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Swami Vivekananda's Leader-Management Model in The PRAVRAJIKA BRAHMAPRANA Swami Vivekananda’s Leader-Management Model in the Ramakrishna Math and the Ramakrishna Mission PRAVRAJIKA BRAHMAPRANA ho would have thought that application—beyond caste, creed, and Swami Vivekananda, recognized country in its service to the underprivileged. Win the Ramakrishna-Vedanta Furthermore, Vivekananda’s unitive tradition as a knower of Brahman and World experience, which unveiled his vision to Teacher, would be considered as a model in perceive the one Self in all, awoke within today’s world of leader-management? him a compassion for humankind which However, if we stop to consider what surpasses normal human empathy. In 1893, nirvikalpa samàdhi is—a unitive experience before leaving India for the Chicago that transcends body, mind and ego, coming Parliament of World Religions, back from which the knower experiences Vivekananda disclosed to his brother monk, one’s true Self (the âtman) as one with Swami Turiyananda, who preferred Brahman and the world as a manifestation of contemplative life to public service: Brahman—then we may begin to “‘Haribhai, I am still unable to understand comprehend how universal Vivekananda’s anything of your so-called religion.” Then vision was. It transformed the Swami’s outer with an expression of deep sorrow on his perception and became the transcendental countenance and intense emotion shaking field of his consciousness from which all his his body, he placed his hand on his heart and thoughts and actions rose and fell—a added, “But my heart has expanded very consciousness, universal in application to much, and I have learnt to feel. Believe me, I any sphere of life he chose to apply it, feel intensely indeed.” His voice was choked including the field of leader-management. with feeling; he could say no more. In fact, as this paper will attempt to Swami Turiyananda was also overcome. demonstrate, Vivekananda’s non-dual “Are not these”, I thought, “the very words experience also empowered him to and feelings of Buddha?” . I could clearly assimilate it in a solid master plan of a perceive that the sufferings of humanity reform Math and Mission in India.1 Today were pulsating in the heart of Swamiji: his this twin organizations stand, universal in heart was a huge cauldron in which the their principles (within its monastic sufferings of mankind were being made into community it honours a diversity of Chosen a healing balm.’2 Ideals and incorporates a breadth of four Vivekananda brought this love to bear yogas as prospective spiritual disciplines), on his leadership decisions and managerial democratic in structure, and far-reaching in interactions which galvanized his initially 16 Bulletin of the Ramakrishna Mission Institute of Culture August 2017 SWAMI VIVEKANANDA’S LEADER-MANAGEMENT MODEL IN THE RAMAKRISHNA MATH AND THE RAMAKRISHNA MISSION small band into an army of dedicated all the more remarkable. The Smithsonian workers. The Swami often stated that he Institute acknowledged in its 1976 National needed just ten of twelve smart young men Portrait Gallery: ‘At [the 1893 Chicago who were ready to renounce everything for World Parliament of Religions], the Swami the welfare of others and could sacrifice charmed audiences with his magical oratory, their lives by applying his ideals for their and left an indelible mark on America’s own spiritual welfare and for that of their spiritual development.’ By the time the country. Then fired with burning faith, he ‘Cyclonic Hindoo Swami’ returned to India would be able to ‘turn the whole current of after three years of post-Parliament classes thought and aspiration of his country into a and lecture tours, having initiated at least new channel.’3 several thousand aspirants in a meditation How could such a dream materialize? mantra practice,8 his homeland greeted him Vivekananda was an innovative leader- as a national hero who had vindicated India manager. In 1897, when the Ramakrishna to the world.9 Mission was still a fledgling organization, he Furthermore, with the remaining seven instructed his disciple Swami years of his short life, the Swami went on to Shuddhananda: ‘[H]old a meeting to marshal into existence the advent of the consider, “how we can reap the best Ramakrishna Math and Mission, a permanent results out of the small means at revitalized monastic Order and spiritually- our disposal.” Let all have notice a few days inspired service-centred Mission that lifted before and let each suggest something and traditional Indian monasticism out of discuss all the suggestions, criticizing them; hermitages, caves, and cloistered Maths and and then send me a report.’4 Here into Maths often connected with Vivekananda’s leadership morphed into sevashramas, where monks served in management skills that optimized the small schools, hospitals, and orphanages for the team’s time, manpower, and creativity by underprivileged, or were temporarily posted (1) suggesting ideas, (2) critically to disaster-plagued areas of India. This evaluating and selecting the best plans, and revolutionary model of monasticism broke then (3) discerning their strategic fit into the the mould of what it meant to be a Vedanta mission. Brainstorming, popularized as a monk in a traditional Order of sannyasins. management tool in the 1940s by advertising Instead, along with traditional scriptural executive Alex Osborn, creates team study and devotions, Vivekananda synergy that Vivekananda could foresee as a introduced a practical Vedanta called sevà useful method to stimulate innovative ideas.5 yoga, work performed as worship of the one Historian Asim Chaudhuri stated: Self in all. In doing so, the Swami harnessed ‘Leaders do the right thing, and managers do the non-dual goal of jnàna yoga things right.’6 Vivekananda did both. At a (knowledge) to the methodology of karma time when Hindus were imitating their yoga (selfless action) in order to set jnàna conqueror, the British Raj, by adopting yoga in action through service to the ‘living scientific atheism and succumbing to god,’ the poor and underprivileged of India. missionary evangelism,7 while most Vivekananda foresaw that this path would Westerners viewed Hinduism as an not only bring joy to the giver but elevate the idolatrous, mind-boggling religion, receiver, not only physically and Vivekananda’s mark in India and the West is intellectually, but also spiritually—and Bulletin of the Ramakrishna Mission Institute of Culture August 2017 17 PRAVRAJIKA BRAHMAPRANA thereby serve the nation. Vivekananda’s Growth’ further clarifies Vivekananda’s revolutionary methodology of Advaita leader-managerial success: ‘If you develop Vedanta in action achieved recognized yourself, you can experience personal spiritual and material results. success. If you develop a team, your At the turn of the 20th century, with organization can experience growth. If you Swami Vivekananda’s blessings, develop leaders, your organization can Kalyanananda and Nishchayananda, worked achieve explosive growth.’14 Vivekananda tirelessly to establish a dispensary for had the foresight to develop a leadership sadhus, the poor, and untouchables in within the twin Ramakrishna organizations Kankhal, at the foothills of the Himalayas. that would safeguard their future. On 30 At first, orthodox sannyasins of the January, 1901, the Swami executed a Trust Shankara Order shunned both swamis as Deed, vesting all the Belur Math properties ‘scavenger monks’ for defiling themselves in a Board of Trustees consisting of his by not only breaking caste, but touching eleven brother-disciples, excluding himself excreta. However, Swami Dhanaraj Giri, the and his own disciples in order to prevent any esteemed Abbot of the Kailash Math of the future legal complications. Swami Shankara Order, observed their selflessness Gambhirananda’s History of the and, in 1903, encouraged two wealthy Ramakrishna Math and Mission, further businessmen to help finance the construction elaborates: ‘In the Trust Deed there was of a Sevashrama for the swamis’ medical provision for the election of a President by relief work. Around the same time the Abbot the Trustees from amongst themselves, to also invited both the swamis as his honoured hold office for two years only.’15 Afterwards, guests to a traditional congregational feast of Swami Vivekananda resigned as President the Shankara Order.10 By receiving such of the Order in favour of Swami support and recognition, the Ramakrishna Brahmananda, ‘thus divesting himself of all Order and Vivekananda’s reform authority.’ monasticism became officially accepted by In his book Vivekananda—a Born the traditional Shankara Dashanàmi Leader, Asim Chaudhuri further expands sannyasins. how the Swami energized and ensured the Jack Welch, ex-CEO of General organization’s future leadership by utilizing Electric, defined a leader as someone with its youth and rotating leadership: (1) a clear vision for organization, (2) the He [Vivekananda] held that unless they ability to communicate that vision, and were given freedom of decision in their (3) the ability to manifest it into reality. sphere, with responsibilities to shoulder, This was Vivekananda.11 Records show that they would never learn to stand on their own the Ramakrishna Math and Mission feet and work wholeheartedly for the cause. continued their vigorous growth from the They formed themselves into a body and time of their inception12 until today,13 well elected a superintendent from among over a century after the Swami’s passing— themselves every month. The organization had apparently
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