Savitribai Phule defied 19th-century societal norms to open India’s first school for girls. At a time when educating women was deemed ‘unnatural’, she didn’t just teach — she trained women from oppressed communities to lead, thereby turning classrooms into revolutions. Her work for widows and Dalits wasn’t charity; it was visionary, delivered through radical empathy.

On the other hand, Rani Gaidinliu was the Naga spiritual leader who united clans against British rule through guerrilla warfare. Her leadership wasn’t just strategic — it was deeply communal, rooted in the trust of her people. Despite being pioneers themselves, the erasure of their leadership stories from mainstream narratives is a systemic reflection of how society equates leadership with masculinity.

Why Feminine Leadership Remains Invisible

Strong leadership is sometimes confused by society with qualities that are typically associated with men and masculine traits, such as independence, strength, and decisiveness. At the same time, traits like empathy, teamwork, and justice are sometimes written off as excessively sentimental and feminine. However, if we examine India’s rich history, we will discover that community development and compassion have been equally effective in advancing people. These antiquated beliefs only became more pronounced after independence as business culture and male-dominated politics developed. The fact that only 8% of Indian CEOs and 14% of corporate board members are women reflects the widespread, unconscious belief that women are not suited for leadership roles.

Feminine Leadership: What Is It?

Feminine leadership isn’t about rejecting traditional traits like authority or decisiveness. It’s about harmonising them with empathy, collaboration, and long-term thinking. At its core, feminine leadership is that which:

• Pays close attention: Genuinely comprehends the needs of the community and team.
• Works together to solve problems: Decides by discussion as opposed to directives from above.
• Does not leave anyone behind: Ensures that every voice is heard and valued.
• Is based on long-term thinking: Strikes a balance between the need for advancement and concern for people and the environment.

Instead of adhering to the outdated notion that a leader needs to be harsh and independent, this new strategy emphasises developing trust, encouraging creativity, and bringing about change from within. Research even indicates that women-led teams are 25% more likely to be innovative and profitable.

Women Leaders Changing the Game

Here are some examples of extraordinary women leaders who have dismantled the outdated stereotypes and crafted a bold new blueprint for leadership in modern India:

Ela Bhatt:

Ela is a committed social worker and lawyer who has devoted her life to advocating for the rights of independent women. She united millions of women by establishing SEWA, demonstrating the power of collaborative, trust-based leadership in empowering communities.

Kamala Bhasin:

Kamala Bhasin, feminist icon and poet, revolutionised gender justice with her rallying cry, ‘Aurat ka naara – azadi/Bachchon ka naara – azadi/Hum leke rahenge – azadi/Hai pyara naara – azadi’ (Women’s slogan – azadi, children’s slogan – azadi, what a lovely slogan – azadi). Founder of Jagori, she ignited grassroots feminism across India, bridging rural and urban struggles, while co-founding Sangat, a South Asian network uniting activists. Under her leadership, she united voices to spark transformative change in the fields of gender, justice and communities.

Kiran Mazumdar-Shaw:

Kiran is a remarkable visionary who has revolutionised leadership by fusing compassion and creativity. Her ‘compassionate capitalism’ has earned her recognition for promoting accessible healthcare and opening doors for women in business. Her research on inexpensive insulin is a shining example of how social good can be achieved through scientific achievement.

Rajkumari Amrit Kaur:

Rajkumari Amrit Kaur pioneered public health as India’s first health minister. She played a key role in creating an organisation like AIIMS and changing healthcare policy by promoting inclusive decision-making and proving the value of community involvement and engagement in healthcare.

Dr. Ritu Karidhal:

Dr. Ritu Karidhal, celebrated as the ‘Rocket Woman of India’, is a senior ISRO scientist and key architect of India’s Mars Orbiter Mission — a historic feat that reached Mars on its maiden attempt. Renowned for her pioneering leadership and problem-solving acumen in navigating complex space challenges, she shattered glass ceilings in a male-dominated field, emerging as a beacon for girls aspiring for STEM-related fields.

Shabana Azmi:

Legendary actress and Padma Shri recipient, Shabana Azmi, has leveraged cinema as a weapon against social injustice. As co-founder of Nivara Hakk and Mijwan Welfare Society, she has also transformed rural uplift and urban justice into action. She has challenged norms both on-screen and off-screen, drawing on her stardom to advocate for women’s rights, housing for slum dwellers, and religious harmony.

Sudha Murthy:

Kindness is the cornerstone of Sudha’s leadership. She has constructed clinics and schools in rural areas through her work with the Infosys Foundation, demonstrating the enormous impact that a compassionate, community-focused approach can have.

Also read: Leadership Stories of Indian Women in the Social Sector

Why Feminine Leadership Matters

Everyone benefits when women take the lead. Businesses led by women are typically more creative and successful. Additionally, women leaders frequently place a high priority on sustainability, health, and education — areas that have the power to improve entire communities. Furthermore, a leadership approach based on diversity and empathy not only improves workplaces but also encourages young girls to pursue their dreams.

Another widespread misconception is that only women are capable of exercising feminine leadership. Ideally, all leaders — male or female — need to uphold the fundamental principles of empathy, teamwork, and collective development. Just like conventional leadership places a strong emphasis on authority and decisiveness, feminine traits should be emphasised too, resulting in a more well-rounded, successful strategy — the ideal yin to the yang.

Conclusion: Leadership as a Collective Journey

True leadership is about lifting others as you lead. From Savitribai’s classrooms to Kiran Mazumdar-Shaw’s labs, India’s female leaders show us that progress thrives when we pair courage with care, ambition with allyship, and vision with vulnerability. It is time to dismantle systems that equate leadership with dominance and rigidity. Let us redefine success by the number of voices we amplify, the barriers we break, and the futures we nurture. The future belongs not to hierarchies of power, but to spaces where every leader can thrive by embracing empathy, equity, and shared humanity.

About the Author

Jasmine Saha
Program Manager

Jasmine Saha is a dynamic professional with five years of experience in data analytics and the social sector. She began her career as a senior business analyst, specialisng in automation and process building. Driven by a passion for impact, she joined Teach For India, where she worked on grassroots education reform and piloted a STEM learning project in schools. Jasmine thrives in cross-functional, fast-paced environments and is deeply interested in education and social innovation. Originally from Kolkata, she enjoys exploring new places, cuisines, and cultures.

The post Why India Needs Feminine Leadership Now: Breaking Glass Ceilings with Empathy and Vision appeared first on India Leaders for Social Sector.

“Long before the concept of democracy became formalised in Western societies, India was a land where democratic principles were deeply embedded in the fabric of governance.”

India’s history is woven by a rich tapestry of threads comprising diverse cultures, profound philosophies, and remarkable contributions to human civilisation. Among these threads is India’s ancient democratic traditions. Long before the concept of democracy became formalised in Western societies, India was a land where democratic principles were deeply embedded in the fabric of governance. Today, we are not only the largest democracy in the world, but also the oldest one with enduring symbols of a society that valued collective decision-making, fairness, and the voices of its people.

The Foundations of Democratic Leadership in Ancient India

As early as the Vedic period, around 1500 BCE, the Sabha and Samiti played central roles in governance (Thapar, 2004). The Sabha was a council of elders, often composed of respected individuals chosen for their wisdom and experience. The Samiti, on the other hand, was a more inclusive assembly that allowed for broader participation by the community members. Together, these institutions formed the backbone of governance, ensuring that key decisions, that impacted the society, were made by collective consensus (Majumdar, 2022 updated).

The emphasis on dialogue and consensus stood out from very early times. The leaders who emerged from these assemblies were chosen on merit, based on their knowledge and wisdom, and ability to mediate, guide, and unite. This gives us a view of what leadership meant – the practice of facilitating discussions and arriving at decisions that reflected the collective wisdom of the community (Sen, 2006). Negating traditional Western notions of leadership, often associated with autocracy and power, the model of leadership drawn from ancient India was grounded on inclusivity and collective responsibility. This is, today, more relevant than ever before.

The Republics of Ancient India: An Example of Participatory Governance

The period between 600 BCE and 400 BCE encountered the rise of the Mahajanapadas, large kingdoms or republics that flourished across Northern India (Thapar, 2004). Among these, the Vajjis, Mallas, and Sakyas stand out as shining examples of republican governance, where rulers were chosen by election rather than hereditary succession. The community of residents of the land would elect councils of representatives to govern these republics or Ganasanghas. Collective decision-making, pinned on debate and discussion, was the pillar of governance.

The Vajji confederacy, in particular, is noted for its democratic traditions (Sharma, 2023). The Buddhist text, Mahāparinibbāṇa Sutta, refers to the Vajjis as a model republic with a strong sense of community governance. The text praises the Vajjis for their democratic practices which included regular assemblies, consensus-based decision-making, and equitable representation of people. Sharma (2023) draws from the Mahāparinibbāṇa Sutta to cite a conversation between Buddha and his cousin and disciple, Ananda, where Buddha laid down seven conditions of welfare that the Vajjis were expected to adhere to: holding full and frequent assemblies, taking and implementing decisions in concord, preserving institutions, honouring elders, protecting women, conserving shrines, and supporting the enlightened.

Another fascinating anecdote is the election of the head of the Sakya clan. The Sakyas practiced a form of democracy where the leader, or Raja, was elected by the assembly of elders (Ling, 1973). The election involved a process of intense debate and discussion ensuring that the leader was chosen based on the people’s will, and was not a mere a formality.

Panchayats: The Grassroots of Indian Democracy

The Panchayat system forms the base of modern Indian democracy. However, it is important to note that its roots date back thousands of years. The term Panchayat comes from the word panch, meaning five, referring to a council of five wise elders chosen by the community. The system was inherently democratic, as the community elected the members of the Panchayat, who were accountable to the people. The Panchayat played a central role in governance and everyday life of the people, making important decisions, administering justice, and resolving disputes (Singh, 2016).

One of the most compelling examples of the democratic spirit at the grassroots level comes from the village of Lothal in the Indus Valley Civilisation, around 2500 BCE. Archaeological evidence suggests that the city was governed by a council that operated similarly to a Panchayat, with elected representatives managing the affairs of the community (Naqvi, 1993).

The Gupta Empire: A Golden Age of Decentralised Administration

The Gupta Empire, which flourished between the 4th and 6th centuries CE, is often hailed as the ‘Golden Age’ in India. During this period, there were not only significant advancements in art, science, and literature, but also in the principles of democratic governance and the lived experience of people. It was a period marked by a high degree of administrative decentralisation and local self-governance. The village councils or Sabhas played a crucial role in the administration of justice and local governance. These councils were composed of local landowners and merchants who were elected by the community, and they operated autonomously, making decisions that directly impacted the daily lives of the people.

An inscription from the reign of King Kumaragupta provides a vivid example of this system in action. It describes how the local council of a village in present-day Tamil Nadu was empowered to collect taxes, manage public works, and even resolve legal disputes (Kosambi, 1965). The council was held responsible for fair practice and service to the community. These are invaluable anecdotes that demonstrate how leadership in ancient India was built on the foundations of fairness, transparency and democratic ethos.

The Relevance of Ancient Indian Democratic Principles to Contemporary Leadership

“The democratic traditions of ancient India offer a profound and enduring blueprint for leadership in practice.”

Today, we talk of leadership as practice, rather than as authority, that can hold an environment of creative tension and collective agency (Chowdhury, 2024). The democratic traditions of ancient India offer a profound and enduring blueprint for leadership in practice. Leadership throughout the ages in our great civilisation was not about amassing power or enforcing authority but about serving the community with humility, empathy, and a deep commitment to justice. The leaders of ancient India were not averse to disagreement and dissent. They, rather, embraced it and provided the space for diverse opinions and collective decision-making, demonstrating a sense of responsibility towards their people. These are the qualities that define great leadership, and they remain as relevant today as they were thousands of years ago.

Current times have witnessed grave challenges with unwanted conflict amongst our people at several levels. At such moments, we need to draw from our own legacy of democratic principles, which offer an alternative vision of leadership for stewardship for a better future for humanity. By embracing these principles, contemporary leaders can foster environments where all voices are valued, decisions are made with the collective good in mind, and governance is truly by the people and for the people.

“As we look to the future, the timeless principles from ancient India offer a powerful guide for building a world where leadership is defined not by authority but by service, where governance is inclusive and participatory, and where the voices of all citizens are heard and respected.”

This is the true essence of leadership that the world needs.

India is, truly, the cradle of democracy. The leadership lessons embedded in our legacy are not history but they have the power to shape our present and our future.

About the Author

Dr Rajneesh Chowdhury
Head – Centre of Excellence for Leadership

Dr Rajneesh Chowdhury leads the Centre of Excellence for Leadership at ILSS. A distinguished professional with over two decades of experience, his expertise spans management consulting, lifelong learning, social impact, and strategic communications. He played a pivotal role in designing and launching a master’s program in systems thinking and leadership for the UK civil service at the Birmingham Leadership Institute, University of Birmingham. Rajneesh holds an MA in Sociology, an MSc, and a PhD in Systems Thinking. He is the author of two books and several peer-reviewed publications and has been appointed a Fellow at the Centre for Systems Studies (UK) for his contributions to systems thinking and practice.

References and further readings:

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But what does organisational capability building mean?

Organisational capability is the combination of people’s knowledge, skills, and mindsets that is required for an organisation, collectively, to deliver its vision and operating strategies. Organisational capability building, therefore, encompasses several key aspects, starting with establishing strong organisational processes and practices around strategic planning, resource mobilisation, monitoring and evaluation, performance management, etc., in order to align the initiatives of an organisation to its vision and mission. It also includes compliance with laws and regulations, and integrating sustainable practices into an organisation’s operations and programs. Weaving creative marketing and branding stories, along with targeted fundraising through grants and partnerships help ensure financial sustainability for the organisation. Embracing digital transformation further supplements organisations to align better with the ever-evolving world of data. People form an essential component of any organisation and a dedicated focus on talent management helps foster a supportive and inclusive culture where employees feel valued, nurtured, and motivated. This, when coupled with continuous learning and development through ongoing training opportunities, further encourages an environment of innovation and growth. While working on initiating interventions to build organisational capability, keeping in mind the above aspects, we must not underestimate the role of an effective governing board that helps to ensure oversight, accountability, and strategic guidance.

Addressing challenges in organisational development practices

The challenges in organisational capability development in the sector, highlighted at the beginning of this article, present a huge opportunity for organisations to invest in their capability development. Addressing this challenge also underscores the need for building organisations and leaders who prioritise and acknowledge the importance of investing in their capability development. This calls for comprehensive training programs to help develop current and future leaders and investing in their professional development, along with creating a supportive work environment to foster overall growth and innovation for all. Investment in leadership can yield transformative results and by cultivating a culture of continuous learning, organisations can ensure their people remain motivated and equipped to adapt quickly to changing circumstances.

The need for social sector leaders to engage with peers and learn from experienced philanthropists has been proactively addressed by ILSS. We run programs that not only help enhance leadership and operational capabilities in the sector, we also ensure placements of our vibrant alumni in the sector. Our alumni have found places in positions such as managers, CEOs, and advisory and governing board members. Additionally, ILSS empowers social sector leaders through rigorous learning experiences focused on fundraising and network expansion. One of our marquee programs targets women leaders in mid-to-senior positions, catalysing their impact within their organisations. Furthermore, ILSS strengthens sector leadership by helping build and fortify effective boards, ensuring strategic guidance and sustainability for organisations. Each of these programs collectively ensures addressing the needs of organisational capability building in the social sector. In this context, another area of critical importance is people practices. The ILSS People Practices Program is specifically designed to support organisations in developing robust people policies, implementing effective systems, and cultivating strong management practices.

Emphasising a sustainable, people-first strategy ensures resilience and adaptability. In the book ‘ILSS Alumni Chronicles’, Vinita Saraf, founder and managing trustee of Ek Tara, who is also an alum of the second cohort of The ILSS People Practices Program, says: ‘I come from a non-social sector background, and so do the senior people who work with me. There were no structures in HR, and honestly, I did not even understand its value. The efficiency in the mid-level team was going down. I needed to revamp and restructure my HR team, and the program helped comprehensively’.

Through the Program, Vinita has been able to significantly improve Ek Tara’s operations and problem solving strategies. She now has a team that she feels ‘thinks, works, behaves and lives up’ to her dreams for Ek Tara and makes it their dream. She hopes to see the organisation stand independently without the supervision from founders or senior management, soon.

Conclusion:

Development sector leadership and organisational capability building is a transdisciplinary endeavour. It is imperative for development sector organisations to proactively adopt effective organisational development strategies and practices, in order to meet the growing demands of the sector and respond to its complexities. By investing in strong practices, managing people effectively, and fostering a culture of continuous learning and innovation, organisations can ensure that they are building their resilience and are becoming adaptable to meet their current challenges as well as getting ready for the future.

About the Author

Nupur Mahajan
Associate Director

Nupur Mahajan has a decade of experience in content creation, training, and facilitation, working across EdTech, Big 4, healthcare, and IT sectors. An entrepreneur at heart, she was a founding team member at Parwarish, leading efforts to unlock human potential. She later worked in both corporate and startup spaces, designing and delivering learning programs for senior women leaders, mid-management, and early talent at Deloitte India Shared Services Pvt. Ltd. As director of learning at Ingenious Faces, she taught a 110-hour design thinking course globally. Nupur holds a master’s in human development and childhood studies (University of Delhi) and is passionate about fostering entrepreneurial mindsets in young talent across India.

Appendix:

• Venkatachalam, P., & Berfond, D. (2017). Building the Bench at Indian NGOs: Investing to Fill the Leadership Development Gap. The Bridgespan Group.
• India Leaders for Social Sector. (February 2022). People Practices in the Indian Development Sector: Best Practices, Gaps & Challenges.
• India Leaders for Social Sector. (2024). ILSS Alumni Chronicles: From passion to purpose

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Following are the core elements of the Program:

• Foundation: The modules are focussed on key principles of development that enable the participants to explore and engage with the Constitution, the historical context of the sector, and the unique nuances and complexities the sector carries. By engaging with these modules, learners develop their empathetic muscle, that enables them to grasp and connect – with a nuanced understanding – the unique challenges and opportunities within the social sector. Dedicated modules focus on developing skills such as strategic thinking and planning, effective communication, and stakeholder engagement, among other topics. Participants are introduced to systems thinking approaches, which encourage user-centered innovation and creative problem-solving. These approaches help them develop solutions that are not only effective but also sustainable and scalable. Demonstrating impact is essential for building credibility and securing support. Participants learn how to measure and communicate their impact effectively, using data to tell compelling stories and make informed decisions.
• Building blocks: The modules are designed to enable participants to delve deeply into essential impact areas such as education, health, gender, skills, environment, and more. In addition to covering fundamental skills like the theory of change and problem-solving, the Program zooms in on the perspectives, experiences, and insights of the sector, thereby offering valuable lessons from real-world challenges and their unique leadership journeys.
• Cohort connect: These are dedicated spaces within the rigorous program delivery that are designed to foster strong connections among peers in the cohort. Participants engage with a diverse cohort of leaders from different backgrounds and sectors. This peer network provides a rich source of shared knowledge, experiences, and support, fostering collaborative learning and innovation. A strong pool of mentors offers guidance, shares insights from their own leadership journeys, and helps participants navigate challenges.
• Field visit: These visits offer valuable practical insights and allow participants to witness firsthand how the principles and concepts learned in the program are applied in real-world settings. Immersive spaces are created that are vital for leaders as they provide hands-on experiences, foster deep understanding of on-ground realities, and facilitate authentic engagement with communities. This firsthand insight enhances empathy, informs strategic decision-making, and strengthens a leader’s ability to create impactful, contextually relevant solutions.
• Individual synthesis: A reflective journey with deep engagement with the self is crafted throughout the Program through which participants are invited to apply the learnings to their own lives. This journey enables them to gain valuable insights and understanding of how the leadership principles, presented through the program, resonate with them. This approach fosters a deeper level of learning, in order to translate it into meaningful actions and growth in their leadership journey.

Also Read Unlocking Your Leadership Capacity within the Social Sector

The foundation of the ILSS approach to leadership training and development is self-awareness and critical thinking. Leaders engage in exercises and reflective practices to understand their core values, motivations, and leadership styles. This process helps them identify their strengths and areas for growth, fostering a deeper sense of purpose and direction. By exploring various leadership styles and understanding their own, participants can align their personal values with their leadership approach, enhancing their authenticity and effectiveness.

Additionally, graduates are offered a robust platform to become part of an extensive alumni network, which provides ongoing support, opportunities for collaboration, and a space for sharing best practices and resources. Several opportunities are crafted for leaders to come together, both virtually and in person. Such opportunities are crucial for leaders as they foster networking, collaboration, knowledge exchange, and inspiration, ultimately enhancing their ability to drive impactful social change. Several webinars are organised throughout the year that host subject-matter experts who share good practices from the sector and experiences that serve as valuable learning for real-life implementation of interventions. Learning circles enable peers to come together from time to time to share their stories and take-aways from the field.

Finally, a unique aspect of our Program is confident career transition support for leaders. Our alumni benefit from the ILSS placement support designed to help them cross over seamlessly into the social sector. Our placement team proactively works with our alumni to explore their fitment to new opportunities on a continual basis.

For ILSS, leadership development is a holistic approach that encompasses discovery, connection, upskilling, and ecosystem building to unleash the potential of social sector leaders in profound ways. By developing self-aware, strategic, and innovative leaders, the ILSS leadership development training ensures that participants are well-equipped to tackle the complex challenges of the social sector. Leaders emerge from the program with enhanced capabilities to drive social change with the realisation of the importance to drive population scale impact. By fostering collaboration and building robust networks, the program contributes to a more interconnected and supportive social sector ecosystem. This collective strength enables more comprehensive and lasting solutions to social challenges.

About the Author

Dr Rajneesh Chowdhury
Head – Centre of Excellence for Leadership

Dr Rajneesh Chowdhury leads the Centre of Excellence for Leadership at ILSS. A distinguished professional with over two decades of experience, his expertise spans management consulting, lifelong learning, social impact, and strategic communications. He played a pivotal role in designing and launching a master’s program in systems thinking and leadership for the UK civil service at the Birmingham Leadership Institute, University of Birmingham. Rajneesh holds an MA in Sociology, an MSc, and a PhD in Systems Thinking. He is the author of two books and several peer-reviewed publications and has been appointed a Fellow at the Centre for Systems Studies (UK) for his contributions to systems thinking and practice.

The post Unleashing Potential: The Core Elements of The ILSS Leadership Program appeared first on India Leaders for Social Sector.

In the area of the social sector, one question looms large, demanding exploration and introspection: Why is leadership so crucial in the context of the social sector? Though seemingly simple, it unravels a complex narrative that delves into the heart of what it means to lead in service of others.

Imagine a world where individuals have the power to drive positive social change. This vision offers insight into the necessary steps that need to be taken, yet it demands bold leadership—individuals capable of inspiring, mobilising, and empowering others to rally behind the cause. The disparity between mindset and skills poses a barrier to effecting this change. This is precisely where leadership programs step in, to bridge the gap.

Why is there a need for Leadership in the social sector?

Leadership in the social sector is often overlooked, despite its crucial role in driving meaningful change. Unfortunately, many social purpose organisations find themselves grappling with leadership deficits. This is where you come in.

“More than 50% of NGOs have not received any funding for leadership development in the last two years and lack the talent management processes to build effective teams.”

Source: ‘Building the Bench at Indian NGOs: Investing to fill the leadership development gap’ -Bridgespan, based on a survey of over 250 non profit leaders from India

Leadership programs are the key to unlocking potential and igniting transformative changes. Often, the desire to shift from the corporate to the social sector serves as the primary motivation.

By investing in these programs, individuals can equip themselves with the tools, strategies, and the attitude needed to navigate through challenges, seize opportunities, and make a lasting impact in the social sector.

How is The ILSS Leadership Program different?

The ILSS Leadership Program stands as a beacon of innovation and contextualised learning within the landscape of leadership development. With a focus on intensive and experiential learning modules, the program is structured in such a way that you can meaningfully engage with the nonprofit sector.

Our mission is clear: to equip you with a deep understanding of the sector, essential capabilities, operational alignment, and external alliances necessary to execute strategies and advance missions effectively. With our leadership program, you’ll gain the tools and insights to lead with purpose, navigate complexities, and create meaningful change.

Since its inception in 2018, The ILSS Leadership Program has made significant strides. With a track record of training over 350+ leaders, the program has established itself as a trusted resource for leadership development within the nonprofit sector. Additionally, The ILSS Leadership Program boasts an expansive network of over 150 faculty and academicians who contribute their expertise and insights to enrich the learning experience.

What to expect from The ILSS Leadership Program?

This program isn’t just about honing leadership skills; it’s about fostering a deep-rooted commitment to social impact and driving meaningful change.

The ILSS Leadership Program is renowned for its excellence in facilitating leaders to transition effectively within the social sector. Its carefully curated approach integrates leadership capacity building within the social sector, and social work leadership training, ensuring that you receive a well-rounded understanding, tailored to the unique demands of the social sector.

Furthermore, the placement opportunities post the program are vast within various sectors in the social space (Healthcare, Environmental Conservation, Community Development, Education, etc.) Some of the organisations where our alumni are placed include Bill and Melinda Gates Foundation, Piramal Swasthya, Central Square Foundation, Ashoka University, Udayan Care, amongst others.

Let us understand the key elements of The ILSS Leadership Program:

1. Foundation Module: The core premise is to unravel the social sector through different lenses, such as constitution, history, complexity, leadership, and more.
2. Building Blocks: The practical application of the foundational module for impact areas, such as education, health, gender, environment, etc.
3. Cohort Connect: Facilitated spaces for creating a platform among impact practitioners, leveraging each other’s experiences and skills.
4. Field Visit: Hands-on understanding of perspectives in action through visits to organisations.
5. Individual Synthesis: Spaces fostering reflection to guide individual journeys within the sector.

Our alumni are creating lasting changes in the social sector.

‘Ishmeet Singh, Senior VP of Health at Piramal Swasthya, draws from extensive experience at prestigious firms like Fonterra, Mattel, and Vodafone. With a strong dedication to leveraging digital innovation for public health enhancement, Ishmeet leads efforts to ensure equitable access to quality healthcare, catalysing transformative change in healthcare delivery.’

The ILSS Leadership Program is not just a leadership program; it’s a catalyst for societal transformation. Through its comprehensive approach to management and leadership development, collaboration and networking, The ILSS Leadership Program is empowering leaders to drive positive change and create a more just, equitable, and sustainable society for all.

Become a change leader. Learn more about The ILSS Leadership Program.

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