Micro Econometrics covers basics of econometric analysis, with special focus on Indian Statistical System. The course covers basics of model building, estimation, and analysis of cross section and panel data, and modelling and estimation of discrete choice. A basic feature of this course is the attempt to apply econometrics to data related to Indian economy, with hands on training in both the free and proprietory softwares
- Teacher: Bino Paul
Life in organizations is distinctly different from life as a student in an academic institute. While in an academic institute, you are rewarded primarily for individual efforts and achievements. Success in life requires more than individual ability, efforts, and achievements; it requires you to be able to successfully mobilize those working with you (and sometimes those working against you!) in the pursuit of a common goal. The capacity to influence others is power, and leadership is a specific form of power in which the goals of both the power holder and the target of influence are met.
In his Pulitzer Prize winning work, Leadership, James MacGegor Burns (1978, p. 4) described the task of a transformational leader in the following words:
"The transforming leader recognizes and exploits an existing need or demand of a potential follower. But, beyond that, the transforming leader looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower. The result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents.”
According to Burns, the crucial task of transformational leaders is to raise the awareness and consciousness of their followers to higher levels of conduct and morality (Burns, 1978, p. 20). Hence, a critical outcome in transformational leadership is the moral development of followers.
Moral development is important for the study of leadership and organizations in two ways- first, the moral development of the leader is seen as an antecedent of effective leadership, and next, the moral development of the follower is seen as an outcome of leadership.
In this course, we will start our inquiry with understanding the need for moral leadership and then explore the role of values in leadership. As we proceed in this course, we will explore both the dimensions of moral leadership- i.e., transforming ourselves and transforming others. While doing this we will grapple with two main questions - what should be the ends of the transformation (i.e., to what should we transform) and how should we go about the transformation? In this inquiry, we will also address the crucial role of culture in defining moral development with specific emphasis on the impact of Indian culture on moral leadership in the Indian context.
It is likely that rather than equip you with specific skills, this course lays the foundation of a lifetime of inquiry into the nature of moral leadership. Hence, this course may leave you with more questions than answers. But as Bill Waterson (creator of the popular comic strip "Calvin and Hobbes") says, " Your preparation for the real world is not in the answers you've learned, but in the questions you've learned how to ask yourself!"
- Teacher: Zubin Mulla