Hi! After a long 15-hour flight from Newark to Delhi, I finally landed in India. We immediately slept after a long day of travel, and woke up bright and early for breakfast and to endure our 8-hour drive to the Hanifl Centre in Mussoorie. During our drive, we were able to see different parts of Northern India, which was exciting, eye-opening, and culturally rich. I’m still extremely jet-lagged and accidentally slept for 12 hours once I got here despite a nap on the bus and 10 hours of sleep on the plane, so I’m still adjusting to the drastic time change.
Navigating the cultural landscape of India can present unique challenges for me since I am accustomed to Western norms, particularly when it comes to leadership and gender roles. The cultural norms in India, especially regarding women’s visibility and roles in public and professional spheres, may significantly impact one’s learning experience about leadership.
In many parts of India, traditional roles are more pronounced, and men predominantly occupy leadership positions. This visibility can be observed directly in daily activities. After driving through the country to Mussoorie, I noticed men are usually seen managing stores and driving cars and scooters. For a woman from the United States, where gender roles in leadership are progressively evolving towards equality, this could be a challenging adjustment. In the Indian context, women often dress conservatively, with the sari being a common traditional outfit. For a Western woman, the decision to adhere to local dress codes can be hard to figure out how to balance respect for cultural norms without feeling like one is losing one’s identity or appropriating their culture.
These norms may initially seem to limit opportunities for women to express leadership qualities or assume authoritative roles publicly. However, it’s important for me to remember that India is also a land of enormous diversity and complexity. More populated and urban areas are gradually transforming, with more women taking up significant roles in various sectors, including politics, education, and business. This shifting landscape can offer a broader perspective on leadership roles available to women, although it may still come with its own set of challenges due to deep-rooted societal norms.
Whether leaders are born or made is a large question in the study of leadership. Based on what I know about leadership, I lean towards the belief that leaders are made. Leadership is a skill that can be developed through experience, education, and personal development. The environment, upbringing, and personal experiences are crucial in shaping a leader. While some people may exhibit natural tendencies towards leadership, the abilities to manage teams, inspire others, and make strategic decisions are honed over time and through varied experiences. This perspective is crucial in an environment like India, where traditional norms might dictate certain inherent leadership traits based on gender or social status, but the reality of modern leadership requires learned skills and adaptability.
Adaptability is one of the most challenging aspects of being a good leader. The ability to work with diverse teams, with each member possibly coming from a different cultural, social, or professional background, is vital. Leaders must also be able to navigate unpredictable situations, which we will definietley be encountering during our time in the Himalayas. The need for leaders to be flexible yet decisive, empathetic yet objective, creates a complex balance that is difficult to maintain consistently. The challenge lies in adapting and applying these lessons in varying contexts, which offers a unique opportunity to expand my understanding of global leadership.
