Constructive dissonance essential for better neeti

Aberrant judgements occur often in institutions where constructive dissonance is absent

The image is pervasive that a successful leader should have receding eyes, square jaws, a firm gait, and the panache of a Roman emperor. The likelihood is that the future leader will listen, show empathy, and not hide natural vulnerability. (https://hbswk.hbs.edu­/item­/what­-companies-want-most-in-a-ceo-a-good-listener).

Recently, when I commented on the tension among promoters, independent directors, managements, and regulators, I affirmed the obvious: That governance requires neeti rather than niyam. How can institutions develop better neeti?

Codes of conduct and business principles are necessary, but not sufficient. No doubt sarcastically, JRD Tata had told the Planning Commission in 1968: “… I must be