago. d e w n a r u

o t ? d w

? s n

e t i

o y e Stephanie Cromer Stephanie i n r m o r s

e k u t e s e a r r s

e r n ?

w c d g a

e h r

n t a i e h v d n n e a

d a

t p h h

h f a tavern e o e o r

r w

e u h m

n s a a 13 e t a d s s - l

13 LEADERSHIP 14 LEADERSHIP Q: i w necessarily. knowI don’t if summersgrowing was when up. he another. peoples’boats. work on various people Yachtin the out C intrigued byit he justand st summers.the he was that just Ithink during on Lake Michigan boated dad My Q: HeLands’ started End Q: of those lot worker and recognize and people that and mentorsthere groupcore offriends met a he really ─ us to it told he think that I and Rubicam Young and He worked for Q: his closest frie on. Ithink he And consideredthem among b y d a l s

interested and other the out. Ithink that associates over time, but really had the drive. hadthe really who n e e a n u u i a

t a i d s r h l s i i r i y n n

t n s S

g g

a e e a W I

? o c s a s W v n

d h e

h t i

a ? T t o t h v r e d e h o

a his was f e e r

p n e l r that he was an incredibly hard he was that an incredibly a r

very very u ─ as as ─ p t ’ p a

I think that r people into Lands’later End people into t i d e o d s a w

f nds throughout hisnds life. throughout i i

i h r w r d r h n a that that t t t s i h and from there began to therebegan to and from u

a e n g s talented. He brought in a He ina brought talented. t h m a he sawmarkhe a n r

e all happening e e lub. He started tomeet t i r

a ? s it was actually h y d ?

r , e e k

v e f Young and Young s o e t

t with

n r l a he knew that he he knew he that o One thingle

Gary Cromer, peoplenot were r e p s t e e e

arted hangingarted h bought them bought them d d l two or three three two or l i i ,

s n o L

g Rubicam during the a a r

f n a et need f s

d i my dad t n a s

i i ’ t l

b y d to E

f n o a d r t

t reports ─ drawingsup withand and come that do how thisabout do heorhowcan he could would always come up with differentideas Lands’ beginning. Thatw Definitely. h Q: isfour yearsyounger.Guy Q: No. Q: traded couple,Like any they discussed and throughout he did that his entire everything to with respect supported him cautious. She more shebit a was risk a muchmore probably of were both very intuitive andhe was an interesting That’s question. they Well Q: b m made shift. the of marketing andsale potential the existed in seasonal supplyingthat equipmentboating howadvertise. to a he al that himself for alwayswork wanted and to mother worked in many community projects us (Stephanie andGuy). e nd o i s a r s m luggage and

t s c She was p D

s that that a h e

D I i n A ideas. s

o n o r

i s G n d y End, he wasEnd, H guy.” an “idea f g d and additionally particip and additionally o

t d t that was his that

o this wassubjecthis a waysto start a business wanted u b n s

o h public relationspublic u h y a operation a w w e t o Even after he had started he had Even after e l l

a h i m

t o very busyvery as l e n a y d i ? r n , v c t

e k

apparel. That’s

k e i r

n w w s t r o

o as him fromvery the a h a w He alsoacknowledged r

h n a s y o h

t t a r core. core. o i i t y s k n r and t u o h

d f

g n u c i ? o

g h r

. She originally . Sheoriginally r w

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t a a o hat hat s b n h c

e d a t i h taker and and -taker n when they e

s n e t r

-at ’ y h certainly certainly r r i she had E lifetime. lifetime. ated in ated s i

i greater n o s t l was a was a n home -home i i s u

k c d i ? s c e o ?

14 o i o n n e r

w s w v nor did it nor did usof any affected work never adversely sense never himdescribe as being eccentric. lota had father My of those, b Q: Q: community He Q: necessarily I would not describe Q: Yes Q: It was. Q: well commitment s Very much so.He Very y

parenting. interfered with his work obsessionwith his there forus andInever negative way on the weekends. That weekends.That on the get importance ofshutt fromaway He everything. the saw and work still he could and us were four the of time o e o o o a u r m m r s y away andI -away think that that a . k . L balanced

e e

contemplate a q g W o o was key for us as a family. There as There family. a for us key was a

h D S u S B r C n n of that term. of that n e o o e alwaysWisconsinused go to to W i i o u e e e d e d e l h

i r t

t h o s c impact

b w

w e ’ a u ? w i w y E e h s k i i

i t n h d n

i o and reform and reform t t n . I never felt that he wasthat not . Inever felt t h

addictive n h h

’ to i h a d t t his business e r

e s

v e a h y w t a m

e o s h his i t any parts of our lives of parts any

g h s

i especially especially o a

u i e but he was also getting also was getting he but m w l d u d o g r o ing itdown. s

o e e r i r

e w n His dedication to his to dedication His family extraordinarily family e c r c

e e

s k t g

a t a a n c c h a b s o his work as ethic

t l c s r l a

became h in the negativein the f

i b

e e u p i t d o n w n o

t s a work, and his andhis work, y e l e y i t o i i o o l f r c n s o loved puns. loved

a r h i activities n u ? c l felt that his that felt c u e k n i ? r r n

i u s

c t

w e b i s m e ut Iwould e e

e e f ? a exclusive t s o a b

. r t e e

h i type type ? h c W

t i

e w b , his

o r o a e in a in a

r n e a of n l n d a d s ,

l W would never When Ithink of an eccentric personality, I D i and Heservice industry a knewhe was that in Q: shape can you whenI think that areyou firststarting out Q: customer. values. starte he wantand you v dad. Ialsodad. thi guaranteed, same shipping. day customers first always compromised.beliefswere never ― line apparel ― End travel todistant toable were We somewhateccentric. that believe that appeared be to things andIbelieve some people woul in which m o a i

f a d l especially when b it p t u s y

o e

a really really

s h s recognized n s H o ? e y W i put the employees first, he put the putput the employees the first,he b

b o

h a (Philip Walsh, Photographer) Walsh, (Philip e j l w he was able to to was able he e e i b r n

started c I g e l w g Gary Comer in Alaska ComerGary in t e believe

o i

o v

t nk that hecertaina lived life a equate that image with that equate s e t u h

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the e y u

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t and everything waseverything and that he always treated u o

w o t m

b i h ranchedthe offinto d t importance of the of importance j h e e e e

d withd tho

t s accomplish many And whenAnd Lands’ c i r e m c t e i m r v s i e b e p p s s e e the way that that way the l

c t y a t

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15 LEADERSHIP 16 LEADERSHIP e m e luggagea portion to ─ correct ─ point one At Q: order to. someone whosending he was luggage a or with working him was someone who enormously people, whether about was it He andhe cared was kind very Q: everybody i c b

Wisconsin. was minutesand that 45 from Dodge his entire life. could. best you want whichmade you character for him, therewas something hi about sustaining. startout with thatculture, it But you work. when not always going to wa obviously that although he recognized them to nevermicro a enormous trustin people the that I think And of respect. withdeal great a than what a union what offersoa than could that relationships andtried with there hard everybody expanding this time, at theAnd business needsnecessit the obviated their workers his to attentiveness and possibility his but close relationship his to representation. possible union desireexplore to wife,workers, and husband n o x m a s a p u r p p n g r l d i e t a

r y

a s i o n H s w t D m i i

f e o n h i c a d

n This g do thebestthat they docould o

h o ? a , who worked in the 70s he had movedhe hadthe 70s in the very quickly so quickly very a e

h a n

It was t It l As people were were people As n

i s t a s

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n b manager. He-manager. always told l

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h s e him him townBoscobe called n s d

i r r e t e

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d to offer them more offer themmore to with him or h s

he hired had anhad he hired s

c i e t s p that that r o and so he was and so he was he worked really he v

i e b s f e e o e a r becomes self - o hired to workhired to

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e f m t

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employees of s meetings

r g i o m e e

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i o e

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t o

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p f t o and

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u e y f each departmenteach t l e t e r r r h s s that that

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, usually in the s a o s e

t o b o e y m s h t o o i

r f l e o

a d understanding

e i f e

n r

a c e m a f t r

But

a t . s c t

r h d

there were r h o t h l o s c A w . y o e i

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p I worked I worked e l a

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t a e i i u , m w i c i e s y

t t m s o v i f u h h o o a a c 16 i o e

n i l l n n a u e e e k s s y r r t - . -

y my first forChristmas camera one year. remember getting I loved taking pictures. me photography.He Heintroduced to had Q: onhishave anextendedside. family within histouch stay not andhe did 36 was my dad when who brother died was close withvery his did father close. he My in touch; notstay timeshe and hasbrother.a weAnd are mother’sMy were parents the at alive p Q: the inan area companyto Wisconsin where exciting was use. I think forhim what was really wordswould I that these would the be not I wouldn’t e h m h m c p w d

area. whole town, the he loved the think that being strongly about in Wisconsin and I felt purposefully. He thishe jobs.did And many people before Lands’came Endin supported jobs. wanted More create than theprofit,to he he that way help, could he wantedto. workwas ethicthere an incredible if and a H people. he admiredthe o o x e e e e e a o e u p m r r c a

s r m re wasre a p s a r i r g e w d m f o e t

n b

s e a n a e t d s u There was There no doubt W e

S u t t , n t i i n

h r t f o o a a o t e i s f i e n e n

t i d n n c o r c e w r d g

e a d u u w

o necessarily outofcontrol; say f the local communitylocal the o

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c a l ? y i t t o e that that o l h a u h

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f o n

n i s living there t e u

a s a o r i

p s 19% unemployment 19%

r y

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f g t w d b e o sister. So, no, we did not no, So, wesister. not did h c a he was able to bring this this bring to was able he c h e s u u r f h a i e e a s p o r

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i e felt they had they e felt m g r o o and offered g c e r w e o that he really that t

t i d s t w h

n h l h f f w s l a g i o y i n e n , a s e t

l e

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e d w o u i

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good

n f t t h a

a rate that o r h a

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r u n e n o so so s i r a a l r i d d u e s y r t l -

shared we that always is something that So 12. Maybe w i d howwrite to different ways and thingsthink about in how you English to was teaches It great. Certainly Q: majored inEnglish. C to Vassarwent I Q: Q: until myfatherFrom 1990 gotsick. Q: ona and collaborated couple ofbooks. whenmuseum the closed Francisco the wasIt actually my former boss. Q: Institute) of Fine Arts (today the San department the at Schoolthen California ’sMinor White photography about was It Q: two school for then I wentphotography a to and year for a photographer worked for a same time T w M that was somethingthat and recognized againin college it to back n h e a h S o e g s a m

year r

a executive directorat museuma in San t t e

A ? n e h e W A ” H r F A F n e c

S o n n o t s h h in com r

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o u .

t t w

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b y where h e I believe that is that I believe

w c h E I c o j l S e d i e d a t h n was s u u r c e

t c e g i

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e i e y i w s r ? e

o r f t h

o r a o g t e aking pictures.then SoI aking

I y d i , u

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o y

h and read. And at the at And and read. u ollege, in NewYork. I

really wanted do. to I really

g once i d u e a n d o F c

o c e

i i u o f d s 2 t i d ? f g o r h

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17 LEADERSHIP 18 LEADERSHIP g h p I don’t. ThatI don’t. Q: empathetic people In Q: religiousNo connection Q: No Q: raised aCatholic. was father My my not but Q: No Q: present.were certainly spirituala orsense philosophy of altruism values concrete,Nothing however empatheticthe Q: Yes. Q: − C t s t f f

that when gro were that we Ialsoraised thinkus empathetic. be to made sure that he was successful but was madesure he that o o h h p r a a h

bred. I think that my Ithink that -bred. parents were very r r o e e i w r v i m

. . r c w r

t w e i a e i

t a c c F a t

h u I s

S S A s L h g o u D s l a a

W r r h a o n o o o o s m l o that a person might associate with person a might that i o t l a a t e o n d ?

i y h m

f t t t r p p l k y B

y h h e f i i y o e h t a n

g i ? e

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h a

e k

e a h a s k y ? u i w w u r a

r is d s t e i o a t n e

s s

a a h t

n i u c o t i d o e w r

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o . i

h r n

r e e i t c

n n d

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t a p n h Francisco in1992. Francisco others. desirespersonal and needs responsibility to region wellbecame th awarethat our sheltered us from anything. entire so muchof our early years roaming the that wasand it not necessarily o up grew happensexposed that everything to growingcity Certainly the up in I think that happened an early at age. b Q: I came back in2005.cameback I Q: me for whathavebeen you givenabout and makesprivileged.definitely Itthink you ways No Q: s a their circumstances aroundthere people of welot a knew makelivin a to trying forsure.hit werehard People farming and and we that wasthat the case. groundthey and our feet on the with up grewI feel like we soldhadn’t his companythat at pointand h e d f u r e e t e e n e l d b e . W re encouraged to think about ourselvesre encouragedthink about to p , y d s d r l

e i think about others.think about , e

e y , c e s

frequent trips d W I always thought that I had a Ihad I alwaysthat thought

s S W

w s

o e were in private schools. In some schools. In private e were in c s

o o I knew that we I knewwere we incredibly that p o was city u h e c i

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r a r r h a

e f e s w n the r t t o e

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o m e t t y a e

t an impoverished area an impoverished h e l e y B o h l s s

s p o o

n u e l ut Idon’tthink that that

e a e y o s u

r Near N Near howwe were raised s

t e s f ’

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o venture beyond myown u e n d

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a e u t

m d

really f r r r . i m

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t t g fromg farming. And a a y o f u orth side of Chicago sideorth of Chicago ? n to Wisconsin, to u a p o C

m t n

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h o

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t made sure that made that sure e e y i t o i e e

I went toSan s c e m d t e

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c o

Also, during c n e o

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9 t

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9 . I . I we we n h h i 18 a t n i 2 d d e e o t -

d It was after. L Q: thingsdoing different Sometimes. Q: go withhim, Yes Q: In 1994. Q: t used to. places to differentfromwere very what we

study study was hisidea as possible.that And muchgo withflexible. to him Itried So as work and museumthe andIwas doing contract lot. traveling a suchwonderfula experience o a i a o n g k . He had a boat and whenever I could whenever and I could . Heboat a had d n a

The Arctic (Gary Comer, Photographer Comer, (Gary The Arctic s D S A o the ice flows,the ice masses ’ t n o E i s A d r i

n i s w y n

d ? d t so myschedule was muchmore a o t h

t s u o i s o

m t w At that time,that At i I would.I And thiswas alw

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when r e t t l , andcharts o everybody waseverybody e e a

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ST. AUGUSTINE, TRINIDAD W.I. W.I. TRINIDAD AUGUSTINE, ST. INDIES WEST THE OF UNIVERSITY OFBUSINESS SCHOOL GRAD JACK ARTHUR LOK The g The Introduction society suggestionsnumerous questions and about the androle of responsibilities businessin economic environmental, of social,tothe scaleproblems hasled in and The increase Abstract _ Implications Ethical Enterprises: Sustainable and Budgeting Capital companies specific withUnited the Compact Nations’ Global which aims make to possible it for environmental

RON which, arguably, would not be achievable without values beachievable which,not a would arguably, focuses framework the sustainable upon and the of development su thus This metricsdiscussion well. as environmental measures, socialand but only financial not incorporate that techniques with new assessed be suchmust but projects problems, which a areain as possible these mitigating variousto contribute canso firms greateror solvingin a role budgetingplay these to issues. mitigating Capital is considered possiblewith only depends outlined inits labour rights, as human suchproblems _ _ _ SOOKRAM, _ _ lobal businesslobal _ with universal calls calls universal with _

upon long upon _ _

_ universally _

PHD PHD _ , ten _

and economic _ _

principles (Kanji & Chopra, 2010). Chopra, & principles (Kanji significant _ lasting and meaningful amelioration of these problems. andmeaningful amelioration -lasting _

_ _

community to participate participate into andcontribute to varioustackling socio _ _ _

_ —

emanating from a wide range of stakeholders emanatinga ofstakeholders from wide range _ active participation _ _ instability. instability. _

_ is

_ typically portrayed as the primary culprit as portrayed primary the typically _ _ _

_ exploitation, the environment the exploitation,

_ This r This _ _ _ _ _ esponsibility ARTHUR LOK JACK GRAD SCHOOL OFBUSINESS SCHOOL GRAD JACK ARTHUR LOK ST. AUGUSTINE, TRINIDAD W.I. TRINIDAD AUGUSTINE, ST. INDIES WEST THE OF UNIVERSITY BALRAJ KISTOW, MSC KISTOW, BALRAJ _ of the private sector with private the of _ _ _

_ It is also clear that planetary survival planetary is It also that clear _ _ based leadership-based approach. _ _ _ _

_ has been _ _ _ _

_ _ stainable enterprisesstainable _ , _

and corruption, as and _ madeeven more _

— _ businesses However, However, _

for companies _

cio _ _ _ economic -economic -economic of social, _ _ _ this is this _

_ that that _ _ 21

21 LEADERSHIP 22 LEADERSHIP environmental the integration of all three pillars of development: economic growth,three pillarsprogressof allsocialintegration the of development: (WBCSD). approach This development to is bala holistic, present offuturemeet needs” generationswithout their compromising ability the to for Sustainable Development“forms(WBVSD)needs the as ofprogress meet ofthe that generalthe approach to sustainable development articulate basis inconceptwhich the andefficiently effectively (Buckley, Salazar ensure their that core business continue activities add to value and are un role central Given their inanddevelopment,wealthcreation needtherefore to enterprises Organizations use systems accounting as maintheir mea Measuring EconomicPerformance U ensuring economies that remain innovative dynamic, societies.all They employment anddevelopmentnearly of economicactivity center the and areat creation in Enterprises, ofsize, irrespective principal arethe source of economic growthand Line Bottom Triple methods of measuringcompany’s a environmental, social, andeconomicperformance redefine with are newtopurposeadvanced the paradigms intended society of business in companyimpactedby oper between battle maximizing andproviding shareholder benefits those value to entities ongoing andintensifiesthe society, and business complexitybetween relationship ofthe emergentThis role that businesses demonstratebehavior ethical consistent with goodcorporate citizenship. alsoIt implies that enterprises are economic entitiesenterprises areeconomic sustainableapproachto enterprise relationshipsshortsolely on maximizing focused ethical bott financial traditional the measuredby success notjust is

the public the public external information systemfor useaccounting and aggregates collects by financial economic issues. budgetingcontributemitigating some socio to capital arguably these of that can context leadership. are through business activities that comprehensively comprehensively through business that activities sustainable development andthedevelopmentofsustainable enterprises. betweenand corporate social developmentand integrated approach can therefore be issuesand social Salazar (Buckley, nlike the traditional perspectivesnliketraditional the enterprises linear whichview inputterms of in concomitantly providing needed goods andservices through principled processes and , and environmental performance decision A sustainable enterprise sustainable A must then be managed must thenbe with proper. preservation andstewardship -makers

Schempf (1998) contends that accounting contendsSchempf that (1998) systems influence behavior The following The (3BL) serve as serve including accounting of the stakeholdersfrom underscores business expect further the ations Talwar (Haugh and vital stimulants that bring about change and progre changeand bring about stimulants that vital

sustainableenterprise tolinked is directly It is introduced. attempting to attempting to are , therefore managers, investors, bankers lenders, managers, regulators,

incorporated into capital budgeting. incorporatedintocapital incorporates -Xirinachs (Brown et al, 2006). al, 2006). et (Brown principled principled discussions positioned within the framework the of discussions within positioned (NormanMacDonald and

-Xirinachs .

, , and has an advanced awareness of the close link theclose link has an awareness advanced of pursu is address

leadership a morea long expected to create a sustainable societysustainable create a to expected -term economicvalue, an integrated

e , and , Henriques, and holistic 2009).This

profit through fair comp fair profit through , 2010). Emerging from these issues nced and competitive (Baumol, 2002). sure performance. offinancial economic, environmental,ethical

d byWorld the Business Council In this manner, a corporation’sa manner, In this Henriques, 2009). is This the , . om line, but also by its social, alsobut by om line,

and -term view. comprehensive, ,

2004)

While businessWhile .

etition internal and It is in thisis in It dertaken requiring requiring -output , ss by by ss many , , and and and The The

22 — - ,

the levelofsales thecompany requiredbefore would generate anet incom usedtest mainlyto the sensitivity ofcertain variables inproject.the Theis idea to determine B return orhurdlerate. be zero. I project isifthediscounted considered favorable project. cash outflows forthe N discounted payback investor. the recoupedbe by T methods used are: determine overall netthe cash position from un cashinflowsoutflowsthe involve assessingcomparing projects so and capital as to will quantitativeresourcesoptimize methodstraditional The inlongfor the corporate run. inform to the helps and sustainable,competitive, it viable, as budgeting Congruently, capital is criticala component incompany’sa stayto bid procthrough a would on it which accept un listprojectscompanythe wouldandinvestments wishes it want to to decision performance, must they manage inputstheir optimize in order to their througheconmaximize shareholder value As to companies seek (Higgins, today 1998). makes investment ispremised the it upon determinant chief ofthegrowth company The ofa Capital Budgeting As organizations 1998). (Schempf, m environmentalissues andsocial areconsideredcritical factors in financialtraditional line the bottom is raisonthe businessof the d’être enterprise. Accounti and even countries.managementand so across affect departments, organizations, assess

environmental costs oftheirdecisions. methods incorporate techniquesto andpractices thataccount fo find feasible to businesseswould ignored.Asresult, aneed resources is largely as assets Consequently,Sustainable Development, 2001). economic value the of naturalandsocial economic variables (Uto information linking such challenges in effectively environmentaland information available mightbe tos environmental measurements when enterprisessustainable developmentand N H R E anagement decisions, they then need to be incorporated into the accounting systemsaccounting the into of then needincorporated be to they anagementdecisions, T E T E previously cited E

A R P P K A N R

E Y A E -makerscarefully to evaluatehow bestinvestto each business’s resources. A V ng where information strongdrivers systems especially areparticularly behavioral economic performance. economic performance. B L A projectA is said tobe favorable S E A

E R N C N A

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Y I U O

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R This is This usually as used complementary methodsabove the to and V his method calculates the time taken for the initial capital outlay to outlay capital initial the taken for histime the methodcalculates N )

Discounting cash inflows at the cost of capital is referred to as ais referredas to Discounting cashinflowsof capital cost the at The factorThe used cash todiscount the – ( I R

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their performance.their Nonetheless, companiesand social needinclude to cash inflows exceed thecashoutflow. dertakingproject. the n of

exceedscompany’s the of rate required

ome organizations the urgent call for sustainablecall the urgent pivotal financial decisions that pivotalfinancial flows is the cost of capital. isthecostofcapital. flows

outputs.

he NPV is rendered to dertake and decide and dertake The most common common most The mainly r the social andsocialr the e.

DeMarzo, 2009). DeMarzo, , dail .N there arestill . This requiresThis y business business y designed to while social while Division for Division

omic omic 23 If If

A 23 LEADERSHIP 24 LEADERSHIP AssessmentCycle Life Somethese of wouldAssessments newer Environmental include Impact techniques (EIA internal and ext both incorporate that andpolicies requires adopting techniques solutionthe world’sthe to thisproblems. environmentalsocial achieve partially and To Savitz Ethical Implications From perspectivethe of internal and extern on are are those that and quantifiable,tangible project,of a evaluation infinancial the environmentalcosts, revealed often that considered White by compiled report A cost/impact These conventi of the project. perspective areweakfinanciers, of the they in assessingand environmentalsocial the ofaprojectfromthe usefulviability assessingtheeconomic thesevery While methods in are external cost andconsideredin decision calculations the in profitabilitymust These externalfactored firms thereforebe costs that impose on society society as incurredby wholea Economistsconsidered. theseexternal refer to costs as exterSince the inclusion of internal cost costs. externalthe whil cost, Analysis, andAnalysis, treatment non and aggregate environmental resource image,corporate insurance costs, pers consideredin project evaluation financial include environmental fines andpenalties, environmental theorganizati costs from assessment andrisks,of liabilities alsoandpotential it health informsstakeholders of thesedo only ensurefuture the viability firmof the through more comprehensive 2001). Division ofS of suchcostsextent the Nations (United and growth methods. In therefact, is substantial evidence managementthat tends to underestimate value these orof appreciatesignificance non the expenses position 2000). (GaleStokoe, & into accounting directly protection increases. incorporating pressure environmental As such, for environmental cost tot the fivepercenttwenty of to quantified quantify. study The also products. These costs are generallyperceived as less contingent, tangible, and difficult to -site pretreatment/treatme wastewater (2006) explains(2006) thatbusinesses increasingly, areexpectedfind waysbe to to part of The methods mentioned above for project appraisal are very much biased towardsbiased appraisalmuch very are project for above mentioned methodsThe Ditz

/treatment/disposal. , they were , they damage costs, legal staff tim “hidden” frommanagement. Decision nal costs do not readily anddirectly nal costscash the not readily do affect flow , et s Triple

with al (1995)

private or internal cost Bottom Line(TBL) Accounting. included infinancial assessments (White e morethe and tangible quantifiabl s systemsstrategies enhancefirm’s andbusinessa can competitive

estimates environ that (LCA noted that in noted that 70% firmsof the surveyed, coststhe once were , s et al(1995) for the U s , as theserepresent, monetthe al cost of business activities. activities. of business costal

), Full Cost Accounting and Environmental Cost/Benefit andEnvironmental Cost/Benefit FullCostAccounting ), but notfactoredbut costthe into Alternatively -environmental costs on’s econo onal injury claims,marketabl onal injury s e, and salesenvironmentally of nt/disposal

is referreda to al costs, lessthe tangible expense - onal accounting cost , the environmental, the costs leastfrequently such as hazardoussuchwaste testing/ making process. This process ofintegrating making process. This financial var -financial mental cost mental -makers are thus unableadequately to mic activities (Gale mic activities and

, .S

in overhead accountsoverhead in result and on-sit and . e expensesrepresent internal the Environmental Protection AgencyEnvironmentalProtection s externalities These costs are likely to rise as rise as coststo are likely These internalizingexternality an s iables with these conventional

, et can range from five between range can based value of th of -based value ized cost tothe financiers. al, 2000). al, 2000). e hazardouspre waste e , ustainable Development,ustainable they arelessbethey to likely techniquesas wellas e by

as thesecostsare Stokoe, 2000). Stokoe, -products, natural

-frie

tends be to ernal costs. ernal monitoring, ndly/ e product. in latent green . Not Not

s 24 ), ), -

Management & Business Excellence EnvironmentalCorporate Accounting capitalism companiesw survive that increasing competitive economies nature of today’s with together intensifying uncertainties, given the and of leadership type withessential. this enterprisesexist only can Sustainable make shift the ideological becomingto tobut sustainable do so Therefore economic respon Business Ethics Quarterly Norman Kanji, V. and Chopra, P. (2010). Higgins, R.(1998). Academy of Management Learning and Education Haugh, H. and Talwar, A. ( Revolution Hawken, P. Lovins, A. and Lovins, L. (1999). Environmentally Conscious Manufacturing Gale, R. and Stokoe,P. (2001). Environmental Cost Accounting and Business Strategy. Daryl,Ditz, Rang Buckley,Salazar Graeme, Brown J Beck, Baumol, W.J. (2002) References givesthat due con measuring success. Becomingsustainable a Conclusion value firms embrace a who need leaders this generalWith de

Enterprises Accounting: become inte value relevantstakeholders.to this In assess relation fact, projects all in 103-117. _ this manner values toreinforce -based leadership. in approached be to governance has board suggests even that also across its It operations. _ _ _ _ , _ . _ , and De Marzo (2009).Marzo and De J _ .

Wayn , Princeton: _ , . New York . and Fraser , Geneva: , Geneva: _ the methods used to assess capital projects are critical. It is It imperative methodsthe usedare critical. assess firms to projects that capital A _ n Overviewn theConceptual of Landscape. gral to thegral to cultureand _ e and MacDonald,(2004).e and Chris

_ anathan, _ _ Analysis Financial for Management _ sibilities. _ : Little Brown &Company. International Labour Office. PrincetonPress. University . _ , sideration to an organization’s organization’s an to sideration

_ mand for corporate sector involvement in socio forcorporate sectorinvolvementmand in

Sustainability requires success measuredbe to Sustainability mannerin holistic a _ M TheFree market innovation machine: Analyzing thegrowth miracle of , 14:2,

_ Janet -Xirinachs . 2010). How Organization2010). _ ill inevitably be be ill inevitably enterprise requiresphilosophicala shiftin the firm’smethods of _ (2006). Approaches Perspectivesand Social in Environmentaland _ Capital spending can determinefirm’s a spendingcan Capital future. valueand Corporate Finance: The Core _ , _ 243 and Banks _ Corporate social responsibility in globala economy. _ ,J., and _ , 21:2, . World Resources Institute. -262. _ _ _ moral fiber of the organizationuniformlythe and of moralfiber _

. Chris Madu (Ed.), _ 119 _ , those that areoperated by

_ R. Darryl R. s Henriques, M _

system of decision -143 _

Natural Capitalism: Creating theNext Industrial , 9:3,384 Getting toth _ _ s (February). _

, E Embed Sustainability theAcross Organization. _ . 5

_ Business Strategy and theEnvironment ds. (1995).ds. _ th _

E _ . Boston . . – d

social, ethical, environmentalsocial,ethical, Kulwer Academic Publishers. _ (2009). ,. Boston McGraw Hill/Irwin. 96. _ _ e Bottomof

_ _ : Pearson Prentice Hall making that enable that -making _ Green Ledgers: CaseStudies of The Promotion of Sustainable _ , _ values _ _ principled _ “Triple BottomLine. _ _ -economic solutions, based leadership is leadership-based is _ _ _ _ _ s leaders.

_ system must must system _ Handbook of _ Total Quality

_ s . _

_ them to them to applied applied _

, and _ _ , 15, , 15, _ _ 25 ”

25 LEADERSHIP 26 LEADERSHIP U.S. Environmental Protection Agency. Capital Budgeting: A Benchmark Survey of Management Accountants. Culture inInternational Business sectoras financial well. His current areas ofresearch include Sustainable Development, Reg Utility ALJGSB.former thea Balrajat is also candidate DBA a is (MSMEM)currently programme of Smalland and Medium Management Enterprise Master of the Lok Jack GraduateArthur ofBusinessDirector (ALJGSB). School is also He the in Lecturer International Business,Mr. Balraj Kistow is a Accounting B Ron Sookram R Author Biographies _ White, A., Savage, D. CostsSocial into Traditional Business Accounting Systems Schemph, N. (1998). (unpublished). International Standard forInternational Standard Responsibility Social (ISO26000). the facilitate development to the andTobago (TTBS) of Bureau Trinidad of Standards of Chair the Nationalthe CommitteeMirror onResponsibility Social (SR) established b Sustainable the Development at ALJ Corporate SocialEthics, Responsibility Augustine(UWI), St. Campus, He also Trinidad. Lok Arthur the at _ A O _ L N GSB, Ron was Senior a Research Specialistfor Corporate Social and Responsibility _ R S _ A _ O J _ K O _ K _ I S _ R T _ A O _

, PhD, M W _ _ , , P _ M

_ Jack Graduate School of Business (ALJGSB), University of the West Indies West oftheIndies ofBusinessUniversity (ALJGSB), School Graduate Jack h , Brody, J. _ S D

_ holds the positionthe of holds C Full Cost Accounting:Course A Moduleon Incorporating Environmental and

_ _ _

_ _ Cavander, D , Cavander,

_ _ _ _ and Open and Distance Learning. Distance and , andOpen Energy ChamberEnergy and of Trinidad _ _

_ _ _ _ and Lach, L.(1995).., and Lach, Environmental Cost Accounting for , _ Director for the Director _ and Corporate Governance and Corporate

_ _ _

_ _

instructsresearches and _

_ _ _ _ _ . Pittsburgh . _

_ Centre for CorporateCentre forResponsibility _ _

_ _ ulator and has worked in the in and hasthe ulator worked _ _ Boston Institute: Tellus

_ Tobagoalso and served as : _

Carnegie MellonUniversity _ _ _ . , _ Prior toPrior joining the _ and Finance at the at and Finance

_ topics _ _ _ _ _

_ in Business _ _ _ _ for the the for _ y they _ _ _ 26

0.0203216923905 US Dollar. Retrieved 02 Retrieved Dollar. US 0.0203216923905 lacs = Rs 17 billion), rate exchange groupings of 100. and standards financial international many However, crores. and lakhs ― 10 of groupings in to referred 1 Sma titles of awardedcoveted Bhasin’sthe Under was 2008. 29, DBS leadership, volume to “Company”)of assets) largest sincebank with September respect (Singapore’s Sanjiv Bhasin Introduction NILAYAM, PRASHANTI LEARNING HIGHER OF INSTITUTE SAI SRI SATHYA & COMMERCE MANAGEMENT OF FACULTY STUDIES, MANAGEMENT OF DEPARTMENT (INTERVIEWER/AUTHOR) PH.D. SHAH, SHASHANK

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ll Bank” (balance sheet (balance ll Bank” Business andCorporate StakeholdersBusiness Management: Interactions with

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ANDHRA PRADESH, INDIA PRADESH, ANDHRA

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27 LEADERSHIP 28 LEADERSHIP through thepresentment ofamedalexcellence. Additionally,country. of the Basinacknowledgedenhancingimage the was individually was givenhonour to eminen development2006an economic awardin Bangalore, 23, The seminar India. on December New presented Delhi, India’s Ministerby of State for Planning, M. V. Rajashekaran, during Before joining Rabo India Finance, Bhasin Finance, India Rabo Before joining Shiromanithe “Bharatiya Puraskar” andinternational The withequity global supply contracts. Companylarge a dairy received largest andAgribusiness takeoverin fromFood global an Indian company of revival andthe businesses, includingTata the Group. Its landma turnkey merger several transactionsand in managing andacquisition with India’s leading Credits sectorsIndia’s andCarbon andAgribusiness, Renewable Energy, Food LifeSciences, Renewable Advisory, Credits. andCarbon Energy, has It develop Microfinance,Corporate andAgribusinessBanking, Advisory, Food Corporate Research offers sector fund andfee spectrum of awide sectors.and public Through private clients acrosshas It 80 since 1998. India been in InternationalRabobank andhas focusinternational ofthe Group.Rabobank Rabo Ltd.Finance India is a subsidiary 100% of specialisedofficesinternational and subsidiaries. andFood Agribusiness is primethe organisationlarge number (Rabobank Rabobanks,central Nederland),a and a of sustainability cooperative principles andis globala leader in Food and Agribusiness fina 31, Rabobankon 2004. May Group is full a He India joined Rabo Nederland. ofRabobank Indian the subsidiary Finance, India of Rabo Managing& Dire Executive Officer Chief as the served Bhasin Bank, DBSBefore joining buttressed per number 10) to of branchesorequal lessthan and “India’s FastestGrowing SmallBank” in Communications (Honors) ofCommerce, from Sriram College Ne Bhasin (COO)appointed Officer Operating India. theChief ofHSBC t After in of HSBC1999. Officer Mauritius Corporate wasand InstitutionalExecutiveChief the Banking Henamed divisions. financial of and thencharge India given additional the andRisk Credit Managementand the Hemadeh the Western was in 1990. India fromInvestment where he in returnedHSBC’s1988 head Bank to Corporate Banking for ManagementBhasin’sin India. divisions wasposition rankinghigh of inLondon’s predominantly acquired inCorporatethe was his experience throughoutyears, he the worked While capacities in various 1979. Kong Bankingand Shanghai Corporation (HSBC) HeIndia. began hiswith career HSBCin

crore) acknowledged DBS as the “Fastest Bank”Growing Small offers branches through its12 expertiseAsia’s bankingspecialist. makesit that mu lti uies oa ― PG et ak akns 2010. Rankings Bank Best KPMG ― Today Business category survey. -category achievementThis has for DBSbeen in a significant Indiawhere it . In fact, DBSwas foreignonly the bank to top be

earned his MBA degree in Finance from XLRI Jamshedpurdegree Bachelor’s fromin Finance degree and his MBA earned his

when -specific, knowledge oriented banking. The Group comprises 174 independent local Dutch independentDutch comprises local 174 Group-oriented banking. The Businessworld―PwC t personalitiest andcorporations whoto actively contribute -basedcustomised solutions corein the competencies, i.e.,

award fromInstitute the of Economic Studies (IES) in

in its annual survey of India’s Best Banks in 2010 Banks in 2010 Best India’s surveyin its of annual

Banking, Investment Banking, and Credit and Risk andRisk and Credit InvestmentBanking, hree was Bhasin years in half Mauritius, anda

served as the Chief Operating Officer of Hong ofHong Officer Operating as Chief the served ead of the HSBC Group’s Investment Bank in HSBCof the InvestmentGroup’s Bank ead in -range services financial providerfounded on

rk transactions include facilitating the -ranked by (balance sheet less sheet (balance `30,000 than

based products -based products

This distinction This was further ed a reputable portfolioin reputable a ed Businessworld w Delhi.

and services, it

- PwC ncing and

in this ctor ctor as as 28

s c environment and that’s what they are doing now. Regulatory restrictions have now been Regulatoryrestrictions been now. havenow aredoing environment what they and that’s Things changeandorganisationschange haveto themselves basedon the chan tothe restricted only top management. was large, but at society shared with the not capitalists’ was methodology The were doing. ensure t there to were people thewhothat in believed equality for andevery each member society.of the But somehow, forgot they successmeasuredin terms was Communismquantum ofthe ofsurplusesgenerated. and as the capitalistic environmentwas environmentIf the notchange,wedid would have beenProf. way the Friedman was saying environmentwhich yo in accepthave to you What organisations’ the is that evolve basedon aimsthe andobjectives M objectives.and common needsacceptable and parties believe collectively they that havebeen successful in medium wherecommon a fashion.all challenge thealwaysTherefore, remainsin having exercise,stakeholders different would perceivesuccess organisationthe of different ina organisationstakeholders withthe all that ora to found associated acceptable results, whichare usefulness achieving That defined be as should business is operating. useful the in which environmentin the purpose eminently basic be is The to business of I was businessdirecting wastaken while he operati organisations overlastthe 30 years. While he heads currently DBSthe Bank, this interview attributed to experiencethe he has gained from working with reputable international commitmentpurposeto demonstrated by Bhasin thro theand thought of clarity service. The incommunity participate to time fromworkday the rewardcourage to have the excellent and employeesperformance givenbe must sufficient assessed as whetherto is it functioning as “a goodcorporate compliance with applicable rules andregulations andthatorganisation the should be Bhasin include his profits firm that belief should evaluated be giving full respect to no most towards The stakeholders. obligations its ofbusiness various management,purpose the including of business;role business theofa leader;andthe In this interview, expresses Bhasin on values his opinions c

amended changed itself tothat definition. because definitionthe ofsuccess has changedorganisation andthe hasbehaviour environmentthe which is majora issue. these All issues puttoday together are importa objectivescertain in terms society ofthe operatein which you andalsopreservation the of imposed c 15 last the profit.in It’s only terms of quantum ofthe yearsago,because20 that’s howsuccess the organisation ofthe measured was then n h o o y i r u a l t p o l r o d o e u n

r h r

s a o o F o t l r e p

d i t

e i e h n ertain ertain new measures inis which success defined. measuresThose new include o d r o i f s m o f r a i n o c a , u i s w n a p g

l s h h w o

l a s y r o o t

s f i u t

i b e s a n t l

d e i u Friedmanrelevant Milton15 operate.said absolutely was What s h n . e o ” e

c b h m W i i a a s i n h l

e b a r i c e

t o p i t s o h s p k u e y o

o ‘ p n f C o u o s a u i r s

b o p n e i i l o d t p i

a t a i . Even in socialisticthe forms ofgovernance, y f n l hat equality did something which the capitalistswhich the something did equality hat b t i

s i i o o o m u t n n h s

o s i e a n

n r ons RaboIndiaFinance at Ltd. o n e

t f d s t

h h s

o a F i ? u

s n r

― ? r e

e t f 20 years that yearsthat environment20 the has o r d e

ughoutinterview the could be o based aspects ofbusiness-basedaspects and e m m

a s ’ achieving the most the importantachieving

k o citizen.” Organisationsmust a e c n i

e a d t s

y I

m a q table views shared by sharedby views table s u u

o c t h h t e e

, m

a “ o c . ctivity. In that ctivity. . n c .

e e f y e p

w t f a o

n t r r c

e t e ― ging h n

d b

29 nt nt in ― i y s r

29 LEADERSHIP 30 LEADERSHIP Success Critical The Factors forCEOs inmy industrywould be: F wrongnot bedoingthat. thenshould you even Therefore, day. responsiblesocially operatingend the ofthe citizen at also in,arebehaving like but a you thatway notonly you are following regulationsthe all inenvironmentthe you that are discharge. you is notThat prway the waterthe thatwish not do treat example,you to For if make profits can of truckloads you regulations andalsotobeevaluatedascitizen. agoodcorporate profit the Therefore, shoul responsible inthatenvironment.how corporateorganisation istobehave asocially expected and regulations are what tothe as facts the of cognizant be haveto you partexercise, ofthe planning doinga are Once you exercise,as and P andenvironmentsociety, operate. which in you has It always been a philosophy, whichis amending itself so that remainyou relevantin the W employees. hastaken Soit aspects aleadstatus incertain ofthat. environme of Stakeholdershas Management,takenin lead terms a institutionthe ofpreserving the framedso that they reflect the regulations that havebeen forth.brought In certain aspects organisatioculture ofthe and incorporatedin thepressures the Therefore, beenof it. inculcated not ahead have environment evolvedthe (Rabobank)itself I wouldthisalongside organisation has that if say N sonow Non thereis forthat. regulation and protected be to needs environment the haverealised that uponthey brought because things are nowadifferentperspective. viewed in is how illegal. That are doing something following you whichmeans that regulations, the f w t

p w f a i o o n h r i. o h h first on offering isshort yourdistribute product orservice, unique sellingthe thatadvantage yo could whichyou ease and the ofchanging with technology days startbecause in these abilityyour So, identify to the customer needs firstthe andbe fulfillto gives it, a you head o a c o r a i

w a a t l u

f o n o d t i t t a l t h

d s d r c o

d s a o e i

p m o a a a C r p

y t e y l i y o a . h u n

D s

f u k o the blockthe to y s d

a t , w nt, in terms within ofdiversity the organisation and in terms ofequality ofthe i o

t h o u c n S o s e c e y t s g r a m t o l a

t a

o l o y r r . f i e k

n y s

u a s s r t

c h o p

t f h e i lived. So the idea has to be of being ahead and being as quick as beingas hastobeofbeingaheadand possible. theidea quick -lived. So d t r e d f a l o a s o a r

e e t i w r s t l y v

l s d e r y e

C h e if thereif things,is youcertain if no but law are regarding know they that t , a e g n

o n i o [deliver that] h n y r c w t u r

s ? e h i

a p a h

i r

m M p

o o n not causing much difficulty. n not causing muchinternal regulationsdifficulty. The havebeen l i y a

c p r o p f a r h c a d be evaluated or budgeted giving full respect to rules and rules giving to orbudgeted evaluated full be d respect and o r g u o n t

o t r a o r e r w a

t n r

t o g a c i s h S i l e r s h l n t e

g t m a t – h a h a

t a k r s a e n i To be able tovisualize able be theclient To service because the service service becausethe o o u e t v n i ofits must measured.be Profitsmust measuredbe in a r l n s h c e e t a e i c

, i

t f s e t s l p i l d o u o e

l b conformity to that wouldthat mean to yo -conformity that

e e s n c n b e r

a t

s d t e c i o s s

e o h

f e

c r m a e

a s

c o

i a n r i p o n u n n

y s you parameterssaidyou financial would a be m a s c g a

u i r h

c d g m t i c p n

o e e c o e c r m r e r f p n e r e , s e

o e d t s i s

a r n f

s o f

a s t w u u o n t

i l r n n e h

e s t p

g e i h

l ? o e l e

a e y

w r r

g f industry iscustomer n p r e o

p a o e l r r a

a n l e m c e r n i

e requirements and to be andtobe requirements t s

t a n

p s o a o n i l s

t n a f c l i a

o o g y e r y e n o

y ? o f d k .

o u

I r b r a n

r u haveof the y t

p o

o y a r r n r o o g l o g l u a f

n a i t r u are not u are n t h n -

s f i e o s ? i i driven. -driven. s n a p

a a C W t i t n i n E o i h o i c O o n n i i 30 l n a s ’ e s s , , l

organisati changes quickly andit adapts the to changes quickly and that is the success basic ofany culture is ingrainedin organisation, the but is it reasonably flexible that imbibesit the environment,then also pushedcornerthe into and then they rebound. Thereafter it takes themlonger a periodof environmentthe themchange. Thes to forces are someThere organisations, whicharealways laggards because they changeonly when adaptthemselves. Otherschange along can withchange. aresuccessful the because they chang the plan, to predict able are Somesuccessfulare organisations because they adjust itself. marketthe will and then tobehaviour it contrary be which may significantups anddowns willsustainot havea therelevantto people, customersenvironment, andthe willyou see that, that organisation Whereverprocess the ofculturedoesn’t change or doesn’t encourage change in order to be best going constanthave a to problem. is If it contrary to internal valueyour system, then the environment is or it contrary to your own i the in relevanceto not organisationthe is if in, because then walk and withit comfortable operate.new comingwhich you aorganisationTherefore, the into has feel person to corporate culture isThe process a which get ofevolution, H i Core values forastakeholder-focused organisation W t i i

with never people can people,besuccessful. you by then paramountintegrity Ifthe people ofthe importance. is are dea questionableyou and if employees,integrity the are talking about people you ofthe concerned, whichis of These three arevery important. areWhen you talking about respect for customers and a iii. i i . h ii. i .

p o .

customer effectively, peoplecustomer effectively, shouldas well. beempowered service to a able environment,appropriatelytraining.be In right current to the can do anything. doanything. can fastbecause copy which can some services products arenotpatented, and so anybody to capital there, be then shouldleast you at an organisationhave can which and copy the top of the innovation eff Even youif arenot an innovator, should you be fasta copier. So either you are leading at reached astage wherreached h e

w a h r

t o c e

thing is that you don’t join don’t you that thing is a a w l m c

C R R R R n o h a e e e o

o u t ? p b s s s on, which wishes to be in business in perpetuity.on, which inbusiness wishes tobe in h l

f d p p p i u

e a t

e e e a s

b c f c c c t l f e

t t t a a w f f f

l i t n t r o o o u o h s d r r r r r e i t t t

k e i n

n h h h f

c o o t e e e f o f r r h nable presence.nable meansThis over a that periodof time, it willhave e e c r

c a s e they arenowe they factors. hygiene e e e s u n m t o

you should not join the organisation. The basic backbone of the of backbone basic organisation. The shouldthe you join not a

t s v v r – p k r t a i u g r o

l e l c o o a u People should have the right skills,People and moretalent shouldright the right have the m h t n y n e u o e e m i s r orts, or if you wish don’t havetheorts, don’t you or ifthereyou be to l s e r d e

e a

a e

the organisation. And if the culture is not relevant to the to notrelevant is culture the if And organisation. the n t – n r i t o

d ( f Need f n o

w c ? c h u

u i l s c t u

h b r or capital and infrastructure in this industry have industryhave and infrastructure in this or capital i e e n nternalvalue systems, thenyouobviously, are

c c o o l f u n

a d e typesare the oforganisation t i n e n

s would be u o r e r e g d

g a

i u n n l s ingrained intotheenvironment in i

a s t

t h a o e t

r i

o y f e a n c

n w e v

i i o t r h o f

n c a h m

a s e t n a n g k t i a n e g h s

l w e l d a e

e l d which are l r ) e -

f r o s c e and h u i p s ling

e 31 a d t

31 LEADERSHIP 32 LEADERSHIP to be? organisations successful.be could is one questionthewish the Nevertheless, you is, which the In addition, there. pace. If you are trying to ahead, be you could totallybe wrong also. There is riska element which allows to you change is alongsideequallychange. That good because are keeping you should berespect regulations forallthe and implement same the i mustIt thebe DNA fororganisation the inthat whichever environment operates,it there W organisation willnotbe. otherwise it this.must There healthya be respect forthe decision, willthen it only encouragedbe in the and do then bothered whyshouldbe rest the worldwe ofthe saying that is not bothered, the environment. Fordoing the organisationthat, must respect that when profitonly your are willing you sacrifice to there is if an activity which is damaging to is There needa forrecognition factof the that healthya respect for the environment comes W not so goodteamis people. theonewhich has lotsofmediocre Researchbest hastheteam is also that onethe proven whichhas hig pick up. lesser also performers called will so system, the even transparency inreward the long run is it damaging sustainablefor a growth. As long as people understand and there is Otherwise inorganisationupthe mediocrity doing whatend is you encouraging and in courage and the rewardto good conviction performance and penaliseperformance. bad respectemployees,With to honest be shouldhave toyou you andtransparent.have Also, W getspenalising it system ingrained inth so that the cust we customerthat the value there must responses is important, organisational be indicate to shouldThere also a be rewards system.and punishment everyone While keeps saying that customers, the With t the I oflooking way other The at is it that at It isjust nogoodyou changepredictorif tobe a adapttoit. cannot toable adaptto that.Lot of people can predict change they but are not toable adaptto that. is sustainability So, a process where people much be may less. maytime. But, they be achieve to able muchbetter resultsbecause theof cost processthe customer dissonance. theorganisation bec and even within penalized w w

c f r

i i i h h h a t t t h h i a a a n c r t t t t

a i a

o h e a l

s r

e s b p b g i p c omer by making sure that the staff respects them. There should be a reward and makingomer rewardby sure a be staffand the respectsthem.should that There o a r t o e w o u u n u c c t s i t t i t s e

t t t t a h o h s h o t s m t e i e t e o h e

e h s n e g r m e

N o s a w m . p v

a a e e l ? o t n

r re are people who are way behind also. Anyone of these three types of these three types of also. behind of way Anyone re are peoplewho are

u n y n t e r s e m a

e c t l e endency to over to endency e - o E r n s e

n c t s l

a o v a a t i n r r e n y o s d d . c n

i p m o t h r h u e o e

a s n c

l t e r y t

e ? i

s s i g

s m

u y e -promise andunder least you shouldleastyou an organisation have o p l s a u l ? e t r

are able to able predict are changethen also and be o r e culture oftheorganisation. ause that is the starting point of a permanent starting pointause istheofapermanent that y e r

g n a a t u

n a t i h s

s o a t r t a i i t o k i e n e s

h d ? o o

deliver should be discouraged be should -deliver l W i d n e

g h r

a - i f n n letterandspirit. t o

c w t h u o h endperformers. The

i s s u decision, rather thandecision,rather e

l r d d e

g a b a p e

r p

d t r h ? o e

a L

c e al p h t r

, o u

culture, c c s e e

s r s

t t s the a a e 32 i r n s t

organisation with operating.example, some For quite years ago,we the conform wereto that asked organisation and these issues ahead be may timesof the in the markets where areyou conformhave to Sometimes you parent the issuescertain happens to by it that as identified H always starts atthetop andthenitpercolates down. Itis alla process emulation of The return, also follow. would qualitative a about thenSMEs the seeWhen thatthe they organisationsbig tobring arefollowing andareable practices ethical Enterprises) what willcopy tend to bigger andthe more successful organisations a and medium enterprise level. But overperioda of time, the SMEs (Smalland Medium com othercertain to rules andregulations.example For wantgrow you if to andbecomelisteda organisations Inchallenge isthatcertain distinction. that havetoconform happening what is have a you classic exampl majorThe challenge is where the shareholder and the managementis the same. So there drawnand what fromlot is varied ahappening cannotworld,In thisvastyou ch or manners which arenotethical. ofdoingbusiness, cannot providersThe must They expect of capital returnethical. be from oryields processes T society. issomething,to the That alotofdifference. which will make sho is in What that. do supply andanyonecan short in which is notsomething, Ithink is that Mostcorporatesof the theythink that willallocate some fora budget But activity. particular necessary thing. needchange the to existing pattern then you ne elsewhere.confirmingsociety the Not to is not thething to right If do. you therefeel that is a is not somethingtoday which isfuture for the sustainable basedon experiencesthe citizen must take upon itself the responsibility thatto educate so patternright not theorpattern notthe which is relevantfuture, for the thencorporatethe p societyThe has evolved itselfoperate to andbehave in a fashion,certain and that behaviour S where lesser thereis lesserand conflict. shareholders is andit evolving of reflective environmentthe wethat are So, facing. isthat behaviour determinethe to is trying that environment changing is the it standards. So is it obviously, not possible driveexpect bring that they returnsto that basedon ethical practices and ethical certain about bring to areable shareholders they investors areinstitutional and o i

p n h r attern should be respected. If as a corporate citizen you feel that, that behaviour pattern is patternbehaviour is that feel that, you citizen as corporate If a respected. shouldattern be r o a c g o e c v i a c d rt supply is managing your supplyemployees rt your is andgiving managing them timecontribute off to something

i e e pany. thereare Then listing rules thereis Then challenge andregulations. a small the at e n e s

t s i y n h y s s o

t a a e i s u s r t s

i e

/ o t a f h p a n h n o c s e a

l e . i d r

t m W d s a that is how it has evolved. There are individual or retail shareholders and shareholders and or retail are individual evolved. There has it is how that e o

p r n h a

n s o o a n

which a r t t y a l r a a e

g r d n e a r x i e t

p n f

f t s c

e i i s we are having any association, is conforming to certain downlaid certain to is conforming association, any we are having c h t o r a a u i n e e t k e that if you chooseyou if ethical, be ite that to not is is no There doable. l o s i t n e o y i c d r h n

g e i e o

n a s s r l

e h d n , oose investors your or shareholders. shareholders The are t w d o e i h s u r

e h a

l t

f i t d o c o i i m o f h

r n

o y b p a

a l e l o l n e o l

p u y m w t

a h r o ? e o r e n

n c g

d in in t e a a m y ed to takeed to initial the step forwardsthe do to s n t the world over is a larger proportionthat of s o o i i s o e u s a n s r t

t o

w i o o i r m f i n g t

h . a t p

h r W n o e e i r s h

t s a s a matter oftime. a p a n t t e i

m t o w c

n t e s o t f ? t u ciety in whatbelieve you o a a

l t C

k d c e e h

a b d h e n e ? o

l t h

d o h a e u e r r

m s h f o o e o c r n l i

d e t c e i t o re doing. y o r n - s r r p ?

e of the s o

l a o r a m t e 33 t e e d

33 LEADERSHIP 34 LEADERSHIP r I I Banking. farm lending.workInvestment Our andWholesalenow major is Advisory Banking in general ahave don’t We distribution franchise inIndia;weneither do the have lic W sincerelyvalue can add because ofour internationalexperience. prestigioushighly andsomething which is challenging governments the these weassignments with sector pays. find But private fees whichthe the pay not governmentwill change process. theThe we are driving worksocialsome but that.do Whilecontinue to governmentsdealing with the in small we we and can, governments.statewe whateverand way could advisingfor central In an institution like us.been haveable We useto knowledge the withinsystem the available However,be an institution has agriculture like not sous. access easytofor is in India agriculture successbecause story a called be cannot in India story agriculture The R that. werewho they o the havesaid that wasit thereafter done for manycompanies. other have notcome We across anyoneelse firstwhich transaction acquisitionwas Tata the of Tetley whichwas andleverageda buyout wereWe onepioneers ofthe forleveragedb A we weregetinvolvedwithout such not conformance. allowed to this.people So are an exporter,you youif are looking privatefor a equity investment, to are required you do toacceptable this requirement environment.in the change becausethe example, of For if earlier. Nowhas it more or less transactions not participate in certain could visit. isweor aThis where struggledand lot a orfeedback statement written a question ora eitherthrough attempt investigate make to an thatrequire conformation in either the form of an exter multinational andlarge the allbanks by is good thingthe now that But,problemthe then. was norms not.That or environmental arerespecting or whether they employinglabour child respectedvery a one. go couldn’t We to different20 locations and check not was thisResponsibility. request customerSocial The to response principles Corporate of e t o u b o t n n h h e b r f e n s a d d h f e e g p u j t y e b e i i a a w

h s a a a c o c r n t r

w e l ?

t i p b u a t l g i i y e h i

e v s a c s v h

r n e a a l c t e e n e f t h

t s a e e

, k v t f

i a e t

h o u r s o e

h e h

s n e n h u n n n i

a s

c a s t d s e k

i o s d t

t s n

b g i i y o n f n

k o

l y

e have more or lessthis. accepted we Earlier lostmany transactions because r a o a g i o N n

y n a c s t

s l u i , e w g o n l t a w

s l r e o t s

g g y p a h n d f

h i

i i y

n e l t o r r o

t y i s s a s i h r c g f f t o

e s

h u

e a t d t s c s y f h y a

n h o t y o - t t e l r d a o a o o n

h r o

s e u t r k r c e k o o

. e

u c

t i

s t a n C

h h h l l a a e o t n g o e a e o u

u d d w u

d l v l r d d l o d o

e l e d

u t t e m t

become the order of the daybecome orderofthe the andthe clients areeasily l “ s o h

i h t r P a y o u y a s . n h nes who introduced it. We forwould We it. take credit like to whones introduced e o

n r

t I t a a

s u f

d e c a

r w e j f i

w r a s e

s n d a t o t r

f h e h d r p t c s r P a o a

k t o o o e a d i r r

n r m o b x

e s l i a f R a o n t t o

u e r i t e s a n uyout structures uyout in India. workedWe the out t o f e a r c t

b ” n o r h c

p m o h t e

r e i o h n ― n t e g b f s e l e o g a u l a h a

s y t

t l d h e f w n

a e v u a s i k o c e r e n g

t t

I e f l o r r g and something wheresomething ourinstitutionand g h c f

y i n a nal audit nal audit theor organisation has to n a f r

c o e

a t i x d t r u t c i r h

b e o n i s p u l p a o t r d

o t a o l u a i o s e t o e u a m r y u r e r a f s t y r a e e

e a . . t

l a t r s

a e

h I s

l t t b A t l s

i e o

h o s pockets, wepockets, are notdoing n r n /

e i

o o e r

s g a

t c p g a a o c

t a g a r o t d d b p b n r n o o n r i ? a e r j e a c v r

e i o

c y ? s i u l e

c d s o v ’ a a

l s v t t i e t g

u t d s

a e u ensedirectdo to whether they are i r t y s en for success a

o e n b i

m e o a e n

c i f

s i s f e a f e a n

h s n u x g i

t n s e , p h

t n r

d h i o e b e t d c s o

e n r

e u f s

e p

e f l e t t p c

r d n o o u n m i a t r m c r

s a r t t e i e u e t h g a w

h h

34 r n h a i r i n n e e e s y t t t

a C o Mahatma Gandhi; corporate citizens across the atready moment. the hasn’t It evolved itselfthat to stage. Therefore, any citizen or is thinksociety the for whichIdon’t sacrifice of and quantum degree a life requires in your concept ablebe in that believe To to idealistic. too enunciated Trusteeship which is mannerGandhi entirely The is in which Mahatma concept a T iswhat stakeholders allthe everyone believesThat inthat. together. want achieve to is and acceptedagreed to allby stakeholders. the is There no compromise andthat to portra organisation whichthe system, is There value a H bringing abo stakeholder in ofa predominance thereis wherever a that seen have nature prevail.We ofthisof time.business,believe in sustainability concept thehavea If you can then you is sustainab business,which runa that goingto webelief are is a is required returnsquick and quantum returns short invery a span, then that itself is notpossible. What he/she shoul that,believing firstly thatis mannerthe insustainablewhich a model canSecondly, built. be executivescorporate which personalin their capacity helpcan achieveis through that areached stage at the mo have not We reality. even failures.who a aresuccessfulThat’s there would peoplebe or growthmodels failures.have had and you Now also,in India notonly acrossbut world, the Even perspectitake if you thehistorical o a T c

s examples, can whichyou take for this. In the USA, you havehad Enron, WorldCom, etc are many organisation’s There the should kind of influence that failure. behave, has led to that has co that advantage lifelong isnotadvantage ifit line laiddown in with principles. certain susta a give you cannot it yearsbut few for a advantage anomalies you whichgive and throw out discover market will influence cannot That you it. large that so marketthe is willseyou where incident pattern. Any stakeholder’sa interests are compromisedperiodfor a of time, stakeholdersproportionin anequal fashion,willor end you up sustainable having a growth If thereis collective a commi leadsbehaviour tosuch kindofresults. Ithappens many timesgets it arrested that midway. fromemployees the senior orthe management. is It proven beyond doubt suchthat t o r h w r g n h o a u g m r e d r w e k a e s i

s s e m t

n e t c e t F

h h

i i a o i e s a a w e t o n a n s s t n

l i h d w t h t

s i y h i t e o e o i e y o u p

e that instabilitye that willemerge in that business model.here advantage is The that r r r n , me out of a simple term called a t u

S i w h g

w l ut a higher degree of influence c

o t d be able to able be d convince organisation,the because ifthe organisation is looking at a f i i i e h s e n h o k f r

, s

l e

r h r

f h

i s t t a h r i v o h i a s e p t r o e that itself that should beenough. m

e s s e i w

n a a

a i , t

r e

l e n t o N e a l d

v c m f a t o m b e c e o h t

e e c . i r m y e a W o y t

t o i j i u e n

r m o v u i o mentwhere is everybody a success. In termsmanner ofthe in r s h

n e r

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35 LEADERSHIP 36 LEADERSHIP insights on many issues concerning business and society. valuable his timethe in midst of pressing and important corporate engagement SarlaParekh whoenabled to meget withtouch in Mr. Bhasin;and toMr. Sanjiv sparingfor Bhasin Higher Learning, Prashanti Nilayam,their for guidance. A noteof appreciationalso is due toMrs. Emeritus, CopenhagenBusiness School, Denmark, Visiting Faculty, and Sri SathyaSai Institute of Business Management, Sri SathyaSai Institute of Higher Learning; and Prof. Peter Pruzan,Professor The author would like to express his heartfelt gratitudeto Acknowledgements Institute Higherof Learning author The humbly dedicates thisendeavour totheRevered Founder Chancellor, Sri SathyaSai Dedication Sp Education.He has compiledmonographsbooks and editedand 2 12 thein IndianCulture,areas of areasof Corporate SocialResponsibility, CorporateStakeholders Management Stakeholders Management conferencesthe in areas Corporate of Governance, CorporateSocial Responsibility, Corporate He has published over 55 research Medal Master Philosophy of in Business Management Programme in 2006 and the achievementsin2011.Hehas beenawarded the Golden AlumnusAward at the IndianInstitute of Management Ahmedabad He in2011. was also awarded the Indian Mana University), Prashanti Nilayam,Andhra Pradesh, awarded and India2010 was in the theSchool of Business Management, Sri Sathya Sai Institute Higher of Learning (Deemed tobe Dr. Shashank Shah completed his Ph Interviewer ______now.and itis becomingareality that thought willyou fall shortof water. Now has it become realitya and people are reacting previous generpreserve environment.The to framedand implemented the fromenvironment the will ofsuchbe high a lawsdegree that andregulations willhave to be visualizedpressure ofevolution.generationthe alsoA ago, nobody that Ethics is an ethics havecapital can’t you and can’t withoutyou capital grow doanything andcan’t foranyone. profit whichyou create shoul the is that day through ofthe is created capital end And the are saying at profits. we What is needed. capital that from away fact the shy never should one I think degree of practice. believesBu that. stakeholders’ andeverybody welfare is This exactlyin line with what said you that this would possible be if look afteryou all the Pub Sathya SaiInstitute Higher of Learning. Heisalso the Coordinator and Editor for the University Hostel Currently, Dr. Shashankis Post a

Shefali Shah and Mr.Jagesh Shah theirfor loving support inallendeavours. irituality, Values lications Division. for for standing first at the MBA Programme at the University i gement Scholars International Outstanding DoctoralManagement Student Award 2010

/Author - Based Management Email:

by the Honourable Sheriff of Mumbai for his outstanding resear

, ’s ’s [email protected] – and Values

Biograph Sri SathyaSai Baba. He would alsolike tothank parents his d be by ethical by be d means. isimportant. This very Without profits, - Doctoral Fellow at theDepartment of Management Studies, Sri -based papers in reputed national and international journals and

. D , -Based Education.He has alsoco and Education. . in the area Corporate of Stakeholders Management from y :

Governor’s Gold Medal . Contact

t, in my opinion, it is a question of the is it questiona of my opinion, in t, Prof. A. Sudhir Bhaskar, Dean,School of : + n 2004. 919441034682

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for standing first at the the at first standing for President India of Gold s s and for sharing his .

, Association of Association and Integral ation never never ation HR College –

Mrs. Mrs. 36 ch ch

character is processa in which we continually adjustourselves the to realities ofliving. We our innermostexercisedvalues with courage,commitment, and reason. good Achieving choice. ethical enables that life one’s in balance a ― behavior. anda andemotionalcognitive a attitude equilibrium In this sense, virtue indicates in Aristotle, Therefore, we understand cannot “virtue” withoutadding is virtue boththat an processmorethe to andobjective. subjective the rational ofmovementfrom structure nature. of human the is foundin moralIdea whereactuality to the potentiality developmentis from It continuous a behavior. in lifewelldiscovered a of as andthought lived an unfolding processof ideas and human The NicomacheanEthi “virtue.” In Aristotle’s meant by what he time, scholarsunderstand that to Since havetried has longEthics a history.was It whoAristotle early on introducedidea the as of ethics virtue. the day.” in leadershipformulas books as andstepsleadershi to become morein rational decision their Understanding this subjectivity (our attitudes and biases) isleaders if fundamental areto lies(Hester,“certain” that 1975) subjectivity justunderneath our ethica proposing a Thus, I am business thereis conducting that ethically. basedin sense the of become values to is shiftfor leadership a inrequired attitude In this I argue paper that Background: Looking Back

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e get support for this idea in the feminist ethics of care that was that ofcare developedin feministthe idea in1980s.the e get supportethics for this V p o m c t e h h x n i r r e e i c o

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truth be told, as of 2009, the Bill of (Women’s) Rights proclaimed by NOW in 1967 in the in 1967 Bill the NOW of (Women’s) proclaimed by Rights as told, be of 2009, truth havebeen resolved, preoccupiedit issues that ethical the and that passé feminismliberal is feministThe o ethics good questions power male about grew outofthe early suffrage andtemperancemovements, questions were reason was its guide.But this would change.eventually As the modern feministcoalition becameEthics orienteddefining to “what is good” and“what is bad”Logic behavior. and malein these-oriented. Embedded theories are of ethics the contracts, rights, and ju has Keynes,mainly been economictheory John to theories.Maynard From Smith Adam sociological both development communities andeconomic In menethics, in haveinfluenced DeclarationAmerican ofIndependence. socialviews andthe concerningliberty contract are a part of the underpinnings of whose and John Emmanuel Kant, timeRousseau, Locke of Jean Revolution. the was This Industrial beginnings of the the welland mathematics, as as writing,art, science, from men. wasoftwothreehundred This to period a witnessedyears that an explosion predominatelymaleand Enlightenment came -dominant.ideas from The Renaissance the oriented, written, edited,most andforthe men.part, interpretedby Early Greekwas thought human comeBible malefromand Qu’ranThe men.aredefinitely relationships have and mostmorality ofWestern that about findinthehistory Civilization We ideas andtheories movement. although ofcare, ethics wasfeministand a old published leastcentury at a movement, his a feminism, book, as When Greyseriously. males differences between andfemales mediaexamine the to about book hearted published John Grey In 1992, An Ethics of Care under theheading “Adjusting toOurBiases.” commitments forvalues necessary or “attitudinal” examine“subjective” the to therefore, is culture.It important, democratic leadershiplife the ethical is life, andthat and institutional individual both our different than grapplingWithout too muchwith Aristotle’s phraseology, because his culturewas indeed n s “ 1): ch.

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o C The Familyand Medical Leave Act, codified at Pub. L. 103 LilyLedbetter Fair PayAct of 2009, codified as Public Law No Sonia Sotomayor(added in 2009 and first the sittingHispanic Justice) and former U.S. SolicitorGeneral Elena Kagan (added i o p e o a e p a u p v h ited States has yet to States has ited implemented. yet States, women’sfully be In United the reproductive r l r i n e o o e l s o b t s s s l e l e y e .

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dominated world. stillit seemsYet, overpower and intellect rationale that aspects these inmalea feminine sensitivity andkindnessdominateethic, never w been equated have communication is one where an “ethics ofcare” will embracedbe by its people. In malethe features but ofethics an environment basedon interfamilial relations andmutual emphasize that human relationshipsemphasize human that equally are notbetween Ruddick, Sara Held, Virginia andEva Kittay Ethics from the Inside Out: personal andintegrity dignity trust trusted, ofthe toandbe but ability andthe andintegrity, issuesplay, ofhonesty emotional part ofour lives str makes care feministThe a of ethics sexes both 2011). (White, courset somecentury nineteenth “Virtue” is often used to mean “an ofcare.”ethics is This posta often pointof ancare ethics out that integrity. uphold says, doesn’t individual Thus,management it she control. and because directionthe oftraditional ethics is impersonalmerelyfocuses on and about ‘that’ andwhy?” ‘that’ about personayou do ask,stop must“How actions.” we triggeredIn and theirwords, other that or her motives ofhis maketo sense withindividual the must emotionally identify requ genuine that says,women acknowledge Gilligan are humane “… impartiality fact the and rights oflove, forgiveness,with that andethics. aremeasures andcare Aspersonalcivility of l althoughthe And temperedreason of feeling community. isstrong asand asa by much indicator by an ethical includingaffective the when withlogical view the is defining ofmorality” “point the of by womenby negative traits psychological alone;or(3)developedanyone. nottobe by mendevelopedbe traits by as positivedevelopedbe well to women; (2) psychological as by 2008) asked whether these “female” or “feminine” compassion, self assesscharacteristics the associated typically with women. These are nurturance,empathy, are simply different.Diverse groups disagreed ofthinkers amo provideda separate one a morality: samewomen the adhere to to as different gender traits andproceed accordingly? If not,should we stri should we simplyfactthe accept menthat and women havedifferent moralvirtues as well as of nature/biologyor are instead they outcome the conditioning?of social moral Are virtues product the traits “feminine” women's Are raised suchquestionsas: ofthese thinkers Each Perkins Gilman, and E John Wollstonecraft, CatherineBeecher,Mill, CharlotteStuart thinkers including Mary

child, or a child, self personsunequaland interdependent between but persons. parenta relates to When a well as gender traits connected with one’s affective as well as cognitive capacities? Ifso, with one’sconnected capacities? as well affective genderwell as traits as cognitive ires emotive inputreasoning in ethical andassessment. Injudge order tomorally, we -confident andwell

- sacrifice, and kindness.sacrifice, utilitarians especially The (Bhaskar Shkla, A. anguage andamalgamation is the anemphasisdifferent, of on justice equal theory-butequal ofvirtue toaccording whichmale and female virtues lizabeth Cady Stanton Cady addressedlizabeth “women's topicsto related morality.”

Duringeighteenth theandnineteenth centuries, ofwide a variety —

ask uspause to and think notonly ofrights andjustice, fair

of the personthe of for personsor rationale weThe address. -adjuste Looking Forward hinkers same the be virtueis denied orshould that for d adolescentd depresseda to anddistraughtfriend, competition and self and competition n cs: ht mah ad ypty the ― sympathy and empathy that case: ong

have muchin common with They Gilligan. -size traits are: (1)traits genuine moralvirtues to -fits

all human morality? Often, they morality? human -all -informed andequally ng themselves how about to -Enlightenment usage of and interest d -interest ith human ith goodness. ve to getve to men and ominate the male ominate themale Supporters powerful -powerful

lly feel feel lly 41 -

41 LEADERSHIP 42 LEADERSHIP diligently todiligently socialize their children and finalaspect third ofRuddick’sThe maternal is practice future leaders is aleadership responsibility. divest and invest tocr they followers;rather, develop good to few a others in andinvest divestdon’t ofthemselves says, leaders “Great As mentoring H. Young Darrell environment. leadership building a is busina thisto idea and foibles. Connecting person better a be whatinto realizelife is is one’s that trying despite important weaknesses make to should not try perfect.children their Rather, mothershelp children should their child’s growthmean does not toimpose of ideallife some scripsort is maternal practice Ruddick’s second aspectThe of themes areandp person-based BothCashman Senge andthemesechoing are care. weof in anethics discover These purpose into values transformed andbeliefs, strengths anddeveloping undevelopedthe sides ofus.is It leadership stems that from our appreciating our wholeness.” about is It toward character is “growth Senge,about (1990), concepts ofleadershipas relationship based. A practices, especially emerging important forbusinessimplications has ofcare ethics The moral life. those associated with practiceslike parenting/mothering bestexpress that dynamics of the concepts, metaphors, andimages associated withpractice the of contracting, they say, but notthe is It individuals. for is it andbusinessesas for institutions true as basis. this And is onshould built Ethics be differentially as two but negotiation,as relate for example,two business contract not persons do during they do a cause or to diet her daughter down into a size zero designer jeans. She may findherselfShe may zerosize jeans. designer down a into her daughter causediet or to example,For conscientiousa mother refusemay are times when conscientious mothers conformsociety’s refuseto needsto orexpectations. equipped than more tohandleadversity readily those who aren’t. mothecheerfulness. who with those these Equipped virtues, virtues like cultivate scrutiny (the toability see things in perspective), and humility, out that in order to be toable treat their children well, even on bad days, mothers need to feeds, infant. Infantsunless th clothes,andshelters survive someonecannot an vulnerablethan surface, more human No beingis, on the Ruddick’smaternal practice. of first theaspect is child a lifeof the 1989). Preserving (Ruddick, of one’s children caseofIn the maternal thinking, these consistpreservation, inthe growth, acceptabilitand form ofthinking with a vocabulary andlogic peculiarit, to as well as its own aims andgoals. competence.She poin leadership developing for foundation as a practice” “maternalunderstanding importanceof points society. Ruddick (1984) Sara valued be by out, should Ruddick notes properly the purpose,authenticity, openness, compassion,value.” trust, congruence, andcreating transformopen and to up possib is achievement.is Itessentialtothe person. of character nature purpose of the . The is essence,the beingleader, whichthe of is actiondeeperany than or and broader

eate a successor generation of leaders.” Thus, fostering the growth of growthleaders.” theof successor of a Thus,eate fostering generation ts out that like any human practice, maternal practice has its practice own maternal practice, human like any outthat ts empowered people trying to resolve an issue of mutual of concern. resolve to -empowered anissue people trying a model fitson a lifeas it an everyday that mostpeople experience erson ilities and potentialities. Qualitiesilities andpotentialities. of characterinclude —

focused. They have originated in haveoriginated They experience-focused. and, as to help them become law ess framework, we should point out that a role of role aof out that we point should ess framework,

and mission. Cashman comments, “ comments, Cashman mission. and ccording toKe ccording

to get her sonto readyforfight to an unjust fostering . Typically,training mothers work vin Cashman andPeter (2008) children’s growth. To fostera To growth. children’s r others will be emotionally r others will emotionally be

-abiding citizens. But there t on one’s Mothers child. em. She points points em. She Character

42 y

relationship her infant to obligation isthe not best suit because dependent shethe to is theobligated is dependencyAccording Kittay, worker to workers” relations” “maternal and“mothers.” ratherthan and “dependency “dependency relations” refers ethics care to existence). feminist Her things that havedoctrine is an essence ofand independent that nature or ideal persons, ( Kittay Feder Eva Ruddick,Similar to who speaks ofmaternalthinkers, andHeld, who speaks ofmothering whether is it principles followed,not be relationships then bad shouldmaintained.not be Asked should relation human relations as asbring outtheirto well unique characteristics. Like principles, emotionally wellthinkers as as tradi of rejection Held insists her advocacy that on behalf ofmaternal does ethics notindicate wholesalea mothering persons alsocooperation, know, about consensus, community and competitio moreconflict, than degree servesit separate the interests of individual rational contractors.life is Yet about the to relationship moral ethicists blessas human a women’s. Held’smany traditionaltoo In estimation, model wouldparadigmsfavor not were ethics gender traditional really if that to discounts ethicsHeld traditional is that not concerned excellentparadigm forhuman relationships general. in relationship between persons an mothering andchildren Like Ruddick,Virginiafinds Held (2006) in the a should guideher child larger society the Ruddick sayseye. that conscientiousa mother mustwhether decide her values orthose of if amothercontrast, rais hisemployer arrogantrunsemployees. In alsomay who over become an roughshod motherIf a other. trains her son in waysthe world, ofthe he gain may success he but in it, one hand andher own inner conv betweencaught values the competitive, ofa power relationship between a relationship between meeting needs. might people’s look other differentwere Heldsociety speculates that the cannot existcannot is withoutHeld care ourfirst care. says that survival principle. hesitateanswer to that is it care. As she sees care it, exist can without justice justice but

need. Importantly, Kittay claims that the dependency relation dependency therelation paradigm claims that and should can need. Importantly, Kittay two rationalcontractors dhere tosocialnorms question them? orcritically men’s — ships are subject to evaluation as good, better, or best (bad, worse, or worst). If bad or bestworse, worst). If bad (bad, better, evaluation as shipsto good, subject are

ed to meetexample,ed toFor dependent’s the mother’sof a source moral the needs. that speak far morespeak t that far morality as morality women’s

that exists betweenone the in need andthe one who is meesituatedto C A R tional tional Mothering persons ethics. must just,be as well critical as caring; E

or morality butmorality presents what amounts gender-neutral J mothering person and a child child a mothering person and U — es her son to be a “nice guy,” he may grow up a “loser” in society’s society’s “loser”a in up grow hemay guy,” “nice son a be to esher S represent paradigm the relationship. foranethical T I C 1999) — E n, and controversy and about gettingwhat onen, andabout and controversy wants. is, It as o men’s experience tothan o men’s experience

for example,for contract the that is mostthe that fundamental value, Held human d rights generalizations-sensitivemake about persons; to able iction thatiction these values arefundamentally flawed on the seeksavoid to ofcharge the female essentialism (the

morality. She morality. claims

of the dependentof the personperson, a as the rather but -rearing practices. Is more it important her childthat -neutral, it

obsessed, individualistic society-obsessed, on the individualistic only —

rather than the relationship between the than rather

without justice justice without C without care. without cannot exist exist cannot are can exist exist can are but justice justice but

priortheir to —

oes not oes not

about about t the t the 43

43 LEADERSHIP 44 LEADERSHIP (7) (7) (6) (5) (4) allow us to view the world but with thepossibility but oferror,discrimination,allowworld us and toview poorjudgment. the interpret biases should through our We which we that lens world. arethe understandThey Objectivity inincorrectly. ofmoral this sense error.” possibility implies the or correctly so do to them make who agents for possible is it if objective are claims “Ethical commitmentssubjective moof the form foundation that the orincorrectinformation.basedon correct In words,other he recognizesvarious the moralobjectivitythat musttheto admit possibility of moralknowledge or wrong,being right Lillehammer that away right notice We fou knowledge his scientific as or with reasoned “belief,” not begins with objectivity.” moral ethical, in believe “I sentence, (2001) Lillehammer Hallvard objectivity,” “moral on essay his In Adjusting to Our Biases socialization (3) that and training in ethica (2) (1) majorThe fromYoung, points are(Hester, we anethicsofcare gather 2003; 2004): Jersild says,Arthur (1927) “ According toThomas Merton (1998), ethics to areimportant Attitudes our andcompassionconcern lives. for their and respect forothers exhibitsour both by Caring how care. people much character they of reminds ofcare ethics In feministsummary, a us we discern that whether can persons are of allits dependency workers, mothers. including itsofficial care takes society that fair only is It existence. mere for ─ someone on dependent radically someone on of being dependent experience has the mother’severyone child, workers’ mothers’/dependency ev Because ormore labor. product ofone the aboutguide policy public Inbecause humanher weview, weareall equality. equal are all values foundation a of as for others concern genuine love and andcompassion, lifting ofcare infeministdiscover a We not ofcare ethics a disparagingand objectivity, of reasonabut o “ Felix(1918)And Adler reminds us, t h

“ h T C C n e r o o o e r o

m m governments, and businesses. and respect concern forothersthat should become in topfamilies,a priority schools, allofus,that leaders andtheled,aredependent onothers, and members organizati ofany and care that compassion coupled be oughtto among with fairnessequality and relationships ethical that inandthroughoutorganization, should any becultivated practice, that fosteringthat growth families in and otherorganizations isapriority, wethat need tosee things inperspective, ' c u s e a r g p p a r based leadership. This theme This -based is leadership. repeatedly: echoed h e a a e r

a s s c

c f s s l h e o o i i o o f r m t

n n o h a

p i r i n i

c a s s s y a t s

e o t l s h l d h n f i e o - e e f e k n u

v u e

l e e f t l l i s h t e l l o i l e n m a m p

a t e a m

a n w t

n e e

o t a p n

. u a ” r

e t on, g e

. n r

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o e

m n s o

o m a o s c a f t h t

k m i h e e e v

e t i e a h l decision n s n e

t i i

e t r n

r g p d e f r

e u o h p l b

i e g e l e n h making ought to become a consistenta to become ought-making m m d e b e s s o t n

d o c p

n i

e e m e o a e ’ k s f n a

o a t ral point of view. He says, ofview. Hepoint ral

l w n l o t

d n f begins withfollowing the h

e i d i n s m e

g e e o s

v p ndation. Hendation. reasons t .

e ” i e o

s n

t t

a h

and leadership. eryone is some some is eryone r l e

e m

a b c a e h t g u —

i n r n

i n t indeed

y h i n .

i s g I t

44 o o i s r f

uncovered anattitudinal component ofethics. research, albeit,psychological on has moresound research that this;is than it based moreexpressingthan ow their onlyethic subjectivista in making believe that, moraljudgments, are doing nothing people to adhere who those and view of point subjective a is This (1955). answers” moral common ar there that short, In isolation. individual’s the break to bridge moral no is “…there that says, Edel Abraham as thus, and emotions, the of arbitrariness the postulates which indeterminacy of theory a is view of point subjectivist’s seems mantelthe be toofmany in governmentand in business nowa self own our in act always do we that or ought we that ― egoism psychological basedleadership falls on problemthe of subjectivity; namely,or perhaps ethical requires meansperhaps all. only,at thisFor reason, not valuesI maintain that the attitudes ofleaders Abrahamthe attitudes world inthepoem intoday’s E arereflected by quoted and relativism where andvaluespersonal decision is arbitrary?king areultimately of Much that anything be In thissense,values usepossibility understanding. ofcognitive reason creates the consiste kind of value judgment goodreasonsAny mustby maintain andmust internal supportedbe anddecision our wemoralwhere feelings evaluationsbegin, notend is ethics into legiti becoming a of short too up pullsethics subjectivist purely a that argue would I infallible.” are us of None evaluations. moral our in wrong be sometimes can we “that and ethics” about disagree us s simple that is problem serious A to… meansonly you that have philosophical particular a understanding of what suchviews come subjectivist a “Being says, Rachels As matters. nothing that or wrong or right is nothing that su ethical but opinions, havemoral we all is that It truism a and compassion, our argume suchattitudes as we Thus,care when speak of least some people.” true saidbe be to principlesattitudes ofatof the or false correctly cannot independently resolving fundament problems.not causes than often Meta “ ― 1973 dissertationin doctorate own my In

Research decision to use reason and reconsiderationand i usedecisionto reason there aresomedecisions be to ethical nowbe do tosubjective made; that namely, the as I ofmoral Iarguedreasoning. then andrationality objectivity the need notupset of choice Objectivity” and compassion for others. But, as I pointed out in 1975, out in 1975, and compassion others. Ipointed But, as for and prudent,headed decisionconscience and the have some to expressed care, concern, -Ethical Examination ncy. That we talk about attitudes touches our human, familial nature, and that we we nature, and that we attitudes touches ourfamilial about talk human, That ncy. a shiftin attitudea

(Vol. XXXV, June 1975, N0 4, June1975, (Vol. XXXV, ) ― the point was made that if we are willing to rea to willing are we if that made was point the ― ) approachesobjectivity. total Does this leave us inmorassa ofsubjectivism mate ethical theory. To include statements about inner attitudes and

based leadership is both subjective and objective, never andtherecan subjective -based leadership both is al moraldisputes, al moral forfundamental judgments orultimate moral

. As Robert Firth argued in 1962, “…there is no way of rationally of way no is “…there 1962, in argued Firth Robert As . ad ae i te ora of journal the in later and ―

n opinions But (Rachels, 1993). feminista ofethic care is

We cannot cannot We others coerce beto moral through rational ubjectivism cannot account for the fact that many of that fact the for account ubjectivism cannot “Subjectiveand ofMoral Commitment the Problem e no common moralquestions noall, andabove n ourdecision Why Should I Be Moral?” Se Moral?” Be WhyI Should

Philosophy and Phenomenological making, the decision to be level be decisionto -making, the

it is it this willingness bjectivism doesn’t really entail entail really doesn’t bjectivism son then morally, the element days. The core The ofthedays. nse or Nonsense, a -based leadership nt for a values nt fora interest. This -interest. This

that more more that making. -making. del: 45

- -

45 LEADERSHIP 46 LEADERSHIP traps. praised many by as compassionate andreasonable,might more avoid extreme ethnocentric heads a up might give us them just associated with irrationality,egoism, and relativism, orabject subjectivism, recognizing but resolvemoralconsiderations problemsThese (Hester, commitments not 1975). will commitmentsattitudinal) need that beto made humaninvolves basic subjective commitment.a four are identifiable, There (personal, 2. 1. inside out.” this requires“look a inside,” “leadershipCashman this will as be, argued,from Kevin the leastfour will commitmentsmadebe separate tothat usarbitrariness. from Be ethical are at There integrity? as commonpeople of ethical wefoundations the values seek ofthe happensbe to values if way, putTo this another evaluation. In this, the human elementis enhanced not negated,only need notdistresschoice then elementthe obje the of morally, reason to willing person is a if that we subjective, argue movepurely the To beyond

means to her or his ends. Clear understanding will also be a goal as the leader will desire leaderwillwill desire means Clearunderstanding ends. alsobeagoalasthe toherorhis willcommitment willingaction, be being toseek consistent to thought out in and subjectivea made has and one who organizational prudent problems. A leader by calm,characterized informed decisions deliberate, judgments and about A T A leaderwhoA falls intothis trapwillaleaderless soon become ego or moral they be ― values deepest andpurelyirrational, arbitraryis clearly impossible. When we li communicate with one another.Understanding appearsthat behavior inconsistent, commitments. Reasonuniversal a When people is language. are irrational, they cannot is This forexplainingminimumand justifying a necessity o

Joy in F Joy in right today iswrongWhat’s tomorrow, what depends on It all is praised, you’re how depends on It all raised you how depends on It all feel, what depends on It all youfeel, you when depends on It all are, where depends on It all you are, It all depends, it all depends…. depends, all it It all when you haveBut trends, conflicting you haveThen morality, toagree happen If tastes just RomeRomans doasthe In do. or Timbuktu. Australia point depends on ofIt all view, v

a b l e u

e r s a - t

b i rance, in Englandrance, in sorrow, o a , then what sort of a person is it who is able to reason objectively sortpersonof a whoconcerning , thenreasonwhat is to able is objectively it n s a e l d

i n l e v a o d l v e e r s s h

i p

a o l m s

o based leadership depends on what sort of a person one person one sortof a what leadership depends-based on m

so that a shift in attitude ― to values to ― attitude in shift a that so

i e

m q u

i r n e t oriented ― others will no longer trust or follow us. us. follow or trust longer no will others ― -oriented

o t h

a b t e

i to retainto some elementobjectivityof in our l (Aiken, 1952). reasons in behave one tooranother way moveddecisionperson ofthe who by is morality happens that be, to depends on what sortpersonof a one morality that believes people.”some He independentlyattitudes ofthe least ofat saidbe correctly false trueor cannot be to judgmentsultimatemoral principles or disputes, resolving of rationally fundamental moral way is “…there no has warned(1964) us, makingproblem and in our decision become moreto rational morality, rational we awhat can behind do lies that Understanding subjectivity the n e g a

d c e o r n s s

b i s e t

e ctivity and ofmoralrationality ctivity p n r u t for fundamental moral moral for fundamental

d i

n e -leader.

n b one’s beliefs and moral one’s andmoral beliefs t o .

t Prudentialreasoning is e or misrepresent e or our h solving? Kai Nielsen Kai -solving? –

t based leadership ― ― leadership -based

h even being rational o u g h t rests on the

a n d the best

a cause c t i o 46 n . -

ones. makesnot, then senseit use to Ifwe term no the are for“values “values about “value” ethical applications. translate can We jazz can We up “value” withkinds alland ofsociological psychologicaltheories and who wethis ourbehaviorsreflect and areandthat areneithernor deceitful. arbitrary we successfulbe have to and want whereverWe we are. profitable and productive, functional, be to we want Ofcourse shape?” wishweto that is it simple question:kind of person “What wedo want toreally and be what kind of organization reason, prudence, adviceand the of others). Values this shiftthat will be non values that idea I began this essay with the ConclusionIn 4. 3.

world. compare,adjust toandreadjust them, andthen to commitments and thoserelevant othercommitments reconsider, to to of others, value consider orher own toandthen reconsiders/heand fair,responsibility his the has W possible.”common code common ground bondwhichmakesevaluationofamoral anda significanc concepts with moralmany ofour which infuse sharedto attitudes ofrespect for andconcern human beingsliving andothercreatures referenceextensiveby must framework it ormeagermoral justified exist.be A can but … shar interests This their and concerns. and human and beings of deepbegin withsharing attitudesandjudgmentsanimals the toward andconcerning justified, and bycriticized, reference corrected shared to moral understandings which Thomas (1970)Mayberry “Obligation arguedthat frameworks (mo W flow interaction. ofinformation anddialogic andrequires lead ongoingbe organization in any moralproblem, liesbut outsideof morality as an ofappraisal. activity This should activity values orjustifying the beliefs andrules down leaders to lay forall follow. is This not a necessaryThe condition. problem of moral is reasoning alsoprobl a Prudentialreasoning is sufficientnot a for reasoning condition butmorally, is it a input various from resolving options others atroublingsituation. onthe for open consideration careful to probable the consequences ofan action or po mission. into reasoningled buy theprudent and that his Finally, gives orher vision for moral leadership. foundationsubjective others. commitmentkey minimal a This forandrespectcare is to mora leadership overlap.begin to One must somecareful: be leaders willappear act to leadership.of ethical This is where subjective commitmentand avalues us wean forothers;attitude that care is must foundationof care theand of ethics cautione of care our feministvalue commitments, The forliving moral but ethics lives. e e

m m lly, but only but lly, for selfish reasons. ethical The person willmake minimala commitment u u

s s t t

c c based leadership,” we are referring to ethical values rather than to unethical to than values ethical rather to arereferring -basedwe leadership,” o a m r e

f o i t r

o o

t t h

h e e r rational (subjective, but not irrationalnot (subjective, but -rational inthe senseignoring of

s p . r

i This third commitment we must make for not only supporting supporting only commitment make third mustThis for not we n c i p l e

o f

r e c o based leadership requires a shift in attitude and -basedshiftleadershipa in attitude requires n s ly ornon ly i

d e r a t i ership commitment to maintain an even maintain aneven ership to commitment o n -based leadershi ethically. I believe that when we when talk Ibelieve that -ethically. .

For the moralFor leaderbe objectiveto apply orher workaday them in his

a desire that others trust that us desire a for e. These conceptsa constitute ed understanding be ed understanding may ral codes, etc.) becodes,may ral etc.) based leadership” is -basedleadership” is em of supporting em our p comes down toa licy and willseek

-based 47 d

47 LEADERSHIP 48 LEADERSHIP discussions. and foundational for any rational ethic. These attitudes arewhere we begin, not end,moral benevolence. These are compassion,and trust, decision or suspicion, etc. love compassionor hate, or indifference,trust and procedures, a but Our shift in attitude. said,worldis Capra (1989) as Fritjof basedvalues leadership. whya is This Appliedbusinessesto o andother attitudes major wascontribution The care that demonstrate feministof the to of ethics aresimpleor governmental decisions, they political ordecisi friendships, whether ornegatively, others positively define either humanaffect that relationships and argumentThe is simple: we humans value many things.to contribute values Moral arethose this formula. ingredientin necessary Dialogue is services. the organization’s the seek outsidewith those opennessorganizationthe thereis andcommunicative that withinthese principlesprovided Values impulsive “observingrules, certain by behavior thegenuinely moral rules.” happiness ofothers, frompoint the of view we ofmorality, are requiredmodify to our happiness andgo pursuepeople rightto theirown havea consideration variousthe attitudes subjective and commitments of others, all noting that impinge of others.” onHepursuits the arguesreasoned forawhichtakes intoethic be “cannot achieved in isolationbutinonly contextssocial in w bestpossible life foreverybody, andthat the bestpossible life for everybody,” he says, has pointedtheto Philosopher ofseekingBaier purposesKurt (1965) that “the as ofethics to butthiswill ourcan, require dedication certain i ethical Ithink we arenotunreasonable? mutualwhere expectations some moralexistharmony in balancea to leadership back not. Canwe pursue moralobjectivity with some reasonablehope it that in leadershipthe gain foothold a objectivity community.total ever Will be possible? will it No commitmentsfour subjective decision inthisessay ethical mentioned if soAnd Iargue“shift foraamong in attitude” values applicable inallkinds ofsituations kinds andtoall ofpeople particularthen referringavalues’ kindof to understanding value that iscommona term

fromour organizations inside andoutside andbusinesses. commitmentreconsiderto our actions andbehaviors of otherin light relevantinformation forothers, and care (4) concern consistently, a (2)prudently, (3) reason shared a commit orasubjective attitude” “shift in the moral thena sense” requires subjectivebasically st in foundbe inherent never values moral can morality, and ethics matters of in said that things ofthis world can becomeonly as valuable humans phenomenona pecu universally (thesame forall) in our families, schools, businesses, andin our nation. isEthics shortpeopleof treating unless equally we commit ourselves areset that standards to ates ofaffairs orevents without humansvalue moral tothem.values Being are human, -basedleadership progress cannot without some sort making. At the center of moral decision of thecenter At -making.

Our humanityidentifies our

in terms of origin. To changeleadership To “values into oforigin. in terms liar to humans as far as we know. It is as Wittgenstein (1984) said that said that Wittgenstein (1984) is as know.we It as humansto as liar far ―

to useto Aristotle’sterm rganizations, are they sustaining the spiritvalues of a based leadership requires, not more formulas, charts requires, leadership not -based subjectiveness.seems It historically we that farfall

the definitive qualities of definitive the -basedleaders, requiresshift athe that -makin ― deals. als and when these impinge on the thesewhen impinge on and als

attribute

where leaders andfollowers can ― g lie commitmentslie g care, to of (subjective) commitmentto moral and immoral moral ones. and hichpursuits the of each

valuesthem. to It can be ―

lie at the heart of all heart the lie at based leadership in leadership-based in ons ofbusinesses. ment reason (1) to

making is ever to -making is ever to

will moralbring a moral persona moral

“ … 48 ― a -

______i Mayberry, T. (1970). “Morality and Justification.” Lillehammer, H. Kohlberg, L.(1973). “The Claim to Moral Adequacy Highest a of Stage of Moral Judgment.” Kittay, Kittay, E. F.(1999). Jersild, A.(1927). Hester, J. (2003). Hester, J. “Subjective Commitment and theProblem of Moral Objectivity,” Held, V.(2006). Grey, John (1982). Gilligan,C. (1982) Firth, R.“Ethical (1962). Absolutism and Flinders, J. D. (2001)“Nel Noddings”in Joy A. Palmer (ed.) Edel Cashman,(2008). K. Capra, F. (1989) Uncommon wisdom. Fontana, CA Beauchamp, and T. James Childress (2008). (1965). Kurt Baier, Aristotle (1908 Aiken, H.D. (1952). “The levels of moral discourse.” Ethics, Adler, F.(1918). References n i

n s

t u t e w n r , A. (1955). r o d e r e Eva Feder (2003). l k Piaget to thepresent Ross, topic.php?f=8&t=3420 edition.2nd Oxford University Press. McF and HarvardMA: University Press. Philosophy Fallacy,” with Don R. Killian, Research, a r

s t o e t f o d Phenomenological

arland and Co. arland and r o n e d 12 vols e l a

-1952).

s a Ethical judgment The Ethics care: of Personal, political, and global Oxford. Oxford: University Press. PhilosophyNow Forum t s An Ethical Philosophy of Life. i n Vol. XXXV, o d Mental set and shift. New York: , Vol. 70,No. 18. d Men are mars, from In a different voice: Psychological theory and women's development n In Search of philosophic understanding.

Love’s labor: Essays on women, equality, and dependency e

s Ethical leadership schooladministrators for and teachers. e . Oxford: Clarendon Press. t Leadership fromtheinside out. h e x i r i TheWorks Aristotle of translated into English theeditorship under W.D. of p s m s t The Subject of care s i ;

a t No. 4. e , London: Routledge. h

s w r t . o

Research, e

h u b . London: The Free Press of Glencoe. e g

s The Southern Journal of f

r r u e ,September2001, 20, women are from Venus u c l a t t

u t u Vol. XXXV, i a o r theIdeal Observer.” e l n . Lanham, MD: l o Principles of New York: Appleton D. and Company. y s

f c b t The Southwestern Journal of Philosophy, I. o

e Archives of Psychology.Archives of h : n t Fontana Paperbacks. e w s No. 4, June 1975. “The So e i e s

San Francisco, CA: Berrett n e t e n t i n r

t e Fifty Modern Thinkers on Education. From LXII, 247.

New York:Mentor. a w biomedical ethics r Philosophy, RowmanLittlefield. and r e i e o l http://forum.philosophynow.or a New York: HarperCollins.. New York: b u t . s i ” o Philosophy and

p n a s

r t i s p

Vol. XIII, No. 3, 1975. s

o ; f

t a h

, 5 e u . New York:Routledge.

n c th -Called Ethnocentric Koehler Publishers;-Koehler i o f edition Phenomenological i n e

s d i

s Jefferson, NC: w t e h , Cambridge,

. n o

Philosophy c New York: l Journal of

e y .

g /view o

… f

L t

h i 49 f i e s

49 LEADERSHIP 50 LEADERSHIP 19 Master of and where Forest,N.C. Wake Southeastern at Seminary the he earned both Divinity Bachelorof History from Lenoir Teachersand Administrators has authored he leadership, of ethical area the of manyauthor the professional andbooks articles in philoso Hester SpecialistIII. is asCurriculumcertification supervisor,a and earning teacher doctoral of prearea Workingethics. in the completing in 1973 ofGeorgia in anal hisUniversity dissertation in Philosophy from the J Author Biography ______H.D. (2004). Young, Wittgenstein,L. (1984). White, J. E. (2011). Walters, S. (2005). Shkla, A., 2008).B. Senge, P Ruddick, Sara (1989). Rachels, J. (1993). “Subjectivism.”In Noddings,Nel (2002) Noddings,Nel. (1984) Nielsen,(1964). K. “The reasonsgood approached revisited.” Merton, Thomas (1998), “Learning toLove,”

o s th e

p century Anglicancentury minister Robertson. W. and theologian,Frederick He earned Ph.D. the h

Blackwell. Press. Californiaof Press. Publishing/SWM. 275-306. Philosophy, 1967. Harper: San Francisco. . (2006). P .

H e

s t Theology ofthe degrees.theology master’s the His an analysis was of thesis e

The fifth discipline. r

, Contemporary Moral Problems. Feminism: fromMary

L, 457. SeeL, 457. also, Nielsen Kai (1963). “Why should Ibemoral?” Leadership under construction. The Eve factor: strengthening themale Rhyne College (University) in 1961. He -Rhyneis College1964a (University) in 1961. andof graduate 1967 P Maternal thinking StartingHome. Caring at and social policy Caring,a feminine approach ethics &to mor h . Culture and value D

earned the Bachelor of Arts Degree in the Social Sciences and Sciences Bachelor Social earned the Degreein Arts of and, with H. Darrel Young, and,with H. Darrel New York,NY: Crown Business; Revised edition.

A companionA to ethics college philosophy, he became a certified public school public hecertified became a -college philosophy, : Toward apolitics peace of Wollstonecraft to Betty Friedan . Chicago: The University Chicagoof Press. The Journals of Thomas Merton, Volume 1966Six

New York:Wadsworth Pub. Co. Lanham, MD: Scarecrow Press. Ethical Leadership for Public School forPublic School Leadership Ethical . Edited by Peter Singer. Cambr Under Construction. Leadership -female relationship , Berkeley: University California of phy, religion, and education. Inphy, religion, and education. al education . New York: Ballantine Books. Archives rightsfor and Social . New Delhi: . Berkeley: University

. Crowned Warrior

Sarup &Son. Sarup

Methodos, idge, MA: ytical

XV,

with various styles of leadership from a follower or organizational perspective, including perspective,including or organizational follower a stylesfrom of leadership with various outcomes associated ofworkto substantialdevoted body is There leadershipa models). nature (e.g., service morea emotional those of andprincipledeffective leadershipsituational, and (e.g.,behavioral, trait, role theories) and Leadership includesliterature straightforward,modelstransactional fordetermining t ofadministratorscharacterizations not represent and somewhatdo truthful,but arepopular ( egocentric inadequate. relate,perspectives whichIcould to overall impressions the but andinsights seemed uncomfortable nine image.for theseHavingyears, presented articles served asdean a concerningtheBothgenerated(2002), business an a leadership dean. role of Joan Gallos otherby Bedeian Art andthe by twoarticles,authored pondered Ihave For years Introduction " shape collectively that the moral office. framework ofthe andfailures with successes personal aexperience filled school is dean business the ofa exegesis,the to leadership and eschatology experience. author The co frameworkpraxis of theological applying and language, concepts suchas hermeneutics, from a is dean’sexplored The role perspective. an additional yet provides paper This second discussed“squeeze” the or exposurevariousdean oftheto stakeholde leadership role businessof a school dean. One focused on the negative sideof power. The 2002A managementjournal presentedtwo perspectives on experiencethe of serving in the Abstract WI WHITEWATER, WISCONSIN OF UNIVERSITY ECONOMICS AND BUSINESS OF COLLEGE DEAN, CHRISTINE

S he only options.he only u c Redemption inthe c e s s

Dean’s Office i s

CLEMENTS dean’s disease dean’s t Generallyspeaking, deans choose betweencan becoming deluded and h e

b i l i t y

t o

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WHITEWATER

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51 LEADERSHIP 52 LEADERSHIP to “recommend” (p. 179). In addition, “recommend”administrators In to addition, higher levelsat 179). (p. in institutional the relationships. These leavevery emphasizes autonomy andindividuality commensurate with consensus andcooperative andsimultaneously needs offaculty individual the is driven by cites (c.f.,Bergquist,1992), academic The environment p.175). cult (2002, the and culture moreone in a within administrative other corporate, anacademic in two Gallosworlds,” Middle,” analogizes feet“firmlyplanted your dean’s the as job having Reaand Myths The Dean’s “The Squeeze: In her article, Dean’s Squeeze whathe terms or morally absolutetendscorrupt,and to Bedeian powerabsolutely.” writes corrupts well premised the upon of Dean,” is Office Manifests in the Itself ofPower Side Darker the Dean’sjournal How “The entitled, Disease: 2002 in the two articles the firstof The Dean’s Disease experience those indean’s the expressedof leadership beyond the office by commentaryThis is an attemptarticulate perspectiveto an additional personal ofthe side bereft power morally abuse and of discussions the about experience of leading. to c discussionsthesefail whileleader. So, there is no ofdiscussiondearth of leadership outcomes, in mostrespects, are presentedfrom perspective the led, but ofthe frompersonal rarely the experience of the Pote leadership.principled personal of rewards is writtenlittle inmanagement tremendousthe about whileliterature often inferred, very unfortunate consequences (c.f.,Kets deVries, Clements1993; But, and Washbush, 1999).

redemptive disposition. produce personalsuccessesa in both andfailures inevitably experience found that emanatefrom power the determine to organizational dire institutions academic has certainly not diminished, andbeyond immediatethe rewards that dean?”wanta be to Butneed the forvalues negative response to that long that negative response to the isleft reinforces which one with impression The a partialpicture. only because itcreates and the the corrupting effects ofpower. Some questionsask to and remediesemploy to areprovidedby Bedeian as safeguards from unchallenged deanslead power t can third The unwillingness reasoncritique. accept for dean’s totheir is disease that senseself and ofself -confidence sec A behaviors. engageingratiating in resources,garnerto andthereby favorfaculty often withholdcriticism deans oftheir and andKipnis, in order 1991; that Bedeian Ketsconcludes deVries,Janis, 1989, 1976), 1971; of resources.and allocation research Citing on dysfunc dean’s squeeze dean’s -compromised sidethreeof power articulating office, main in dean’s the causes of dean’s disease dean’s

characterizations, not because what is said is inaccurate, butis notbecause whatinaccurate, is characterizations, said apture the very personal, introspective, and often positive . The first cause is the control deans have over the nature have overnature the deans control is the firstcause . The standing question pondered by facult pondered by -standing question little room for deanshave an impact tobeyond ability their

-importance on partthe dean ofthe or and an inability o believe in the inherent morality of their actions. oftheir o believe ininherentthe morality ond causedean’sis of an overdevelopeddisease AcademyLearning andEducation of Management known wisdom of Lord Acton expressed, Acton “power -known wisdom ofLord -basedleaders andvalues ure,Gallosand to researchshe the according ntial positive ntial andoutcomes consequences lities of Academic Leadership in Academic the lities of tional personality dynamics(e.g., personality tional ction and outcomes, thereis a

of leadership and related, andrelated, of leadership y, “Why would anyone would anyone “Why y, based leadership-based in

about the “dark” the about dean’s di sease 52

ways of thinking ways ofthinking of providedan array ofexperiences sets two dean. The to ultimately, interimto dean and fortunate to in be midstthe graduate ofa program in ministry while transi leadership, and organizational design while serving as departmenta chair. Iwas also I was fortunate early in my administrative careerteach to courses in organizational behavior, Metaphor, Language, and Being Deana Ifeel Do powerful? times. at inmill Ifeela Yes, Do pulled andunderappreciated.difficult, empathyreceive and commendation work for inthisrole administrati copingthe mechanisms allow us that aboutlive with tonegative critique of value inlack the demands repetitive, daily face strength andcourage.Having command developed that great theconference, describe de Warren Bennis,heard while speaking an ofbusinessaccreditation at group a to deans Regarding Gallos’s organizational perspective. midThe unbridledpower as workopposed andtaking time. ofdialoging, playslistening, hard the to momentto moreand inresort times and stress,isexpedientinto the it often offrustration numberare a of power sources to available deans (e.g., legitimate, reward,coerciv or behaviors. Theremy decisions some inherentshamedarrogance Ifeltthein of that by Bedeian Asdean, aIrelate to the worlds presentedBedeian both and by Gallos (2002). From the Other Alternatives points out, isn’t it always appreciated. ma andrelationshipsconfronting complex roles malleable in remain to needs obvious. One alumni, businessand the community,implications the forstaying centered and focused are expectations influence the and boss. adds When one the in managing vigilant work, ever while being andtheir forfaculty an optimal dean is environment effective betweensqueezed nurturing performancecol the of haveexpectationshierarchy fromdean, theholding him orher responsible for the

creates tremendous opportunities for thedean’s job theworkother engaged Ido.Morethanany inwhich Ihaveengaged, by exhilaratedand days mostup wake this, I of all for Yet times. at Yes,appreciated? also opportunities andorganizationalgrowth. forpersonal for ande of leadership need not orflight.”“fight be They can include an ever becoming betterdeans andmore principled leaders. Our only responseschallengesthe to allowsdirection, us to toaddition allowing usparticipate to in powerful waysimpact to organizational lifeand despitein dean’swhich the role lowis the sometimes regard held ny times each day in timesny day exhausting each be seamlessa can This fashion. work and, as Gallos

-to perspective, there have been times upon reflection and after matters have settled matters have andafter reflection upon times have been perspective, there ngagementcomplex the which weunlimited andforthe with environmentswork in -long term of thisfallout expediency can cos be ve leadershipemotionally to find ourselves can unprepared positions, we

of such external constituencies as accrediting agencies,as government accrediting constituenciesof suchexternal bodies,

about the work of the dean and a rich vocabulary for interpreting and forinterpreting vocabulary rich anda dean the work the about of dean’s squeeze dean’s lege, while they possess the power to make the final decisions. An An finaldecisions. the possessmake power to the while they lege,

regularly identify identify regularly and overcome our weaknesses andcommit to

an’s work as living the movie “Groundhog Day” moviewherethe “Groundhog an’sDay” one must work as living

, I once found myself inexplicably fighting tearsI when myself inexplicably found once , I

impactand self

actualization. College leadership -actualization. ion different directions andunder ion different –

work that becan demanding, tly frompersonal a and -increasing appreciation ―

is a privilege that in privilegethat is a tioning fromchair e, expert) 53 ― -

53 LEADERSHIP 54 LEADERSHIP led me tothehappystuffreally conclusion “That administration and and ofleadership impactedmy perspectives profoundly experience that his e own Greenleaf’s between (1996) ministry andRobert “servant leader” many linkscertainly realm. there are spiritual And andthe connections between labor Spiritu Work: focus on andleadership.spirituality works Amongearly the is (1994) Conger’s spiritual perspectivenew. plethora isn’t A ofessays exist andarticles which predominantly of leadershipthe experience more whichIcould completelyprovided understandnewa andnew language metaphors by dean to chair program department time from ministry Involvement during transition the in a Ministry and Business Deans to neutralize personalsiveness. defen increasingly natural― sixOver a workedprovidean array to possibleof inter understanding reality. of our images, alternative seekingadditional and deeper broader a limiting, by reach but can we pervadesthat our world.understanding of the Individually, underliethat our interpretations ofreality. These images a imply toIn hisintroduction (1978) principled reflective, leadershipmanagementabout andSchon’s Argyris is to tied literature tolearnfrom experience.Mu which involves theability developing leadership processreflective movementnatural the a into leadership created rapid and reciprocalThe travels between teaching theory andengaging in departmental moveand forthto back between and theory praxis basis on daily a w understanding administrative andevents activities the of

of the world.of the amyopic view challenge,reinforcing mental from dispositions orher his shields that in away Senge, 1982; 2006). Argyris, pract andbecame, instead, to personalandopportunitiesapplytheory studies to theory case reference the to by were depersonalized these way, challenges experience.useful a In as my was frequentchallenges to by confronted (where I office chair’s department topicsthe to related organizationaldesign, andpower, conflict, leadership,other discussions onreflective performance, we causeshortcomings may short that learningnew andtoorchanges exp experie learn to from process fortheof“learning Leadership models alsoCreative developed has moving newtoward a understanding our beyond normalframe Center ofreference. The for defensiveness, in andengage sumptions times, and,at competence)uniquea and created worthwhile learning els us from our comfort zones. our comfort from us els ice. ice. nce” (Bunker a nce” (Bunker espoused theory go and transforms followers to leaders. Today, one may find interest groups in the groups in one findinterest may Today, transformsleaders. followersto go and

year period as the department chair, this reflective learningthis reflective process became as departmentthe periodchair, -year Double ality in Leadership ality can developcan new understandings andskills.from classroom Moving -loop learning Images ofOrganization

nd Webb, 1992). Webb, nd although there were occasionslearn to how whenwas timerequired

versus deanin Argyris describe Certainly, the discussion the Certainly, management multiple theories of dialog and discussion about complex and difficult issues, complex anddifficult and discussion dialog about theory , a book comprised of eight essays addressing various addressingvarious essays eight of comprised book , a

occurs when we to are able suspend assumptions and g . Understanding principledeffective, leadership from a To the extent that we are willing to be open to our to open be to willing we are that extent the To -in

In one model, stressful events create a tensiona that create model, stressful events In one -use pretations fordaily departmentchallenges. chair , GarethMorgan (2006) referencesimages the

s withprocess ainteracts others wherein one and works!” single

versus

the presentationsthe arepartialand ork. Bidden or not, I was forced was Biddenforced ornot,I ork. way of thinking and seeingway ofand thinking double ch of the discussion in the the thediscussion in of ch ―

a leader who manages leader who manages a -term reductions in -loop learning —

an existential –

a process a process Spirit at

(e.g., 54

to addressto interpretation theBible,of the but Hermeneutics defined is generally as Hermeneutics theology above from praxisThe of ministry is sometimes as described practical theology ofintegration or the the limitations thetwo perspectives presented. theology ministerialand fra practical experience within the haveinfluenced myposition.theologies) structuring which dean The ofthe emerged practical theology becameapparent, increasingly additional concepts and theories (or betweenAsconnection the leadership reflective (with its theory the of Academy Management(i.e., Management,andReligion)Spirituality, andjournals (e.g., their extroversion,their to and advance engage in development encouragesthat them to positions virtue of people indicates, rise by leadership to often (1994) leaders. As Palmer totendency perceiveexternally than rather inwardly is a never understand the meaningbehaviors of their originsor the ofactions. their This own perceptions. Ifdeansengage don’t in purposeful andcriticalreflection, they likely will al work, is webut whom those with obscuredby notonly is do of what we meaning The ofmeaning. levels multiple moving by through understood be only which can textbe interpretedto (from a hermeneutical perspective), thedean but as a person levels onlyas revealindividual the text.the Not language arethe anddean actionsofa whodepict we are. Language consists ofmultiple levels at that ofmeaning deepestthe believed Ricoeur is reallyby forth philosophy a Both oflanguageRicoeur (1974). andHeidegger

practice ofvalues practice impact dothe foreign they inworldbut the literature, of leadership words and are strange as leadershipgenera in concepts the from ministry that may enhancethe weway think about the dean’s role as well have more options when foraction we have multiple frameworks Among forinterpretation. theology practical well. Returning needthe utilize tomultiple ways ofknowingandunderstanding implementin order to discussionthe toemphasizing contributes Lonergan Jesuit Bernard by (1990) philosopher being perceivedas irrele life, weofnotonly risk theologies) our unable theoriesor unwillingwe (or we in daily shape integrate are to If it. formulatesneed therealize to about conclusions we that justdon’t understand worldthe theologian (McDermott, 1994).Drawing interpretations, from Marxist well St.as action. Ignatius referredthisto as beingcontemplative a in midstthe ofactivity i expressed thedarkside”may more “cross oftencome tomind. overto who leadership study and ministryincorporatedean’sthe to role in those terms. often The those occursto i rarely it that be may One isn’treason obvious. ministry.are, ostensibly, There many reasons whythis connection deans and spirituality to interest. But one may search endlessly without discovering any body of work tying business ntegration of both theory ntegration ofboth andpracticewhole a into and includes moments asof reflection

Journal of Spirituality,Journal and Management, Religion man is man language -based leadership.

with l are hermeneutics are

(p. x); that is, text and language are not just something wesomething but do, language is,are notjust text that and x); (p. theology below from

to Gareth Morgan’s Gareth to point, we more understand we and the studythe interpretationof the oftexts. is It often used , exegesiseisegesis and

vant, but also as potentially deleterious. Thepotentially alsobut vant, as

hermeneutic question (Fleischer, 1997). (Fleischer,1997). Praxis involves the ) devoted solely to these to area )solely devoted mework discomfortwith caused

common phenomenon among n the academic community academic the n and practice dynamic) andand practice , and

David Tracy (1996) Tracy David

as studied and putand as studied eschatology so maskedso toour is

. The a text a text s of s 55 — a

55 LEADERSHIP 56 LEADERSHIP From an organizational perspective, considering be we ends,the might outcomes, and framed, it andresurrection. judgment, isdeath, Theologically about oflaststudy things.the summarized by Truman’s famous aphorism, “ quality eschatological simply be may manifestations that an Leadership has in its all Eschatology interpret text we means which are by and eisegesis of hermeneutics, exegesis concept the Within Exegesis andEisegesis leadership is readerofour aproactive tobecome own text. a hermeneuticalthoughtfulness. persp From infuse can which I space small in that create me to inspires realization worldand this in the Iam who defines textthat this is I rememberthe perhaps choice, yet that thoughtless position stakeholderswhemultipledemands a and/or ofin whenOccasionally, Ifeel and soberingI am conflictingthe relentlessly insight. fielding is This humbling a am as being. of thesestatementshuman a actions arebasic I of who the task associateddecisions, with allocation orperformingdaily other any personnel engageddifficult inexternalfundraising matter, making activities, budget in a Iam Whether involved am. define way, who I in an existential and engage are mytext hermeneuticsunderstand to theme helpsthat Imakechoices and the behaviors in which dean, message. As a the remoteness of the needconquer to Riceour emphasizes our inthebusinessjourney inward, particularly world. “manage” world.professional Little external devel their

managed 378). myself” togetridof (Norris, 1998: my lifehave abandoned in Basil“I Great, statedby the eloquently is phenomenon This occupy. leadership I position ofthefacets of the understanding. meawareness all An allows assess to ofeisegesis modelsthe andtheories of are interpreted in a potential fashion. inequitable An exegetical analysis requires utilizing defensiveness andserve as remindera thatour preconceptions, histories, anddelicate egos goodoften for very reason. underst An power holder. As Bedeian notes, followers arefearful of providing honestandfeedback unpleasantpersonalfeedback uponrepercussions who the to provide those and critical for committing mistakes orrendering poor de luring powerfuljettisonto principled decisions leaders is ability to the consequencesavoid dangers ofthe One orattacked. wronged am feeling individual the framing I occurs when interpersonalin applyin greatest Ifindthe value situations. common perceptual distinguishingbiases is difficult helpful and misunderstandings in forproblems applicationwhereas of occur determining that perfunctory a responsibility Green, (Mitchell, perspective, theory 1981) andWood, attribution the behavior organizational an theories. From and perception exercise attribution in applying respects, an In many this is conclusion preconceptionsandhistory. based our upon own eisegesis gener refersAlternatively, to analysis. understandingthorough upon based an formulate means to Exegesis discussed.previously as behavior ofour own including that

―

originally biblicalpassages

the townthe asofendlessoccasion the troubles, Ihavenot but

the managementdiscipline reachto a more objective

― anding of eisegesis helpegoreduce to may buttermsthe can used be in regard to any text The buck stops buck The here.” Eschatology is, literally, ective, one of the greatest challenges one of greatest ofthe ective, cisions. is Another ability the directto

opment, focuseshowever, on the re I want to make the expedient make to expedient the Iwant re

g exegetical and eisegeticaland g exegetical

can be helpful be can in dean’s all office, ating aating 56 I

m department universitychairs, presidents, and business governmentofficials, CEOs competency the While levels andleadership qualities ofdeans vary,same the is true of the Ultimately, recognize move ourfailures forward. and decideto trying whetherinvest to more of ourselves commitmentsparticular into or rather process is easy.Mostit of us haveinvested is natural, rarely enormous personal capital worldseeks anddoesn’t its own require order organization usdictate to called m ministryrole in the usedattemptingrefer someone toidentify inbusinessa role.whileto However, dean’s never heard Ihave Klenke, 2005). Markoand and organizational(e.g., commitment which examinesrelationship the research literature, spirituality exists the Even beyond 2005). Chandler,C., & (e.g., HallD. ever andoccupational to professional and,as choices previ forms ofmoral activity. is Today,it more common discuss to in regard and vocation calling highest amongbe the might of duty fulfillment andthe work that perspective, emphasizing term the discuss to first the among was Max(1958) Weber Call of The term. This can abe powerful to way assess decisions. Benn recurring withmuchdo series theanddecisionsto made ofbehaviorsoverdean’s exhibited a full long sufficientgarner orcondemnation, to praise event be may context,one significant limited,terms.a current accomplished individual ornotaccomplished In during their all appliesThis aremakingwhether they deansdecisions to impactor areonly with broad day. each therole leaderlives inwhich the themanner by transformed of one’s is leadership transformedd the by Howend end? the is define or implicate the currentactivities question:my do How presentalso theas treads about it toward asks It future the (O’Donovan, the 1995). judgments e of leadership comports with what Wheatley andKellner whatcomports Wheatley with decisions will shape ultimately that of ultimate “miss direction the make and choices will ourwe lifetimes, divine; be throughout may work all that belief espoused du (1960) the Chardin Teilhard theologian abilities. Catholic and occasionally The bedoing should weare doingthework

is aprognosis how shapes about thepower acts ofour current thefuture. Realized isn’t eschatology principled leadership. trappings ofthe interpretation,theological appliedeschatology to unpopularand reaching stancebecause, inthe is end,morallit simply showing upOnoffice. the at occasions, other may it about be embracing a far term processstrength great andcourage.Somedecision be themay as days, requiring atter thepositionatter we the occupy, quality of our work willas vary will thepraise owed to “recommend” (Gallos, p.179). Clearly, deans are held accountable for what is deans areheldaccountable Clearly, p.179). (Gallos, owed“recommend” to -term value leadershipof the role deanof the (andsense) in an eschatological has as increasing body of-increasing body management explores that literature inworkplacethe spirituality

to theto role of business school dean. Fundamentally, Deaning re is nothing essentially better or worseleadership the about role dean. of a dean’s disease dean’s ynamism that on dailya ofactivities occur basis? ultimate meaningThe y life, I was forced to acknowledge that it may be entirely possible to be possible entirely be may acknowledge it to be forced that to life,Iwas y

ffectiveness. But from a theological perspective, eschatology is perspective, eschatology theological a Butffectiveness. from

or between the dean’s squeeze — work that fits ourinterests,personalities,inte work that

-Rogers statein (1996) calling a statement about the future as much as it it much as future as statementa the about

and deaning ouslythere is mentioned, large a and work

and allow us to pursueand allowto us guiltless, calling

in terms of personal meaningpersonalof in terms allows us to transcend thetranscend allowsto us y y correct. Operating within a

may may simply mean we that calling A Simpler Way A is refersthe to long ions.” This directly ions.”directly This

from a capitalist capitalist from a Although the. Although ― , i.e., the , i.e.,the

but the but or lack calling llects, llects, . No No 57 - -

57 LEADERSHIP 58 LEADERSHIP Fleischer, (1997).B. Conger, J. A. & Associates (1994). Clements, C. & Washbush, J. (1999). Thetwo faces of leadership: Considering the dark sideof Bunker, K.A. & Webb, A. . (1992) Bergquist, W.H. (1992). Bedeian,A.G. ( Argyris, C. (1982). Argyris, Schon, (1978).C. D. and References ______animosity. Imust selfregularly sometimes that choices making feelingsmultiple elicit goals of and conflicting rewarding.become moreto Ihavehad (ifadept at not more with) comfortable juggling personalthe of occupying My positionexperience been extra of dean has Conclusion opportunities along for redemption theway. presentthe decisions both helpand the define future. ability The sodo to offers daily andfr should speaking,Eschatologically we intentionally environments the creating ourselves in whichweand situations find (eisegesis). (exegesis),project we but should role thethosealso biases acknowledge in haveplayed should attempt usthe worldunderstand to around as distinc are inworld.the We workwho weour way defines we thedaily and appreciate conduct that experience process.weperspective, must failureshermeneutical From a in the understand impr and grow and allowto us important,adds value, believe is work we that thereof roles. After some thought, all I could saywas,roles. being someallIcould “Iloveeverything about After thought, adean!” business deans, members were askedshare to what they mostliked theirabout leadership re a At work. accomplish.is andprincipled It glorious Iam tolearn, Iam not able to grow,that notandall redemption andseek that for all inappropriately,acting and/or arrogantly, thoughtlessly. Each day offers new opportunities

leadership in collegiate organizations. office of the dean. Jossey- Coping. Francisco: Jossey leader MA: Addison MA: ― follower dynamics.-follower bestowed. Deans on havenothesemonopoly experiences. should We doing be Bass. Bass. Report No. 154. Greensboro, NC: Center for Creative Leader

02. Te ensdsae o te akr ie f oe mnfss tef n the in itself manifests power of side darker the How disease: dean’s The 2002).

-Wesley.

Reasoning, learning Individual and action: and organizational Introduction topractical theology. - Bass. Academy ofManagement Learning and Education The fourThe cultures the of academy: Insights and str

Journal of Workplace Learning, Organizational learning: actiontheory A of perspective

-correctfor being defensive under criticis Learning howto learn fromexperience: Impact stress of and Spirit at work: Discovering thespir

San Francisco: Jossey

New Orleans: Loyola Institute for Ministry. cent AACSB committeeAACSB cent meeting of 11(5): 170 11(5): equently acknowledge that our life acknowledge equently our life that - Bass. t from the personalwe from biases t the

, 1(2):164 ituality inleadership ship. ship. - 175. ategies improvingfor

mas wellas for . SanFrancisco: ove, even if we evenwe ove, if -173. . Reading,

ordinarily . San San 58

Tracy, D. (1996). D. Tracy, Teilhard Chardin,de P. (1960). P.M. (2006).Senge, Ricoeur, P. (1974). Ricoeur, P.(1998). Palmer, P. Leading (1994). within: the fromOut of into shadow,thelight. J.A. In Conger & Assoc. O’Donovan,L.J. (1995). Norris, (1998). K. Morgan, (2006).G. Images Research in Organizational Behavior Performing Subordinate: Development and Validation. In B.M. Staw and L.L. Cummings (Eds.), Mitchell, T.R., Green, S.G., & Wood, R.E. (1981). An Attri McDe personaleffects Themeaning &(2005). K.of and organizational Klenke,calling on F. Marko, Lonergan, B., S.J. (1990). (1976). D. Kipnis, Vries,Kets de ( 199 M.F.R. Kets Kets deVries, M.F.R. (1989). Leaders whoself I. Janis, (1971). Groupthink. Hall, D. & Chandler, C. (2005). Psychological success: Whencareer becomes calling. Greenleaf, R. K.(1996). Gallos, J.V. (2002). The dean’s squeeze: The myths and realities of academicleadership int

Cambridge University Press.Cambridge University leadership. San Francisco: Jossey Organizational Behavior, Spirit at work: Discovering the spirituality in leadership, Rahner’s theology J.A. Conger & Assoc. commitments: Anempirical investigationof spiritual leadership. power.M.F.R. In Kets deVries (Ed.), Organizations Dynamics Chicago Press. middle. Academy of Management Learning and Education Organizational Analysis organizational behavior and change Currency Doubleday. deVries, M.F.R. (1991).becoming On CEO: a transference The and theaddictiveness of rmott, S.J. B.O., (1994). Partnering with God: Ignatian spirituality and leadership ingroups. In , 17(4): 4 Amazing grace: Avocabulary of faith. The powerholders. Blessednewpluralism rage order:for theology The in The conflict of interpretations. Hermeneutics & thehuman sciences.

The discipline:fifth The art & practiceof thelearning organization . Washington, D.C.: Georgetown Unive -

17. On becoming aservant leader Spirit at work: Discovering the spirituality in leadership,

A worldA grace: An of introduction to thethemes and foundations Karl of Method in theology. . Thousand O organization of Thousand . , 13(1): 8 , 13(1):

Psychology Today 26: 155 3). Leaders, fools and imposters: Essays on thepsychology of The divine milieu.

Chicago: University Chicago of Press. -28. -176. -Bass. , 120 , 123

-139.

-138. , 5(6): 43 Toronto: University New York:Harper & Row. -destruct: Thecauses and cures.

Evanston, IL: Northwestern University Press.

. New York:Riverhead Books. aks, CA: Sage. San Francisco: Jossey butional Model Leadershipof and the Poor -46, 74

on thecouch: Clinical perspectives on

19-40. rsity Press. rsity JB. Thompson (traJB. Thompson , 1(2): 174 - 76. of of Toronto Press.

-184. International Journal of

Chicago: University Chicago: of Bass. -Bass. s) Cmrde UK: Cambridge, nsl).

132-161.

Organizational

. New York: Journal of

he he 59

59 LEADERSHIP 60 LEADERSHIP

Dean ClementsatDean becontacted can from 2008 Affairs for AcademicChancellor Vice ofWisconsinUniversity Christine College Clementsthe of BusinessEconomics at served& as has Dean of the Author Biography ______Wheatley, J.M. & Kellner Weber, (1958). M. women inleadership. involved incommittees InternationalAACSB actively to and accreditation related boards and leadership, administration, and organizationeducational and theory design, and has been Effectiveness. Shehas presentedand published research primarily undergraduate courses in Organizational Behavior, Leadership, and Organization Theory & and graduate taught she becoming dean, Before of Management. Department ofthe Chair

York: Scribner. The Protestant

- - Rogers, (1996).M. Whitewater since 2001, with a brief interlude as Interim Provost and Interim as Whitewater since interlude with brief 2001, a work ethic andwork ethic spiritthe capitalism of

[email protected] A simpler way.

2010. -2010. She also served fors San Francisco: Berrett / 262.472.1343. . T. . T. Parsons (Transl.). New

in the areas ofareas in the -Koehler. ix years as the

acknowledgement, acknowledgement, gratitude clausesare included. photocopying,including recording, other or electronic mechanical methodsor PROVIDED THAT copyright, tr and publish, distribute, reproduce, may reader the study, case to this copyright the study case this Vision, While authorholdsfreeis released that cost. publicthe lineto the with of domainwithout In cost. This case is dedicated to Sri Sathya Sai Baba, who Baba, world visioned a Sai education dedicatedis where case This Sathya to Sri d c r * ─ “ ─ “ b s i e m c h v a b m

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61 LEADERSHIP 62 LEADERSHIP Through ManibroughtICCF, Through seedthe together produc Mani pioneered Appachiwas Cotton a three Appachi Cotton and Integrated CottonContract Farming companya textile the Appachi Cotton, launchedbywas brand The India. Ethicus Introduction money that I was making was hismaking hard Iwasmoneybecause of that hardshipsfarmerthe was he was ofthe business beenaware incotton manythe years, distress. hadfor As Mani werefarmers was in driving India, industrialization farmer inWhile India. suicides happened Mariappa

follow productstownthe discussion toa forsale. they andfound He that withentered them into largestthe Buddhist settlementTherein India. hesaw Tibetan the monksbringing their Indiawhich Mani iniscame Mundgod,Karnataka, to district atownKannada in the Uttara the textile mill. The farmer was provided with assured marketingassured tie with provided was farmer textile mill.the The industry was working in concert with the farmers with were the provided and thegovernment.this model, farmlands In natural andeco ProductsTamilnadu, India. 1000 balesof Manicontract that society?”the to giving Theseof back thoughtsin hisused there mind.wasbe It to in 1999 bales farmers, tocotton convertedit (Philadelphia Univers master’s degree in frombusiness Ph administration master’sa had Vijayalakshmi Mumbaiwhile degreea from Manihad in textiles SNDT Chinnaswamywife a (Mani), acted as agovernmentacted (CA) support fina from employees drew initiative positive weaving handlooms traditional techniques on revived jacquard of model ofad the model by ICCF was The he startedICCF. inspired basis. on In consistenta 2000, cotton Appachi Cotton to receive a consistent supply of cotton. However, werecotton. there changesreceivein toconsistentof a supplyCotton Appachi banking andinsurance services, textile mills,government. andthe The model ICCF helped the br their deeply holding

and ed a co ed a and had to be incubated foranother3 incubated be to and had as , launched in September 2009, in Mumbai,was the 2009, September , launchedin actedas the liaison . This business was inherited b inherited was business . This , toic belief that belief wouldtoic everything -held spiritual and ethical valuesbusiness through their believed practices, that and evenis brand yet peers. The to make profit. Theany founders, who expre ministration followedbythe TibetanOffices. Administrative operative society model -operative society cotton

, dyes -friendly “ ncial institutions. The ginners/spinners The institutions. ncial egrated Cotton Contract Farming Contract Cotton Integrated ed with . He traveled across India across traveled . He ity), USA. Following inherited practices Following inherited USA. ity), . responses including stakeholders the from

Lakshmi Mills, a textile company based at Coimbatore, to supply Lakshmi to company Coimbatore, basedat Mills, textile a experiencing. “I under the between farmers, generation cotton ginning business started in 1948 L by 1948 in -generation cottonstarted ginning business -husband duo. Mani was grandsonthe of Mariappa. and ethical silk. and ethical necessary , andsupplied totextilemills. it

Ethicus and

y Vijayalakshmi Nachiar (Vijayalakshmi) and Mani (Vijayalakshmi) and Mani Nachiar Vijayalakshmi y farmer, they cultivatedcotton as per needsthe of go well with thebrand. that that am also living off him (the cotton f resources,, technologies were consolidated were

5 years before yearsbefore it -5 brand namebrand are made from input suppliers,institutions offering financial

these co to find farmersto could who Ethicus

wor iladelphiaCollege ofTextiles Science & k. But, what is that I what is k. that But, er, farmer, ginner, spinning er, farmer, industry ginner, ”

(ICCF). In , -operative societies products were handcra productswere beca

first ethical fashionin brand ethical first , Mani bought cotton from cotton bought Mani , me the Coordinating AgencyCoordinating me the and the small and marginal andthesmall and

could generate any generateany could

the the the

and finances. As the

Pollachi region. The region. The Pollachi 1990s, a spatea of 1990s, media, customers, -up and

based in 1 ’ve done

supply him with While While organic cotton, more or, less armer). The fted using monetary travel

P in terms in terms ollachi, profit, ing the the 62 ss ss , . ,

( C p ( C ( G p ( R L A o ( C F

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n the leading apparelthe exporters They2020. also suggested India’sthat potentialin textiles and apparels would According to the 2009 the According to T per As A Note on the Textile Industry loans bank waiveoff political

industry. to respectively5.8% during decadesthe 2011 predicted Sachs Indiathat would growth rate was 7.4% in 2009 in growth 7.4% was rate growthin 2008 country respectively 2010- to USDbillion 220toby 2020. in employment provid employmentdirect tomorepeople, million than 35 export earning, middlethe class grows,consumption becomes more discretionary thatpredicted “middle class growthin willIndia accelerate throughout andthis decade” “as institutionsfinancial retreat i i t o p a

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dustry, domesticdustry, and exportsgrow to combined, is fromexpected USD 70 in 2011billion i s

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n the leading apparelthe exporters respectively respectively5.8% during decadesthe 2011 predicted Sachs Indiathat would 2020. They2020. also suggested India’sthat potentialin textiles and apparels would According to the 2009 the According to T per As A Note on the Textile Industry political waive off bank loans loans bank waiveoff

industry. to growth rate was 7.4% in 2009 in growth 7.4% was rate growthin 2008 country middlethe class grows,consumption becomes more discretionary thatpredicted “middle class growthin willIndia accelerate throughout andthis decade” “as 2010- to USDbillion 220toby 2020. in employment provid employmentdirect to morepeople, million than 35 export earning , financial institutionsfinancial retreat i i t o p a

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textile industry contributed approximately 4% e d a n t l l a n s s u S a ) a c

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the ’s

and a contribution of 14% to industrial to of 14% sector alsoproduction. The providedcontribution and a environment

-09, despite crisis financial the

textile industry contributed approximately 4%

7 , 2 Governmentof India . . 2 100.6 3 5 2002 er in India er in 60.6 484

1.2 5 72

S Table 1 displays 1 Table trends influenceto relatedthat India indicators , : 7 under and a contribution of 14% to industrial to of 14% sector alsoproduction. The providedcontribution and a o

-09, despite crisis financial the

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growan average at growth o rate , Economic Survey 3 The 2011 Economic 2011 The Survey 1

4 115.4 2004 , 60.6 3 668 1.2 5

72 4 115.4 2004 textile and apparel 60.6 gross 668 , 1.2 5 72 4 textile and apparel gross ,

were comprisedof

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of 2007 , growth forrate 2011 -20, 2021 4

0 127.8 2005 60.5 762 growth forrate 2011 1.3 9 0 127.8 71 2005 of farmers farmers 60.5 , 762 1.3 9 9 -availabilityof data) 71 of farmers farmers

the

, 2010, India2010, maintained6.7% a GDP

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serving as serving domestic marketwould . 2 -10 that pervaded 1 - willfu 30, 2031 Ministry ofTextiles,Ministry India’s textile

serving as serving 5 predicted that growththat predicted domestic marketwould political parties political promising to ’s GDP, 17% of 0 136.4 2006 60.5 857 6 1 1.4 - 3 willfu ’s 71

30, 2031

, also indicate that some that of alsoindicate , y defaulted. ly

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the second largest secondthe largest

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63 LEADERSHIP 64 LEADERSHIP largest exporter(afterStates). United ofcotton growth of23% rate compounded annual a of revenues, charted in India,terms companies in top the ten textile the said Rahul country,” presidentthe Mehta, presencewithinof their exporters areincreasing India 240,0 of (after China),production witha cottontotal cultivation is area. It the second largest producingcotton nation in the world cot i Cotton “

released by area for cotton. S cotton. for area C was underin GM 2009 hectares50,000 According to in 2002. of the this report,87% from C or GM Cotton Modified , (ISAAA) control thecottoncontrol bollworm. toattributed combination a of increased farm income reductionand a in pesticideuse to acreage of acreage lakh93.73 (9.373million) hectare [W] ton cultivation inarea million world,the 9 hectares at Clothing Manu ith the domestic the ith marketgrowing 15 at

’s the previousthe In 2008 year. textileindustry S C 12 s one of the major raw materials for the textile industry in India. India has India largestthe textile industry in India. the raw materialsmajor for s one ofthe Ministry of Textiles ofTextiles Ministry o h u

a stated that statedthe usage that Bt C of r r c t e

1 :

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e facturers'India of Association the (CMAI). For five yearsending2011, FY - Internationalthe for of Service Acquisition Agri . tufs upporters ofBtC 7 r

a t - i technology n g P otton)in 2008 otton, with 9.6 million hectares million withotton, 9.6 r

o t indicate f i t M - upgradation e - a 09, x r t g i l s that i e

n otton opined that thisincrease in usage could be the c a otton increased to 8.4 million hectares in 2009 from in 2009 million hectares increased8.4 otton to o -09 increased 7% 68.18 by at lakh(6.818million) n m

d - 0 area total ofthe under 73% Btoccupied Cotton fund N p -20 perevenlarger, organised cent,the apparel 0,000 the cultivation area of Bt C ofBt area cultivation the a e n

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total cultivatedin areaIndia n v

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1 Another reportAnother t .

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e etically etically n

ions , 64 11 ’s

mono elephantcrop athat growingis Cotton crops. dam to be built t of Director Linda Craig, ActionNetworkPesticide said cotton,” organic upand demandworld, needsitsthen its it act impactin clean this to communities. aboutworld’sof theconcerned mostfashion Ifthe industry is vulnerable truly we wear istolikely have contributed topoisoning the of lives andthe world’s is pesticideguaranteedbe cotton to free. meansThis the that ofthe majority cotton products apparel textile home and more tonnes 3000 than ofEndosulfan was forcottonused cultivation ( ofpesticides and10% world’sthe insecticides Nagarhole, http://www.endosulphanvictims.org/gallery.htm the ill to went farmers enquiring whether started While EvolutionThe of organizations beensecondhad the India largest SomeChina. producer after ofsilk inworld, the 2009” India was p also the leading Environmental Justice Foundation. and farmers, puttingenvironmentthe dangers both by The and livesfaced poor risk. at i awareness islow,high andsafety is in fieldsilliteracy where pesticidesthe areapplied farmers world’s oftheliving in no 99% cotton less“With cotton. than Indian farmers whilesymptoms health were growing many who exposedpesticides to in protectivelacked gear while using hazardousthe pesticides. report The indicated serious reportA

Hyderabad based at SilkPvtand Ahimsa Pune. Peace based Ltd., at more insect cultivation land.Cotton consumedcultivated ofworld’s only2.5% the world, despite covering ofinsecticidesin cultivationof16% release that forthe responsible indicated was of cotton cotton, neither chemicalcotton, fe moving to contaminatingsurrounding. the is This where I neededreinvent.” to Mani thus started more fertilizerscrop sotheis sustainable. that dam, ButKabini the fertilizer theto runs off producers of Ahimsa Silk are Andhra Pradesh Handloomare Andhra producers Society Weavers’of Ahimsa Cooperative Silk withoutkilling the of silk worms. word The — “ T Prasad Bidappa h i

n to Karnataka. to Karnataka. crop of cotton every season. After the fertility of the soil is gone, the farmer is farmer is ofthesoil isgone, season. thefertility After every -crop ofcotton the k 18 a 13

effects of using Endosulfan in cashew farming in Kerala, India can be found atbe Indiacan cashew Kerala, in in Endosulfan farming -effectsof using stated that therebeen had 35% a increase in worldwidethe sales oforganic cotton b

ICCFmodel lostits steam, Mani did notwantthe linkages to o 23 Environmental the by the u icides that that icides crop. other any

t Bandipur. This is also an elephant corridor. The farmers have given way for the farmers forthe way The corridor. havegiven elephant an is Bandipur.also This t to keep our keepclothes cheap, is to unacce our have also produced have also h organic farming of cotton in 2004. 2004. in farmingcotton of organic e here and farmersthe aresettled on banksthe ofthe dam where were they t ashion designer/ while, fashion launching choreographer, h The region that I choose was IchooseKabini region was The that o Ethicus u s a n d rtilizers nor s o roducer of organic cotton. The The cotton. organic of roducer

f a r Justice Foundation Justice t 17 i

s reaching would be requiring marketing support. Mani said,Mani “We marketing support. would requiring be

Ahimsa Silk Ahimsa Silk a n pesticides were pesticides s The The I n d i

Organic Trade Association Trade Organic a $4.3 billion in 2009. “Today, only 0.15% of the0.15% “Today, only in 2009. billion $4.3 s h

do not like. So the farmer is forced to grow a grow is to forced farmer not like.the do So a , UK.” were utilized . “ s ─ The Ahimsa . I

f a process through which silk is made made is process whichsilk through a

14 ptable,” said SteveDirector, Trent, t se h Duringproce the 19 used.

e and Pesticide Action Network Pesticide and

images may be may images y . ” a 22

means e

It “

n s all in the forest periphery of of forestperiphery ’sin allthe for cotton cultivation. In India, cultivation. cotton for Organic Cotton Organic Report Market o t r

e non v

i v Ethicus e

16 the developing world, developing the environmentin some ss of manufacturingss of violence. The mainThe -violence. d p disturbing

, stated that 25% ofstatedthat hotographs re similarly expire t h lliterate childrenlliterate e at Mumbai. at

c r a f t ). Farmers w pumping pumping i l

l (UK) d lated i . He He . e 21 the . , 65 20 15 ”

65 LEADERSHIP 66 LEADERSHIP certified agency. Switzerland based,certified Appachi process“SKS called was Appachi’s operations. farm andginning certifiedControl IMO In 2007, Appachi. of textileproduction the for certification (GOTS) Union (formerlybased SKAL) intheNetherlands offe cropping During practice. this period,Mani and Vijayalakshmi farm. In thisfew practice that years,he understood were toying with the idea of what to do,” explains Mani. of whatdo,” ideato were with the toying course the companyabout the paradigm.changed the should “[For] take in two years we company the startedWhile sourcing andstockpiling there wascotton, dilem organic a of crops before your cotton meets certification standards” said Mani. raise tocouplea farmers have time.paying during contract You that market price. kept “We 10 premiumpaid farmersAppachiCotton the of cultivation, a organic Du Krushikara Sangha,” company the associated itself with In 2006, I use. fertilizers in chemical no longer were lesswascotton organic of yield The using pesticidescultivated aabout changein our business. stopped We dealing with regular cotton, which was lifestyle we“We thought neededhealthy fora business. doing ethical bringweto So had 2004 aspects In of farming. engagementThe andtravels withto ICCF farmlands across India

100% organicfirm, and products100% weretheir cotton termed as Appachi Eco revenuesthe Cotton. ofAppachi business.” During that period, business.” During that consciousstop decision to my conventionalbusinesscottonorganic getinto andtotally w growing coconut for themselvesfood must organic the cottontextile to mills. that Manibelieved player every in been prac been conventionalthe into cotton had an replicaofwhatfamily market be exact their as would it (MYRADA)Agency than, normal said ofMani. Balaji, cotton,” brother iscomparable becomes andto,ifnothigher it its cheaperproductivity togrow organiccotton has chemicals it and is toready take care ofitself. untilrevitalize.farmuntil sheds “It’sthe five yearstoit reachesdifficult balance, a the enterpriseorganic cotton. dealing with experiencesMani andVijayalakshmi helped that journey of in their creatingsustainable a did; ginnerthe di never appreciatedwhat appre ginner never thankless The operation. as in 2007. “We were“We wellas in 2007. doingpretty ring this periodof transition/

the retailers never appreciated what retailersthe never

have his own individual identity and respect. identity have hisindividual own He nothave the did desiresell to the ticing. “Mani wouldticing. alwaysquip s andvarious types 26

without utilizing pesticides andchemical and partnered with them inorganicthe certification process. The which was incubated by Mysore the Resettlementand Development , as clashedit with our ideology,” - 05, Mani converted their 25 acre farmvanilla an org to Maniconvertedacre 05, 25 their the organic business of the company only contributed 1 contributed only company the businessorganic the of conversion from a fertilize a conversion from

Mani and Vijayalakshmiand Mani theconverted enterprisea into Eco

than conventional cotton in than conventional cotton the initial

Logic,” and was certified organic by IMOaControl, by -Logic,” andwas organic certified of vegetables

the fabric people appreci never fabric the the fabric people did fabric the

t was expected that the land would the that expected was t that the c the that ―

ciated whatfarmer the did; ciated an organic farmers g farmers organic an about 40 40 about crores ofturnover, was andit a 25

Once that happens,Once that around thefifth year,

red the Global Organic Textile Standards OrganicTextile red theGlobal was disaster”a “total

onventional cotton value chain was a onventionalwascotton valuechain a on farm.their wasThis one ofthe He was not keen in keen was Henot r-driven production explains ; fertilizers. started Thus, they and finally the end the customer finally and received advice

gave Mani input gave Mani roup roup

27 th

% from the prevalent prevalent % from the

Vijayalakshmi. In 2009, the Controlthe In 2009, e textile value chain ated whatmillsated the logic Cotton. -logic named “Savayava named

due to the monothe due to

the mill owners the mill owners

supply

take years as theyears operation

on growing

on various ing

three to three to 24

0% of of 0% all of all of

anic anic This ma ma

66 to to -

exporting.However, the conventionalthe to cotton sellto not the soOne understand adamant did. can hewas why retailer fromabove, the them toPollac is somethingshould proudwhich webe of,and sustain.” selected looms, They 42 brought of 50 in a up dismantledand piled in statethe looms towndistrict where inErode panchayat the Nadu, were of Tamil 2800 yarns, butto duo in thediscoveredChennimalai, Then, cotton wasof theeffort the a in vain. people and places requesting conversion vis Vijayalakshmiyear, a For and Mani Appachithat the cotton to was stocking. similar which was used fine cotton, very thousands ofhandloom weavers andthey for home the be to villages used nearby, where were they operating, andthe Pol Vijayalakshmi. fabrics,”yarnsinto reminisces our servicescovert weavers to ofour local tooccur us we that should utilize the didweavingPollachi. once ofNever it occupation showingaround Pollachi, them the ou been taking them around our visithad foreignus, friends we have months‘tug’ came 6 Whenever later. we realizechosenyou your path.wandered We aimlessly, the our inbut creating value chain, realizesare wandering you that to has its own givesmechanism, it longa you ropework to things outyourself, and when it process, werecognize/realizeto hiddeninfail lay opportunities theNature that our vicinity… it that wepursuing would even it, have realized after weAnd keep practical. be notnecessarily decisions does times emotional that take quick done, weanything at In our episode. pursuitmeabove intheget wasto learning big for a was on an upwardwith morespiral farmers joiningmovemeorganic the wasfabrics six stock situationabout whichwasforMani,whose cotton months, challenging delivered their yarns to weavers fromIndia. North However, timethe takendeliver to the Maheshwarithe sarees from state theofMadhya Pradesh. With the help ofHolkar metwith Sall They neverrecognize evento cared whatfarmer, the ginner, millowner, producer fabric

utilization for them utilization right moment, the very the at knew said, “I She world. organic the in most yarns exclusive count o preferenceTheir absorb.to was in the 30 used finehandling tovery yarns cotton forover centuries.” Mani the creative vision ofVijayalakshmi.the creative -year f 100 f old wood. “It was a really pathetic sight. What is happening to our heritage? Thisour to heritage? is happening What sight. pathetic really wood.-old was“It a ― -120. Vijayalakshmi wereunderstood what they having that was one ofthe

hi, refurbished them, andbroughtinweavers. particularlyhandloom the y Holkar fromy lachi, town the from

— in the handlooms.in the Traditiona

yarn producedfromyarn this c

operators,” mentioned Vijayalakshmi. Initiall Vijayalakshmi. operators,” mentioned godown, and were kept for sale. Some of the looms were made werelooms the of sale. Some kept were for godown, and r villages r villages Women Weave o offfrom your destinedpath gives it tug a andyou makes

ited ited 40 -40 count Manihad producedwhileby acotton the m S o a u k r i c n , Mumbai, who was instrumental in reviving instrumental in was reviving , Mumbai,who e g :

otton was too exclusivewas otton toofor E E t t h h lly Indian handloomlly weavers had i i c c u u s s is not a long term solution.is long not aIn that

p F r a o c d e

u b c o t o s . k concluded

h c o c m e s e s

e p d a y, he thought abouthe thought y, nt in Kabini. “Therent in Kabini.

g 6 e - .

that that 3 L - o 2 foreign buyers o 0 m 1 Ethicus s 1

. u

s e , d or the the or

, they , they i n been

was was 67

67 LEADERSHIP 68 LEADERSHIP ne S “ sectors,” saidMani. other for working in traditionaltheir arepaid more sacrificing knowledge because they the nextgeneration communitymembers The who inthesewere pr engaged popularity. out of moving were andfarming weaving andprofessionslike crafts traditional Two percentof proceeds the fromsale the of and Manialso Vijayalakshmi Gandhi Nation Gandhi Nachiarcollege at Vidyalayam. communityThe collegewas run in association with Indira mentioned starteda communitywantmy weaver thefarmer Mani. arrive,” Mani to and becaus going out,

school and importantpart ofour heritage,” follow to children wanttheir profession,themthe into weif lose but skills, their we lose an met company also usesorganically other Vidyalayam ( Vidyalayam weaver’s a educating chil spinning itsinto and karate curriculum. are building our “We own curriculum ofweaving, hand ofpole Indian art ancient gymnastics. also Vidyalayam Nachiar curriculum, whole is cluster.what That we do in to inclusivethe regulartrying to growth.” In addition as textile designer,a loom.one wholeIf is girl educated sustainthe village, she will the gi school.are We in my is run collegethat through community the my weaver’seducate child designers rather than weavers and they can sustain the future generation,” saiddesigners future Mani. sustain the can generation,” weaversandthey than rather Natural dyes aremoreNatural expensive.” o ving training in apparel design and embroidery and they do andthey andembroidery design apparel ving training in - u - organico r c als,were azo-free, e : http://www.leiweb.it/iodonna/guardo/10gindia ,

ecologia_6.shtml#center and even designing. S designing. and even

community collegealso provide www.nachiarvidyalayam.org al Open University (IGNOU), e there are not enough young weavers anymore. When India is arriving, I is India weavers anymore. When young are notenough e there 31 continuing continuing

“These are hard jobs “Thesehard are 29

d. The children of weavers of children The are d. and metcompliant norms. Vijayalakshmi set up a design and weaving studio.and weaving design set a up , A opines these professions. “In many of the villages, youngsters are youngsters manyvillages, ofthe professions. “In these c c o youngsters from the weaver community can become can community from weaver the o youngsters e 30 s s

e The school alsoThe integrates -certified dyes d instructs Mani.

6 / ), Appachischool arun by Cotton located in 3 /

1 with poor returns. Neither farmers nor weavers poor returns.with nor farmers Neither

32 1 environmental education and values, thereby and values,environmental education thereby - coto coto .

“While India is growing,India “While theis sector heritage

traditional art forms art traditional liketheMallakhamb, Ethicus goods-branded New Delhi. He continued, “I am trying to Vijayalakshmi. hands,” added safe designs in that are copiedor mad one roof, thereisit no that way becan under designhappens development designentire oncomputer.the Since in setup over ready there. haveWe an design somethingwholethe we have addition toaddition natural/ i cloth the that m or curtains, orsalwar kameez were lo loom was product specific market.in the replicated designers their that ― -housethe person who recreate can aterials. Such a process aensuresaterials. Such

the dyes that did not have heavy nothaveheavy did dyes that the ofessions did notshow ofessions interestin did

given free education at Nachiar at education given free oms w that

not have to go back to the to go back to have not until the designuntilthe i dance, drama,music,dance, yoga 28 At Appachi Cotton, each Cotton, Appachi At e asample ensuring of “If a designer wants to wants to designera “If

Ethicus acknowledges that: s notwasted. ove veget are dedicated work

only bed linen,bed only

able dyes,able the assures . will not be be willnot

s released In India, ―

33 there

The The t he 68 to In ,

the “Slow movement,the Food” a strong international demand. Appachi Cotton adopted the “Slow Fiber” movement,akin to Agricultural Sciences, Dharwad Agricultural quoted varieties of traditional like Suvin. more“Indiacotton had 1000than varieties ofcotton,” Eco The that is There affect Btmay apossibility cotton. the food zone of20 kms outsidewildlifethe region where permission is not givenusage forthe of Bt minimuma should buffer We least at have and faunaregion. of the has impactedflora the “Is BtnecessaryareCotton There everywhere? notmany studies assessing h “ the Under hom of their treated,” whilepurchasing cotton; employees; philosophy. th trade above organisationfair“Ipay the adopted The region Going Vijayalakshmi. blood. their trainingWith and exposure make can viablea they living saidout ofit,” are madeattractive enough,next the generation willalso take up weaving. Weaving is in empoweringfuture generations taking the “Cotton Trail taking the“Cotton in approximatelygrow organiccotton t farming. In2011, organic in and yields have improved,” said haveimproved,” and yields Mani, farm oflifehas improved.healthy a quality With indigenous unequivocallysay seeds. that myfarmers “I can arethe real winners. Their

Cotton employsCotton – associated with the creation of communicate theessence ofwhat a Jain sentiments.Ahmisa forthem,”Silk have created We explains who Vijayalakshmi, belongs to who’vesegments silk stopped wearing reasons becauseor ofpeople of religious term usedsilk forthe that is manufacturedwithout killing silkworm. the “ said Mani. hours,” work for fixed moveto homes and out oftheir chance have a garmenti and extends which is Mysore, Kabini, P Mysore, Kabini, Karnataka states ofTamilnadu, life in Bangalorein life and The CottonThe Trail, the rawthe in materialused

40 s organic ensures , which otherwise could have adopted could , whichotherwise community.

Mani. The company had also entered a into companyalso had Mani. The entered mainly exported, as the exported, mainly logic program initiated by Appachi program-logic by encouragedfarmers initiated Cotton the grow to ng unit.employs AppachiCotton explains Ethicus no child labour is involved; labour child no es all day. But, here in a well a But, here day. in all es to the foothills of the to 34

35 people35 exclusively for ollachi Mani. “The weavers traditionally work their looms in the cramped the confines work in looms their weavers “The traditionally Mani.

” brand, brand,

going back 300 going experienceback to years as Indian royalty expressed the in a 12

(explained the promotionthe of sustainable in agriculture theand Kabini Pollachi ,

and the processesand the areenvironment and An Appachicotton also sells products madefrom “AhimsaSilk,” a Ethicus -day journey between Kabini 39 he company has a connection connection a has he company

Ethicus to respectenvironment. the to the 35 and also conductedwor aimalai. This trail was a retro a wastrail aimalai. This extra ,

infra products. The trail products.The to maintainto genea bank for conserving many ofthe and Kerala. Ethicus Anaimalai Tiger ReseTiger Anaimalai 444hectares. -long 36 )

.” products, starting

farmers are paid a premium over markethe premium over arepaidfarmers a who believes

ventilated, clean -ventilated, staple cotton staple connotes another 35

Ethicus the cultivation of genetically of cultivation the The trail covers trail The

environment, there is much less sickness, environment, thereis muchless sickness,

begins at the Kabini ElephantC begins Kabini the at that India’s tradition had been had rooted India’s tradition that The trail covers trail The ― -ch

-40 peop

relationship 38 kshops on this theme for people 25 in handloom and 10 at the at in handloom and10 25 rve. It shares rve. It ain ofelephants,” Mani. cautioned withfarming the cotton of organic

produced by Appachi Cotton hadCotton Appachi by produced “If living and working“If livingand conditions and Pollachi,was started to , -fri with 185 farmerscotton who and environment,bright they -experience, endly. Effluent discharge is discharge Effluent endly. le for its EcoLogic le for its EcoLogic cotton

locations like Bangalore, e minimummy wagesto

with with

those regions closely

its borders with the

the -modified cotton. starting with city There aresome ow Bt ow Cotton University of of University 37

Appachi Appachi orridor orridor t price t price 69 ,

69 LEADERSHIP 70 LEADERSHIP blacklisted for blacklisted their fraudulentclaims. organic The concept of were projects in India some as are genuine, apprehensions Their issues in integrity India. “ o ( tospirituality.introduction palacesthe ofMysore, visitsfarmlandsregions organic to forest andpristine

Ethicus aroused people. mouthThus, the communication interestin assessment This it.’” believe stra you became soon journey clients, ‘Forget toldthe We thecertificates, talk farmer,to the see what heis doing,andthen our clients, who Italians,be happenedwato tour operatorstour and website connections andin forming three years if Cotton Trail Trail Cotton three yearsif USD 2 minimum being six people in a group. One of the tour appeals was, “At the end of The Cotton Cotton the endofThe was, tourappeals “At ofthe One group. people ina sixminimum being A O n Day 11 Day Day10 9 Day 8 Day 7 Day 6 Day Days 3,4, and 5 2 Day 1 Day d

f late, there ha f late, J a u p n t e e

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e been a lot of questions raised by international buyers international of questionsbeen by lot a raised certification about producing Interaction with students Nachiarof Vidyalayam Workshop on weaving techniques and handloom at Visiting Annamalai Tiger Reserve from India; Visit to weaver’s village Continuation of sessions related to thephiloso Workshop Introduction to the philosophical and spiritual teachings from India; Visit to Sathyamangalam forests Interaction with farmers growing organic cotton; Exploring Region Kabini (Jungle, Safari, Boating) evening Travel to Mysore after breakfast; Visit to Mysore Palace; Explore the city inthe Arrival atBangalore; a ,778, depending t on v a i l a can bring in 5 groups per per groups in 5 bring can b

l e

promotionthis of Trail Cotton F t - Introduction to Organic Farming

related promotionalrelated material.The will project break even in i h g t u t p r e : /

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w : with f T w w Pick h . e a

s “ i C - oreign touro a up and Check he number of people taking the trip, with the with the people takingtrip, the number of he o n nted to check [ nted to check t - c t o o n n n T

e r c a year.

t i i l o ” n J s o . -

n perators, conducting in; Day to explore the city u The per person chargesamount per The e r t n

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uctured when trail wordof

and return to Bangalore

/ i C ‘Cotton T n d otton otton Ethicus i a -

c investmentstour in a o t t o T n rail rail was started.rail was Studio, Pollachi - t r a

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taking aw done country? Also,Ireplicate somethingthe ifelsewhere, to Iam and whatIndia is ethnic People from identity. our abr own create have to “We AppachiCotton. sponsored t amenities members He some ofthese also that added marketing,”different perspective said Mani. of T Cotton the using appealing.are We withintwo hours visited the who the traveled partners ladiesexample thefrom of 14 abroad cited people ourown create consumers.We’ll ethical isnot thestory The told. upproductwhere stock our sustainable model organic oftextiles intheworld.” Ethicus B Ethical Consumerismand Market Performance foundersThe of textiles measu that Trail s ─ hence do their bit for the bit their do hence consumerism. wantknowto Customers origins the products ofthe thatthey are andbuying ofethical sense growing a cause.” a is “There buy brand...you a buy more do just than o

Ethicus visitorsharvest werecotton, that askedgrow it to is an int is an platformfinal customer.the to have t We pursued said ManiandVijayalakshmi.people must story possible. “Their told” be as responses. themetby cotton farmer during growingthe of cotton. The company received more than 50 the Image Image h p o com/upload/newsimage/ethicus2.jpg Nandhini Parthib, Principal Parthib, Nandhini Correspondent, o p t h u o Mumbai launch ,

l r d c our guests wouldshortestthe have traveled footprintrecordedarea for highfashion t Source: u o

b who’ve traveled as partCotton ofthe who’ve traveled Trail n n i handkerchief. Through handkerchief. initiative, this Accessed on6 Accessed egral partof s a combinationsa of e i t ‘ethical ay jobs fromregion. Soweay that havetocreate t e , i

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The website website The http://www.indiaretailing. Ethicus r s e p , w s o p r h o a ’ Ethicus : i n r c - business practices at Appachi Cotton, we felt the need to extend the needextend to the we AppachiCotton, practices at the felt business y “ 3 s h

y about 300kilometers about only a res

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hat improvedhat infrastructural the conditions of school therun by

of a h ’ had o room and environmentcan,” smallthey in whatever way states Mani. n a ‘ r Ethics d Ethicus g t “ t a

Ethics h been a n , i w i s gave a cotton saplingvisitorsitsthe exhibition. The cotton all to gave a to c d a , ’

r syst wouldthat amplify his belief style making a opportunityestablish toby it, an is lookingfor he this faceless world.May be also in longing for an Identity finalcustomerthe be may is weavers, we alsothat felt involving farmers, the us and our own Identity create and t u e 45 ” h telling “The Cotton Trail: the Eco the Trail: Cotton “The telling o

. e ; and

conducted a conducted h quotes: “When you take home take an you quotes:“When S

rail as a window of opportunity. We completelyhave a We window as ofopportunity. rail a they feelthey toaffiliated product, the and the design em. So ifwe earnestly b a ‘Us t y r s a l “ d e n Us o help them joinandshare our ’

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nd would have witnessed the only such witnessedonly the nd would have

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n something isindigenous.” that k they’ve seen y e Ethicus

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f on6 Accessed .com/ http://eddicompany Source: Image said Vijayalakshmi a c o c Logic Story” to as -Logic to Story” t u

B the whole The chain.” n t r h t C oad ask oad us, a , to ,

Ethicus

a n otto of two lakh rupees of two lakh c t d ‘ethics i

r L f c be gifted withan gifted be a -

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rail and thenrail s

o product, you product, you “We will not “We will not ,’ o t n

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n c “ t c a h . During What is is What 46 e

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71 LEADERSHIP 72 LEADERSHIP open to the idea of spending a little more to make a responsible choice,” moresaidmakeMani. responsiblespendinglittle to of a a choice,” openidea the to offirstthe year its operations, lakhsin such exhibition responsewith lakhs sales (typically,exhibitions INR sales10 above charting in averagedfive Bangalore, Pune, Hyderabad, Mumbai, New Goa, Delhi The products under the productsThe under the Taylor Designer,Textile faceless.” and Shuchi, Hansdak the wea a product in my opinion product. particular that was It value great addition weave to he took and how and details weaver long of the picture the products had their that tags the on charmed by recognition and make itpoint a to include them inmarketingthe of their fina toeffort their weaverssaid, givefarmers by the Pankaja “I wasdue and their floored and subsequently, Pollachi wrote learned Assistant Editor, Srinivasan (Pankaja), Pankaja concept. appreciative ofthe much Stakeholders were Each t to commitment shows one’s onewearing responsibly. cotton, is organic produced product that “By forthat felt city a meets meets mantra,then the theirabout

building launch of the building expenses to related However,company as the shirts, tops, while sh name thetime taken of theweavertoproducework and was also inthetag. mentioned knewnobody who he was in value the chai this, Hetied hetears (the hadinformanyweaver) hishas years,and eyes. been doing this which is most inthecurrenttimes.” demanding also empowers of craft diminishing the organisations an organisation workingcauses.for well as as textiles with traditional work dealing with clusters her experience of Fashion Technology N (NIFT), Coimbatore, Kochi, Ch Kochi, Coimbatore, table Chelna Desai, a Mumbai Chelna Desai,a example goes boundaries; design beyond it’sof how notjust motifsabout ordyes,” said

Ethicus linens , choose to do her four

Us e was a textile design studenttextile a the was e ver who otherwise would havegone unrecognised about the organic endeavor of Appachi Cotton. She visited the She visited the Cotton. endeavorof Appachi organic the about …” , curtains, cushions,

products.inAn article scarves, duppattas,

product has which workswithtraditional the handlooms that

, Ethicus he environment,” mentioned Mani. -dweller, onesimplest ofthe wayshelp to environment the was choose to a Shuchi noted: Shuchi The Hindu Ethicus ennai s

nd a great incentive and boost to boost and incentive great nd a products arealso featuredin Ethicus -basedfashion designer. for other brands).for other

a tag a tag brand should wardrobe.brand wellpartyour of a be here For

, metVijayalakshmi and Maniat one incurredsignificant expenses duebrandto year ininitial the , -monthinternship with and Hyderabad, and Hyderabad, Ethicus

bearing a stamp a bearing and yoga mats and yoga “I have always wanted to always wantedto “I have

ew Delhi. knitted T brand nam brand

a covera story in the The Hindu Ethicus

generated handwovensas as well

-shirts, National Institute Institute National

n,” said Mani. n,” said Ethicus Commenting on on Commenting The first exhibition itself netted INR 17 lakhs. In INR 17 firstexhibition itself netted The

is one ofthose e include s include e

asserted: primarily

. Ethicus sized photograph of the weaver. “ photograph the -sizedof

revenue lakhs. ofINR 60 customer “The is infant clothing andinfant clothing accessories 48 , the brand is yet to yet is brand , the 47

Ethicus Reid & Reid &

The media has given positive reviews positivemediahas The given reviews to the ,

through exhibitions. “Thisis living a ventured into markets like Mumbai, marketsMumbai, like venturedinto Hindu MetroPlus “ aris, stoles, skirts, jackets, kurtas, jackets, skirts, stoles, aris, and Kolkatta. and Kolkatta. If clothing withIf clothing is conscience your

In addition tophotograph,the the fashion boutiquesinChennai,

supports the cause of green, cause the supports of green, p h E I o

t of theof fashion showsand t h haveIt for. fascination a o u i g s c r e u a d s p

t h t Ethicus o a achieve Ethicus

c a g n

d e d weekend edition. i a s

t p t h e l l product. Iwas e a t

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evoked good evoked good n e m workshop a surplus. It surplus.a It g p o

w r u , o n e When we we When d bed t a u o , v c e f t Ethics

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a 50

Vijayalakshmi felt Vijayalakshmi that losses of The currentprice for The Viable IdeaMakingthe Nagarajan, RegionalPrabha Director Hisamwho Silkworm Usman,runs Bouti said Vijayalakshmi. nurturedbrand,” a into it somethingtapinsteadSo, tointo.offocusing we that on need exporthe handloomwho that is we areinterestedour And strongcountry’s in us. ourselves point, felt foundersThe havenurturedideatheir a into brand.have “We number a of Italian designers was profitsthe subsidized fromthat AppachiCotton launch of the product that looks just like a conventional textile product,” said Mani. textile product,” said like conventional looksa product that just

Director, Director, product. Ithe bought four or fiveof all typesthe Sanjeev had.” they Manglani,Managing – friendly was a value addition. They wanted wasthe friendly They value a addition. customers buy to an international non an international fab designs of the andfeel appreciate theproduct andthey the about curiousstore.” He customersare said that storeabout for women,everything said that collections, better blousesbetter collections, were askingmore for designs, colours author, “I liked the weaves and the colors“I weavesandtheo author, likedthe (Aiyyar), oneearliest ofthe customers fashion. Aiyyar of Tripti company the guilt. wanted While promoteto organic products, was it also focused on quality weremovementthe organic of the opinionwill that not sustain satisfied customers Cotton in the country is in thecountry Cotton almost extinct.” seeds. (Governme GOI The (thegovernment) they should aspire for,andinclude in policy. Organic does not permit BT She continued:“ manyinspire more.” should marketin that India and home textiles, ManiandViji visible value chain the to branding stakeholders…By all benefit that that Collage Electric Bombay newly in a small number. Similarsentiments were byechoed other ret of N Chairman, ofVenu Srinivasan, Lakshmi(daughter Venu manufacturing help from stores basedin not usually seen in cotton. In addition to the fabric, I also liked the people associated with people associated Ialso likedthe fabric, the to In addition in seen cotton. not usually . R Ethicus -launched Narayana Murthy, Chairman. Narayana E

(based in Ethicus Kalpana

is a good bu good is a

, Appachi Cotton Cotton , Appachi a Ethicus Ethicus

, Chennai and nd Chennai) a N -profit organisationsupport that – an Melange Melange ew Delhi not driven by a feeling a not driven by Mani ofguilt orconcern. andVijayalakshmi Ethicus cotton sariEthicus cotton products alongside established included designerThis products labels. alongside , , andmore favorable nt of India) has promoted BT Cotton in such a big way that non that BT in way suchBT Cotton big a promoted nt ofIndia) has Ethicus ric. His ric. storealso for witnessed repeatcustomers , and by producing innovativeand by andbeautiful handloom garments sinessmodel d and

(based in -basedfocusingoutlet on the sari saidretail, that customers should synonym a be forexemplary qual considered Elahi broke evenbroke

Chinnaswamyhave created something domesticfor the for creatingsari a during high the –

meritus, Infosys Technologies organic cotton grown sustainably, by making the links makinglinks the by grown sustainably, cotton organic

(based in India,Textile Exchange (formerly

que, a que, and textures in Mumbai), Mumbai), range emonstrating “howemonstrating long ffered by by ffered a synonym forquality saris, designtook and in2010. 51 Ethicus

pricing. Chennai “The customer wouldn’t pay a premium on a premium a on a customer“The pay wouldn’t

s Hyderabad). Nalli Silks, Nalli Hyderabad). a from Rudraaksh Rudraaksh

s . They seemed very Banarasi seemed very Ethicus. They is positive. in my whyIhaveit is “That’s

-based the growthcotton the of organic between INR 3500 between INR3500 TVS Motors TVS Ethicus , (based in stand-alone designer . He also asked forthematic if it was on fear and built was it if , said to the case, saidthe to Ethicus ailers who displayed the ). ) Ethicus term partnerships -term can

and Ethicus Ethicus

, Pune), -profilemarriage of

Organic Exchange Rohan (son Murthy ity, andity, being eco

to chain ofapparelchain represents what . 7000 and 7000 Ethicus Absorbing the Absorbing 52

t market,t we Amethist and prod

Mani and Mani and ucts as ucts as , apparel , albeit , albeit stated for , 73 53

), ), -

73 LEADERSHIP 74 LEADERSHIP at Perundurai.at performed spinnincertified other family were donein products.”branded More who has experience in fashion to and retail, help us outwithpricing the aspects of consultant,a hired endeavor. have also We ofthe aspects business the with is us helping resultstangible beenhad focusing on ensuringvision their that full a to converted done),currently will be weaver’sweavingthe all village,where willbe done, looms ofthoseeach 42 manufacturedsix adoptamonth.like a to saris “Then,Iwould loomsgiven a at point22 wereoftime. utilized doomed. There was a message, ‘ doomed.was There a Mani remembered, “Once my entire stock of cotton, Values and Beliefs theof Founders looms42 of the a interest pickingsaidis Mani.Out up,”gradually process andcustomer slowBrandmake yearstosustainable. building is 5 thisa venture “Ethicus is statestill a at We of incubation. are investingfuture. forthewill It take another 3 India. in designer known fashion a (Mishra), said Rahul Mishra hurdles. the clear easily can get into can else They markets nobody that would know about,” time.right the They are not big markets. However, weaknessesall arewindows ofopportunities. They rightare the place, at “ for the silka sari, is like starting a religion. I religion. startinga is like Cotton

that you will be guaranteed a good future. They ha They goodfuture. a will you guaranteed be that Ha ofopportunities. arewindows themselves. Troubles needbelieve in to products the of that can becomplex,can theproduct needs but simple.” tobe simplistic product. Still, ifthe product. Still, “I understand that the that fact everything is and soorganic adds to the of cost finalthe intro 2500. sari starta range planned in customers.”has now to AppachiCotton high the by bought be only can products momentthe At the morebe widespread. maypeople,the section of products online. almost f 2000 receiveand to customer feedback Ethicus duce Ethicus Ethicus m

ust continue to focus on their ideology. focus onideology. their ustcontinue to

is at their nascent stage. So they may be having difficulty in understanding having be difficulty may stage. they So nascent their at is more colours andtextures. similarwho A Pankaja, sentiment said,by was echoed a INR 8,000 to 8,000 INR by Premier Fine Fabrics Ltd, a Premier Ltd, Fine Fabrics by unit of Premier Mills,GOTS aunit based Certified

way as way possible. is that Simplicity Processvisible productandlifestyle. in their -ownedbusinesses. done was by Spinning -house functionslike spinning while processing and were don

ans through developed a product i : “You rideon cannot a dre g unit owned by Lakshmanan, cousin of Mani. Wet processing Wet was Mani. cousin of ownedLakshmanan, by unit g Ethicus Ethicus

s 19,000. Saris also exhibited19,000. highest the turnover. market target The integration was brought into the company. Ginning and garmenting and thecompany. Ginning into brought integration was t takest time. Soon,there will followers.be foundersThe of for the be be the awarenessand the desire such to support causes

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were products alongwerewithstory their accessible , and they arenotstarting fashion apparel way. in big So they

late 20s to 40s age category. Customers like Aiyyar Customers like Aiyyar age category. 40s to 20s late .In less

Stop! somewhat steeply priced steeply somewhat

. page to communicatepage Ethicus

This is not for you. Turn back and go elsewhere.’ and go elsewhere.’ Turn back notfor you. is This fledged design studio,” added Mani. Vijayalakshmi studio,” Mani.Vijayalakshmi -fledged added design

am. planningbrotherProduction is necessary.My than two years, the company has withconnected

is alsoexploring

He added, “In my opinion, startingbr my opinion, a He “In added, Mani’s idea was to run businessa where run Mani’s to was idea

would be worth 60 lakhs worth 60

ve to stress on their ideology ideology their stressve to on and thisspaceand (where weaving is Pollachi its organisaional its organisaional

and

Mishra believes manifested into visible and visible and into manifested the -based Tex,GOTS a Ace that that t ,

the was up in flames. Iwas possibility Ethicus the company Ethicus ving troubles mean ving troubles e withhelp the of

starting at INR starting INR at developments

that Appachi that of selling

studio, only to a la to Ethicus Ethicus believe should should would in as in as end -end rger and and its its 74 -

seven days days seven an alignsethos, M that with such an enterprise create orsoul.” In order to level the of body anyone at actions should not hurt our used profession. that say He continued, “Vethathiri to by Maharishiwasweaver, a also suppo and stillexpertise gettingthe language, their in no a to explain myjourney about consideredthemselves to abe “tool”in handsthe higher ofa power. “How else you can Endnotes 11 10 9 8 7 6 5 4 3 2 1 ______Maharishi considered Mani andVijayalakshmi Vethathiri guidance frequency, fine-tunethat message the can to sure.” is subtle, very very but He that believed things we that Afterbuy. stocking the for acotton I year, half sold at it, price. the are veryThere subtle overnight. billionaire The markets tanked. The mills refusedbuy. to friendsMy refused to entirecotto the bought Pradesh and However, insurance ‘Ok, Iwent I’ll havebetter I pursued. Madhyanextto I said, time!’ Then would certainly would certainly rai be Ifyes, it sustainable? this partners,“Will enterprisefinancially the thought:be to bye he sustainable,” financially this business notbeing andcontinue thattrend broke

plate, do you realize the efforts of so many people that people that so many efforts of realizeplate,you do the frequency. run.” mentioned Vijayalakshmi. Tirupp and should not benefit harming others.by He citedexample the of the industryin dyeing a businessneed ecosystem impossible. andmadefarming thereby killing rive the river Noyyal, untreated discharged effluentsthat the into been had factories closed. happened This ordered court a after the closure units ofdyeing http://articles.economictimes.indiatimes.com/2011 http://businessstandard.com/india/news/domestic http://articles.economictimes.indiatimes.com/2011 http://www.cotton.org/econ/cropinfo/cropdata/rankings.cfm Textile World Presentation at http://www2.goldmansachs.com/ideas/brics/brics http://www2.goldmansachs.com/ideas/brics/brics In 1959, Jawaharlal Nehru, the then Indian Prime Minister, gave permission f gave permission Minister, Prime Indian then the Jawaharlal Nehru, 1959, In

CMAI, based at Mumbai, is an association representing more than 20,000 companies from the Indi the from companies 20,000 than more representing association an is Mumbai, at based CMAI, http://texmin.nic.in/sector/note_cotton.pdf http://www.isaaa.org/resources/publications/briefs/41/executivesummary/default.asp

ur region ofTamilnadu ur region various regions across India. regions across various 31, 2011 - technology 2011 on June7, clothing apparel industry. would drive

______

- bn

week. need to keep a track of. These are messages from above. It is all in us. If we we us.are messagesisIf It in all above. keep of. These from track a to need .

- upgradation industry s

to be socially be to . “

Vethathiri Maharishi Vethathiri singon bar the howbusiness, a business decisions . Accessed on June 2011. 7, Conference Ethicus - fund ______

d that had suffered majorthat los

- to move forward. “At nopoint “At tomove forward. scheme/2 -conscious,should evolve keeping

was a steep learning curve for the duo. duo. the learningsteep curve for a was

May 6, 2011 ani and Vijayalakshmi work ani andVijayalakshmi man’s land in Madhya Pradesh, without me having in Madhya -man’s land n stock ,. Accessed on May 31, 2011 .

Accessedon June2011 20, 55

as long as could individual the long as says, fromhandful a of rice eat your ‘When you

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Pankaja Srinivasan. http://www.downtoearth.org.in/content/tirupur organic growt Seeking Sriram Srinivasan. 2010. July 19, designs. Ethical Parthib. Nandhini design. on to Cottoning Parthib. Nandhini http://www.ethicus.in please access invitation, of the Forcopya http://indiatoday.intoday.in/site/story/ethical Priyadershini S. Couture with a conscience. a with Couture S. Priyadershini S In early 2011, the Madras High Court ordered to shut down 752 dyeing and bleaching units in Tirupur for for inTirupur units bleaching and dyeing down752 shut to ordered HighCourt Madras the early 2011, In founder the was and world aroundthe yogacentres over founded 300 had Maharishi Vethathiri Benares Meera S. Organic is the MeeraOrganic is S. halini Umachandran, Swati Anand. Swati Umachandran, halini World Community Service Center. Service WorldCommunity http://www.hindu.com/mp/2010/01/23/stories/2010012353510600.htm http://lifestyle.in.msn.com/gallery.aspx?cp 2011, from2011, http://mumbaiboss.com/2011/05/24/saris http://www.indiaretailing.com/news.aspx?topic= Indiaretailing.com. Retrieved June 22, from 2011, india/ November 28, 2010 Accessed on November 28, 2010 indiati style/fashion/article564536.ece 28, 2010 November 28, 2010 28, 2010 http://www.hindu.com/rp/2010/06/20/stories/2010062050020100.htm http://indiatoday.intoday.in/site/Story/104358/SUPPLEMENTS/ethical http://business.outlookindia.com/article.aspx?101363 http://indiatoday.intoday.in/site/Story/104358/SUPPLEMENTS/ ethical http://indiatoday.intoday.in/site/Story/104358/SUPPLEMENTS/ failing to conform to zero discharge of effluents and releasing toxic effluents into the Noyyal Noyyal the into effluents toxic releasing and of effluents discharge zero to conform to failing http://indiatoday.intoday.in/site/story/ethical http://sites.google.com/site/appachiorganiccotton/appachicottoncompany2 Rights ,

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79 LEADERSHIP Journal of Values-Based Leadership, Valparaiso University College of Business Administration Valparaiso, Indiana 46383