Gandhi, a CEO? Can this saint-like figure from the pre-independence era with his message of nonviolence and loving the enemy inspire new age business leaders?! Well, this is how I reacted when I first saw the book at a bookstore. The answer, surprisingly, is yes.

Authored by Alan Axellrod, this inspirational book looks at Gandhi, born in 1869, in a modern light, focusing on his leadership style that can serve as a guide to aspiring as well as existing CEOs. It tries to corelate Gandhi's thoughts and actions to a modern day complex business environment and identifes truth, non-violence, the philosophy of do or die and sacrifce as critical traits that a CEO should focus upon.

But aren't the complexities of today's businesses vastly different from those of the times that Gandhi lived in? Not so. According to the author, the variety of circumstances in which Gandhi fought make his canvas of struggles bear much similarity to the multinational business environment of the twenty-first century.

In order to tackle the growing uncertainties and complexities of today's business, Axellrod takes a deep look into Gandhi's philosophies by breaking down his leadership strategies into 14 key facets and 100 lessons, each illustrated with quotes from Gandhi and representative situations from his life.

It analyses the importance of a stress-free ‘human value oriented’ work culture rather than a nerve-wracking and unorganised target specific enterprise civilisation. It says that a leader, like Gandhi, must act with the well-being of every stake holder in his mind. Seeking to effect change, Gandhi stressed on ways to change outcomes rather than ways to change people. The author identifies this approach as an example for anybody whose job is to lead an organisation through change.

One of the most interesting topics the author discusses in this book is the essence of truth in today’s value-driven economy. Going by Gandhian values, he suggests that a great CEO needs to be transparent in his approach in order to guide and inspire people in an effective way. He has justified its relevance by citing examples from the sudden collapse in 2008 of many major banks and venerable security firms, which, for decades, were evading the truth.

The author, however, fails to expound on the complications that a transparent business model may lead to during recessionary times.

With all due credit to Gandhi, however, one must not forget that aspiring for a full-fedged, utopian model within the present day business model may result in some very unintended consequences.

The book is recommended for second generation entrepreneurs and business leaders who are trying to make their presence felt in any industry. Written in a simple and lucid style, it aims to be of value to young CEOs who are aspiring to become people leaders.

About The Reviewer

Jatinder Singh is working as senior correspondent with IT Next, a magazine for aspiring CIOs.