Decision-Making with Intuition Integrated with Prayer

Decision-Making with Intuition Integrated with Prayer

Dr. Mahendra Ingale, Ph. D. (Management)

Pune, India mvingale2405@gmail.com

Abstract

Decision-making often requires navigating complex challenges, especially when logic, data, and precedents fail to provide clarity. This paper introduces the Decision-Making with Intuition Integrated with Prayer model, uniquely designed for individuals in high-stakes roles facing transformative decisions that could shape history. Grounded in three principles—intuition, conversational prayer, and absolute responsibility—this seven-step framework enables ethical and confident choices while relieving psychological distress. Unlike existing frameworks that integrate rational and non-rational approaches, this model focuses solely on intuition and prayer as the guiding forces. The logical structuring of decisions occurs after the intuitive process, ensuring alignment with prevailing rules and regulations. This framework acknowledges that while rational and AI-assisted models are indispensable in many contexts, there are situations where data is unavailable, overwhelming, or unreliable. In such cases, this model provides clarity and decisiveness, allowing decision-makers to act confidently. As a conceptual paper, it invites researchers to explore its applications further, particularly in areas where conventional methods fall short. This paper also highlights how the model can address globally transformative dilemmas, such as the future of AI research.

1. Introduction

Decision-making is a defining process in leadership, governance, and personal growth. Rational and AI-assisted models often play a crucial role in guiding choices, especially in contexts like business or data-driven scenarios. However, there are moments when data is unavailable, overwhelming, or biased, and time constraints demand immediate yet ethical action. This is particularly true in high-stakes situations where decisions can have long-term societal, organizational, or historical implications.

This paper presents the Decision-Making with Intuition Integrated with Prayer model, grounded in three foundational principles:

. Intuition: The subconscious mind’s ability to recognise patterns and synthesize insights beyond conscious processing

. Coversational Prayer: A direct personal dialogue with a higher power, fostering clarity, emotional strength, and ethical grounding

. Absolute Responsibility: Empowering decision makers to own their choices fully, eliminatig mental distress and hesitation

While rational models and AI-assisted decision-making tools are indispensable in certain contexts, this model focuses on situations where logic fails or is insufficient. By combining intuition and prayer, it offers a unique approach to achieving transformative decisions while ensuring psychological freedom for the decision-maker.

2. Theoretical Foundations

2.1 Intuition and Subconscious Processing

Intuition connects the subconscious mind to decision-making, enabling rapid and impactful judgments. Key elements include:

• Pattern Recognition: Years of experience create subconscious cues that guide intuitive decisions.
• Implicit Memory Retrieval: Decisions emerge from stored knowledge without explicit recollection.
• Dual-Process Theory: Intuition and rational thinking complement each other, combining speed and accuracy.

2.2 The Role of Conversational Prayer in Decision-Making

Prayer offers clarity and peace during critical decision-making moments. This model emphasizes conversational prayer, a direct and personal dialogue with a higher power, as opposed to meditational prayer. Conversational prayer fosters:

• Mental Clarity: By verbalizing thoughts and seeking guidance, decision-makers gain focus.
• Emotional Strength: Prayer provides reassurance and confidence in uncertain situations.
• Ethical Grounding: It aligns decisions with moral and spiritual values.

Insights from foundational texts illustrate its significance:

• The Power of Positive Thinking discusses how prayer fosters confidence and resilience
• Tough Times Never Last, But Tough People Do highlights prayer as a source of inner strength during adversity.
• Autobiography of a Yogi emphasizes spiritual reflection as a pathway to higher ethical reasoning.

2.3 Differentiating the Model

Academic research, such as Kurt Matzler’s study on intuitive decision-making, provides a foundation for understanding intuition. Similarly, Anselmo Ferreira Vasconcelos’ work explores the integration of prayer and managerial decision-making, combining rational and non-rational approaches.

However, this paper extends the concept by incorporating prayer and spirituality, creating a holistic model that merges faith, ethics, and personal responsibility. Unlike Vasconcelos’ integration with rational approaches, this model emphasizes intuition and prayer as stand-alone guiding forces. Rational structuring occurs only after the decision-making process to ensure alignment with rules, regulations, and professional frameworks.

2.4 Absolute Responsibility

One of the most profound aspects of this model is its emphasis on absolute responsibility. Many leaders and decision-makers, especially in high-stakes scenarios, face psychological distress due to a lack of clarity or external pressures. This often leads them to seek validation or explanation—through press conferences, interviews, or autobiographies—in an attempt to justify or ease their burden.

By taking absolute responsibility, decision-makers free themselves from the need for external validation. This concept empowers individuals to confidently accept the outcome of their decisions, knowing they are guided by their own intuition, spiritual grounding, and ethical convictions.

3. Seven-Step Process: Decision-Making with Intuition Integrated with Prayer

Step 1: Spiritual Preparation

• Engage in conversational prayer to quiet distractions and strengthen focus.
• Foster openness to intuitive insights through gratitude and faith.

Step 2: Defining the Decision

• Clearly define the challenge or choice, focusing on its essential aspects.
• Avoid overcomplicating the issue—clarity is key.

Step 3: Intuitive Recognition

• Pay attention to subconscious cues, gut feelings, and emotional signals
• Trust the patterns and instincts emerging from prior experiences.

Step 4: Validation with Responsibility

• Accept full ownership of the decision, ensuring confidence in intuitive judgment.
• Relieve mental distress by embracing absolute responsibility.

Step 5: Ethical and Logical Cross-Checking

• Briefly evaluate if intuition aligns with logic and ethics.
• If conflicts arise, return to prayer and reflection for greater clarity.

Step 6: Implementation with Confidence

• Execute the decision decisively and without hesitation.
• Adapt actions based on feedback and outcomes

Step 7: Reflection and Continuous Growth

• Evaluate results to refine future intuitive judgment.
• Use prayer to strengthen clarity and resilience for future decisions.

4. Practical Applications

4.1 Addressing Data Overload and Precedent-Free Scenarios

When data is overwhelming or contradictory, or when no historical precedent exists, decision-making relies heavily on intuition and faith. This model empowers decision-makers to prioritize essential truths, focusing on clarity and ethical outcomes.

📌 Example: A policymaker navigating a global crisis uses prayer and intuition to make impactful decisions amidst uncertain and conflicting data, shaping the course of history

4.2 High-Stakes Decisions and the AI Dilemma

One of the most critical decisions in the history of humankind looms ahead: Should research in AI be paused until humanity develops mechanisms to confidently control it? This is a question that spans science, philosophy, ethics, and policy.

Who makes this decision—scientists, social thinkers, statesmen, or philosophers? Rational models and AI tools may provide insights, but the ultimate choice requires moral and spiritual clarity. This model offers a pathway to make such transformative, unprecedented decisions by guiding stakeholders through intuition and prayer-driven decision-making.

5. Conclusion

The Decision-Making with Intuition Integrated with Prayer model presents a transformative framework for high-stakes, precedent-free decisions. While acknowledging the importance of rational and AI-assisted models, this paper demonstrates how intuition and prayer address unique challenges where conventional methods fall short. By emphasizing absolute responsibility, the model empowers decision-makers to act confidently, free from psychological burdens, and create impactful outcomes.

As a conceptual paper, this work invites further exploration and validation by researchers to expand its applications. In a world grappling with ethical dilemmas and transformative decisions, such as the future of AI, this model provides clarity and guidance in moments of profound significance.

About the Author

Dr. Mahendra Ingale, has dedicated nearly 40 years to the field of education as a Lecturer, Head of the Department, and Principal in various polytechnics and engineering colleges. In addition to his leadership roles, he worked as a Training and Placement Officer, conducting impactful training programs on Entrepreneurial Management Development, Work Culture, Leadership Development, and Institutional Management.

His journey as an educator and trainer has been deeply influenced by success literature and spiritual writings, which have profoundly shaped his perspective on leadership and decision-making. As a student leader and leader of the Polytechnic Teachers' Association, he faced numerous challenges and gained valuable insights, which continue to inspire his work.

Today, Dr. Ingale frequently shares his experiences with people, places, and events on social media platforms.

References:

Books

• Peale, N. V. (1952). The power of positive thinking. Prentice Hall.
• Schuller, R. H. (1983). Tough times never last, but tough people do. Bantam Books.
• Yogananda, P. (1946). Autobiography of a yogi. Self-Realization Fellowship.

Papers

• Matzler, K., Bailom, F., & Mooradian, T. A. (2007). Intuitive decision making. MIT Sloan Management Review, 49(1), 12-14.
• Vasconcelos, A. F. (2009). Intuition, prayer, and managerial decision-making processes: A religion-based framework. Management Decision, 47(6), 930-949.

Social Media and Blogs

• Ingale, M. (2025, April 20). Decision Making by Intuition. Retrieved from drmahendraingale.blogspot.com

 

Decision Making by Intuition

Decision Making by Intuition

Every year, on 15th September, we celebrate Engineers' Day in honor of Bharat Ratna Sir Mokshagundam Visvesvaraya, a visionary engineer whose contributions shaped modern India.

In 2012, I was invited as a speaker at SSBT College of Engineering, Jalgaon by Professor Hussain, the Head of the Civil Engineering Department. Professor Hussain is deeply knowledgeable, and equally passionate about spiritual philosophies. Tao was his favorite philosopher, and his reflections on life and wisdom always sparked profound conversations.

As we discussed my lecture topic, he encouraged me to choose something beyond the conventional themes of Engineers' Day. I agreed, but at the time, no particular subject came to mind.

During that period, I was working as a Training and Placement Officer at Government Polytechnic, Jalgaon. For two or three days, I pondered over possible topics, letting ideas swirl in my mind. Then, suddenly-one particular thought flashed before me: "Decision Making by Intuition."

The idea felt so instinctive, almost as if it had chosen me rather than the other way around. I immediately called my assistant, Yashvant Agnihotri, and asked him to note down key points for my lecture. Without referring to any external material, I dictated my entire lecture based on intuition. Once completed, I asked him to get it typed and prepare slides for a PowerPoint presentation.

This experience led me to a deeper reflection on decision making, especially in situations where traditional methods fail.

There are various decision-making models. Structured problem solving follows a systematic approach:

1. Define the problem in clear terms.

2. Gather relevant data and information.

3. Analyze the data to understand the context.

4. Generate possible alternatives for solving the problem.

5. Evaluate each alternative methodically.

6. Eliminate options based on feasibility and impact.

7. Select the best possible alternative and implement it.

This rational approach is widely used in business, governance, and policy making. UPSC students study Simpson's Model for their examinations.

Yet, a fundamental question struck me: What happens when there is no precedent, and when no historical data exists to guide the decision?

This situation arises when leaders, especially those in top positions have to make decisions with far reaching consequences, shaping history, nations, or industries.

President Truman's Unprecedented Decision: 

One example that came to mind was President Harry S. Truman's decision during World War II. As the war reached a critical juncture, America faced the monumental challenge of stopping Germany and Japan at any cost. Truman had to make an unprecedented and fateful decision to launch a nuclear attack on Hiroshima and Nagasaki. Although estimations existed regarding the human and material losses, the exact repercussions of the nuclear bomb were unknown. It was an event unlike anything in history. Certainly, Truman would have consulted statesmen, scientists, social scientists, and military advisors, weighing the pros and cons of the attack. Yet, ultimately, he had to make the decision on his own.

His situation reminded me of a powerful thought expressed by renowned Marathi writer G. A. Kulkarni in his allegorical story 'Kanchan Mrug': "A person is always alone when making a momentous decision." This statement resonated deeply with me because it captures the loneliness of leadership.

लोक व्यवहारापासून अलिप्त असलेले गूढ व्यक्तिमत्वाचे प्रतिभावान व प्रथितयश लेखक जी ए कुलकर्णी यांच्या कांचनमृग या अंतर्मुख करणाऱ्या रुपक कथेतील, ‘कोणताही उत्पात निर्णय घेतांना माणूस एकाकीच असतो ‘ हे वाक्य, माझ्या स्वतःच्या अनुभवाशी निगडित असल्याने मला फार आवडते.

While reviewing existing models, I realized that all rational models rely on data. But what about situations where data does not exist? What about disasters like the atomic plant explosions in Japan, where decisions had to be made without precedent?

Through my reflections, I formulated a new structured model, one that does not depend on experience, gut feeling, or historical patterns. Instead, it taps into the subconscious mind, integrating intuition with clarity.

Key Principles of the Intuitive Decision Making Model:

1. The decision maker owns ‘Absolute Responsibility’, without regret. The consequences are faced without blaming others. 

2. Remaining calm, centered, and emotionally stable is essential for clarity. Anxiety leads to impulsivity. Only a composed mind can activate the subconscious effectively.

3. The subconscious mind, integrated with intuition, processes hidden insights beyond logical analysis.

The Intuitive Decision-Making Process:

1. Before sleeping, sit quietly, reflect deeply, and pray for guidance regarding the decision.

2. Allow your subconscious mind to process the problem overnight.

3. Keep paper and pencil near your bedside.

4. The moment you wake up, write down the first thought regarding the decision.

5. This insight comes from deep subconscious processing, free from external influences.

6. Trust the clarity of the subconscious revelation.

7. Make the decision without hesitation and without regret.

Why Is This Approach So Crucial?

History has shown that many leaders suffered immense psychological distress while making monumental decisions. Some, unable to bear the weight, succumbed to mental agony or ended their own lives.

For those in high stakes leadership positions, whether a Prime Minister deciding on war, a Chief Justice delivering a landmark verdict, or a Military Commander strategizing critical operations, mental tranquility is essential.

Final Thoughts:

When history has no answers, when data fails, and when the decision could change the course of the future, intuitive decision making provides clarity without regret.

By integrating structured reflection, subconscious processing, and absolute responsibility, this model offers a new way to navigate uncertainty.

Dr. Mahendra Ingale, Former Principal @Pune, April 20, 2025

Navigating Systems: Struggle, Leadership & Transformation

 

Navigating Systems: Struggle, Leadership & Transformation 

System, whether Social, Political or Bureaucratic always tends to resist change. Challenging the system from within is a difficult task. Individuals act differently when alone compared to when they are part of the system. People are parts of the system, and are driven by emotions, incentives, relationships, and unpredictable elements.

True leadership demands self awareness, keen judgment, and strategic action. It requires not only knowing oneself but also understanding others. Experiences, introspection, and intuition help build relationships and navigate organizational power structures. True wisdom lies in identifying the people not by their words, but by their integrity, commitment, and consistency.

One of the greatest, yet most overlooked skills in leadership and activism is knowing when to step back. Many individuals spend their lives fighting, only to be consumed by the very struggle they sought to overcome. Leadership is not just about perseverance, it is about timing, adaptability, and the ability to pass the mantle when necessary. Few manage this transition gracefully. I am very impressed by the example of Sri Aurobindo. Initially a revolutionary, deeply engaged in India's independence movement, he later withdrew from political activism, recognizing that transformation begins within. His shift toward spirituality was not an abandonment of his mission, it was an evolution.

Through every struggle, from my student days onward,  I have learned, introspected and evolved. 

I reflect on one such incident in my career. As the General Secretary of the Maharashtra Government Polytechnic Teachers' Welfare Association, I fought tirelessly for educational reforms. Our organisation persuaded the demands for pay scale implementation, filling vacant positions, overdue promotions, and inclusion of teachers for PhDs under the Quality Improvement Program.

Then came a government resolution bifurcating teaching and administrative cadres, stripping teachers of future promotional opportunities. Recognizing its injustice, as a representative of the association, I challenged it in High Court.

Another battle I undertook was against flawed procurement practices, insisting that payments for contractors be released only after machinery installation and commissioning, preventing institutions from being left with defective equipments. The issue was also raised in the Assembly.

Annoyed by my interventions, the department sought to put me on back foot by transfering me at Government Polytechnic, Sakoli. Some good hearted sympathisers in the system had already informed me about this. Under normal circumstances, I would have gladly moved. I had friends in nearly every polytechnics in the state.  As I had not completed my tenure, the transfer was agaist law. The intention behind it was to harass me and to demoralise the association. So, I decided to fight against it, in my own way. I did not approach MAT, as it would be time cosumimg and financially draining. Instead, I took a bolder route. I met personaly to the Chief Minister and presented my case. Though relieved from my previous position, I did not assume the new role. I simply waited for justice. 

For 105 days, I endured this battle, preparing myself mentally and spiritually. I found solace in spiritual reading, staying calm and composed. I distanced myself from departmental affairs, but my colleagues remained deeply concerned. Meanwhile, the department sought to intimidate me, sending threats of disciplinary action. I stood firm, refusing to bow down. Then I received a letter demanding an explation for my direct appeal to the Chief Minister. It claimed that writing to or meeting a higher authority without permission was against rules.

In my response, I cited the Constitution of India, referencing article 12 and 14, elaborating on the concept of a Welfare State, the role of civil servants, and the establishment of CAT and MAT under Article 323-A to protect employees from state injustice. I argued that, every citizen, including civil servants, has the fundamental right to seek justice from higher authorities when faced with unfair treatment. I strengthened my position by citing Maharashtra Civil Services Rules, and drew wisdom from Jagatrao Sonawane's books on governance and administration.

Word spread quickly. As our association was also affiliated to Rajpatrit Adhikari Mahasangh, the office bearers of it also urged to the government to revoke of my transfer. 

Eventually a senior official from mantralaya reached me, saying: ‘Revoking of the transfer is in process. Why you are creating mess by writing such letters?’

I responded calmly: ‘It is not a mess. it is simply an explanation demanded by the letter. Every point is substantiated with facts, rules, and regulations. Nothing personal against any one. This is for justice.’

Finally, after 105 days, the transfer was revoked. I returned to the institue and joined my post. That day happened to be Ashtami, a moment of immense spiritual significance. I felt overwhelming surge of energy!

I came to profound realisation: True spiritual discipline is not confined to mountains and temples, it can be practiced any where, even within the four walls of your home!

This experience changed me completely, not just as professional, but as a person. The lessons I had read in books came alive in those days. 

‘When God is with you, who can stand against?’

‘With faith, say, Move! and the Mountain will move!’

Dr. Mahendra Ingale, Former Principal @Pune, April 18, 2025

Address to Students NSS

 ऊर्जेचा प्रपात…!

मागील आठवड्यात शासकिय तंत्रनिकेतन, जळगांव द्वारा उमाळे येथे आयोजित करण्यात आलेल्या राष्ट्रीय सेवा योजना शिबिरात *सक्षम युवा- समर्थ भारत* या विषयावरील भाषण व त्यांनतर शिबिरार्थींशी संवाद साधला.

त्यातील ही तीन संबोधने …

१.

प्रिय विद्यार्थी मित्रांनो,

तंत्रनिकेतना समोर राष्ट्रीय महामार्गावर अपघात होतो. बघ्यांची गर्दी जमते. गर्दीतून मार्ग काढत एक युवक अपघातग्रस्तांजवळ पोहचतो. रस्त्यावरून जाणारी रिक्षा थांबवतो. आपल्या मित्रांच्या मदतीने, अपघातग्रस्तांना रिक्षा मधे बसवतो. स्वतः बसतो. रिक्षा सिव्हील हॉस्पिटल मधे घेण्यास सांगतो. मित्रांना, अपघातग्रस्तांच्या नातेवाईकांना कळविण्याच्या सूचना देतो…

या विद्यार्थ्याकडे नेतृत्व येते…त्याचे विद्यार्थी मित्र त्याचे नेतृत्व स्वीकारतात…

तो संवेदनशील आहे. पुढे येवून त्याने स्वतः जबाबदारी स्वीकारली. मित्रांना सोबत घेतले. प्राप्त परिस्थित,  उपलब्ध साधनांचा उपयोग करून प्रश्न सोडविण्याकरिता प्रामाणिक प्रयत्न केले. नेतृत्व असे निर्माण होते.

नेतृत्वाची व्याख्या मी अशी करतो…

‘A Leader is a person, who is sensitive to the environment, who shoulders responsibility, and who puts in earnest efforts to solve the problems’.

२.

प्रिय मित्रांनो,

युवकांच्या कल्पनाशक्तीला कुठली ही मर्यादा असू शकत नाही. तुम्ही कुठल्या उंचीवर जाऊन पोहचणार आहात या विषयी कोणीही भाष्य करू शकत नाही. तुम्ही स्वतः विषयी जे स्वप्न पहिले, त्यापेक्षाही अधिक उंचीवर तुम्ही पोहचू शकता. प्रयत्न करा आणि प्रार्थना करा!

३.

माझ्या प्रिय मित्रांनो,

Human potential has no bound!

एखाद्या व्यक्ती कडे किती पराकोटीची क्षमता असू शकते हे मी तुम्हाला, अत्यंत प्रतिकुल परिस्थिती असतांना, ऑलिंपिक मधे, १०० मीटर धावण्याच्या शर्यतीत, सुवर्ण पदक मिळवणाऱ्या, कार्ल लुईस या धावपटूच्या रोमांचकारी गोष्टीतून सांगतो….

(ही गोष्ट मी नाट्यमयरितीने सादर करतो. ती जशीच्या तशी लिहता येणे शक्य नाही; तिच्या बद्दल थोडे फार लिहू शकतो.)

———————————————————

कल्पना आणि वास्तविकता यांच्या मिश्रणातून तयार केलेली कार्ल लुईस बद्दलची ही गोष्ट! मागील २५ वर्षात ही गोष्ट मी अनेकदा सांगितली. प्रत्येक वेळेस नव्याने सांगितली. गोष्ट सांगतांना माझ्यात अंतर्बाह्य बदल होत आहेत याची मला जाणीव होते. ही गोष्ट सांगत असतांना ऊर्जेचा एक प्रचंड प्रपात निर्माण होतो आहे आणि त्यात माझ्यासह सर्व सभागृह न्हावून निघत आहे अशी भावना माझ्या मनात निर्माण होते .

प्रा.डॉ. महेंद्र इंगळे 

फेब्रुवारी, २०२५

How Copilot Sees My Blog !

Here’s how my friendly AI Assistant, Copilot, sees my Blog- Shaping Leadership!

संवेदनशीलतेतून नेतृत्व उमलते

*संवेदनशीलतेतून नेतृत्व उमलते – डॉ. एम. व्ही. इंगळे*

उमाळा (ता. जि. जळगाव), दि. 29/01/2025 – राष्ट्रीय सेवा योजनेअंतर्गत उमाळा येथे सुरू असलेल्या विशेष कौशल्य विकास शिबिरात मार्गदर्शनपर व्याख्यानमालेचे आयोजन करण्यात आले. या व्याख्यानमालेस प्रमुख मार्गदर्शक म्हणून शासकीय तंत्रनिकेतन, जळगावचे माजी प्राचार्य डॉ. एम. व्ही. इंगळे उपस्थित होते.

विद्यार्थ्यांना मार्गदर्शन करताना डॉ. इंगळे यांनी सांगितले की, "संवेदनशीलतेतून नेतृत्व निर्माण होते आणि जबाबदारीच्या भावनेतून व्यक्तिमत्त्वाचा विकास होतो." सामाजिक जाणीव, कर्तव्य आणि जबाबदारी या तीन गोष्टी कोणत्याही नेतृत्वाच्या विकासासाठी महत्त्वाच्या असल्याचे त्यांनी स्पष्ट केले.

तसेच, त्यांनी तरुणांना नवकल्पना (Innovation) आणि सर्जनशीलता (Creativity) जोपासण्याचे आवाहन केले. "नवीन विचार आणि सर्जनशील दृष्टिकोन असलेल्या युवकांकडून समाजात सकारात्मक बदल घडू शकतात, त्यामुळे तरुणांनी नेहमी नवनवीन गोष्टी शिकण्याची मानसिकता ठेवली पाहिजे," असे त्यांनी सांगितले.

या व्याख्यानासाठी गावातील प्रतिष्ठित नागरिक, शिबिरार्थी आणि विविध मान्यवर मोठ्या संख्येने उपस्थित होते. शिबिरात सहभागी विद्यार्थ्यांनी या व्याख्यानातून नेतृत्वगुण, नवोन्मेष आणि सामाजिक बांधिलकी या संदर्भात प्रेरणा घेतली.

शिबिराच्या आयोजनात रा. से. यो. समन्वयक डॉ. विवेक कहाळे, सह-समन्वयक प्रा. संदीप ढमाले, डॉ. चैताली पवार, प्रा. पूनम नेमाडे, रा. से. यो. सदस्य प्रा. रुपाली देशपांडे, प्रा. निखिल वराडे, प्रा. नामदेव आंधळे, प्रा. सरिता जैन आणि डॉ. स्मिता सरवदे यांनी विशेष भूमिका बजावली. तसेच, स्वयंसेवकांनी अथक परिश्रम घेतले.

याप्रसंगी संस्थेचे प्रा. कें. पी. अकोले, विभाग प्रमुख, अणुविद्युत हे उपस्थित होते.

Shaping Leadership: Lessons from Life and Challenges!

Shaping Leadership: Lessons from Life and Challenges!

During my tenure as a lecturer at the Government Polytechnics, I was deputed in 1996 for higher education (M.Tech.Ed.) under the World Bank Assisted Project (WBAP) at the National Institute for Technical Teachers Training and Research (NITTTR), Bhopal. Prior to this, I served as an Assistant Engineer in the Public Works Department and held the position of Principal at a private Polytechnic.

My experience at NITTTR was transformative. The institute's faculty, under the dynamic leadership of Prof. R.K. Mani, who was nationally recognized as a champion of polytechnic education, left a lasting impression on me. I was particularly fascinated by the institute's Library and Learning Resource Centre, which housed a wealth of knowledge —national and international journals, magazines, and audio-video resources. I often immersed myself in case studies from the Harvard Business Review, management books by Peter Drucker, and leadership principles by Stephen Covey. For my studies in Psychology, I referred to the works of Sigmund Freud and Abraham Maslow. I also explored Peter Senge's contemporary model on Learning Organizations, which was groundbreaking at the time.

My passion for Leadership, ignited during my childhood through autobiographies of great leaders, was reignited at NITTTR. A three-day session conducted by Prof. Chandrashekhar, a former NITTTR faculty member who had come from the USA, further deepened my interest in Management and Leadership. Inspired by his teachings, I decided to delve deeper into this field.

Upon returning to the Polytechnic, I began applying the principles and strategies I had learned. I conducted numerous training programs for polytechnic teachers across Maharashtra. During one of the training programs I conducted, namely "Institutional Management," I had invited the esteemed Japanese expert, Mr. Masu Moora, to share insights on Kaizen; a philosophy centered around continuous improvement. His expertise enriched us to integrate the principles of Kaizen into organizational practices.

I also got an opportunity to work as contributory faculty in the Management Department at Kavayitri Bahinabai Chaudhari Vishwavidyalaya, Jalgaon. Dr. Ms. Kshipra Thakare was the Head of the Management Department. It was during this time that I decided to undertake the research under her mentorship.

In my research, l explored various leadership theories and styles. One that particularly resonated with me was the Situational Leadership Theory. This concept, championed by Dr. Paul Hersey and Dr. Ken Blanchard, emphasized that leaders should not be rigidly labeled as autocratic or democratic. Instead, leaders should adapt their style to suit different situations, considering their followers' capabilities and the nature of the tasks. This approach intrigued me, and I decided to examine how these styles were utilized by principals in polytechnics. 

When I later had the opportunity to serve as a Principal in Government Polytechnics, I implemented these leadership strategies effectively. I granted autonomy to my colleagues, providing support whenever necessary. Breaking the tradition, I appointed women faculty members as Chairman of Admission Committee, and Incharge of Examinations. I appreciated their success, while shortcoming, if any, was addressed constructively. I take a great pride to mention here that our women faculty approved DBT scholarship proposals on the night of Diwali and Bhaubij as it was very much urgent and the given target was to be achieved. In heavy rains, I saw woman faculty with umbrella in her hand, controlling the situation when the explosion of the transformer occurred on campus!

During my life, my resilience and decision-making abilities were tested many times. One notable incident, I share here: 

While working as Principal, one day a girl was found missing from the college hostel. The media sensationalized the story, alleging a kidnapping of a girl from the hostel. The college administration was held responsible by the parents. Police complaint was lodged by the parents. Investigation started. The police came to Hostel, checked the entry register with security, met room partners of the girl and enquired about the matter with the wardens and rector.

While the matter was being investigated by police, we were all worried about the safety of the girl.

One day,  the police arrived with the photographs of a college girl who was found dead in the nearby vicinity, for identification. Thankfully, it was not our student, but the incident left us deeply shocked. The atmosphere on campus grew tense.

The police began visiting the campus daily, sometimes even late at night. At one point I found that policemen were unnecessarily exerting pressure on wardens and rector. So I urged them not to do that and focus on finding the girl. 

By gaining the trust of the girl's roommates, we obtained crucial information. We learned that the girl had been in contact with her friends using a secondary mobile phone. The vital details were immediately shared with the police, and we requested them to send police party to the possible locations of the girl. The girl was successfully traced. We kept it secret as the matter had become very sensitive. 

I called the parents in my cabin and informed them about the chain of events. I also informed the parents that their daughter had willingly left with a friend. I assured them safe recovery of girl. Then I advised them to take the girl with them. After completing all the formalities, I issued leaving certificate to the girl. With folded hands, the parents apologised for the allegations they had made against us and then left the cabin. 

Reflecting on the experiences and insights, I reiterate: A leader is a person who is sensitive to the environment, who shoulders the responsibility, and who puts in earnest efforts to solve the problems.

My experiences as a Student Leader, Researcher, and Principal, which I have shared on my blogs, have taught me that true leadership lies in empowering others and standing firm in challenging situations!

Dr. Mahendra Ingale, Former Principal @Pune, April 14, 2025