In ancient Indian philosophy, the concept of the Chakravartin, or the ideal ruler, holds a special place. A Chakravartin was not merely a king; he was a ruler who aspired to uphold righteousness, justice, and the greater good of his subjects. These timeless principles resonate deeply with the qualities sought in today’s corporate leaders, and the ancient ethos of the Chakravartin provides profound insights into leadership that resonate even in modern boardrooms.
What set a Chakravartin apart from the rest was their steadfastness to practicing Dharma or ethical behaviour. This ancient philosophy can be compared to the duty for a modern CEO to demonstrate integrity and ethical behaviour in business. In business, as in the case of the Chakravartin, the goal is not to settle for the easy path but to stay the course on the right path. In this day and age where corporate scandals take a blink of an eye to destroy the public's perception of a brand, the ancient wisdom of Dharma serves as a guiding light, reminding CEOs of the importance of moral integrity in sustainable leadership.
Take for example, Emperor Ashoka, popularly regarded as one of the exemplars of a Chakravartin, who transformed his rule after witnessing the bloodshed of the Kalinga War. He adopted Buddhism and propagated principles of non-violence, compassion, and ethical governance, which are akin to the ethical standards modern CEOs strive to uphold.
A Chakravartin was revered not only for wielding his power but also for his ability to address the needs of his subjects. This empathetic approach is crucial for modern CEOs, who must balance the interests of diverse stakeholders, such as employees, customers, investors, and communities. A successful CEO must look beyond short-term financial gains to consider the broader impact of their decisions on society and the environment. This is not just good for one’s conscience but for engaging employees and growing the business. A 2020 study by McKinsey and NielsenIQ showed that firms making claims related to the environment and social responsibility were growing significantly faster than others and that sixty per cent of consumers were willing to pay more for such brands. Research by Gartner showed that seventy per cent of employees wanted to work for a firm whose values matched their own.
Chandragupta Maurya, the founder of the Mauryan Empire, exemplified this approach, acting under the advice of his advisor, Chanakya, who emphasised the importance of understanding the needs of the people and ruling with their best interests in mind. Many of his policies, and the thinking behind them, articulated in Chanakya’s Arthashastra, seem remarkably prescient of a modern welfare state or purpose-driven organisation, with exhortations to create policies rooted in what will create well-being for people.
Ancient texts also describe the Chakravartin as a dynamic leader who adapted to changing circumstances. This adaptability is crucial in the fast-paced and ever-evolving corporate world. CEOs today face unprecedented challenges in what is sometimes called a VUCA world and must be agile in their responses. Whether navigating technological disruptions, economic shifts, or global crises, the ability to innovate and adapt is paramount. The last five years brought this into focus perhaps more than ever in recent history- with the COVID pandemic, the Russia-Ukraine war, and then the crisis in the Middle East, all challenging supply chains, disrupting businesses, and making organisations relook at how work gets done. Added to these geopolitical disruptions is the accompanying technological disruption caused by AI. Together, these have created a world where it’s not the smartest leader who thrives, but the one who is most adaptable and innovative.
King Ajatashatru of the Haryanka dynasty is an example of an ancient Indian Chakravartin. He expanded his kingdom and responded to changing threats by introducing new military tactics and technologies, like the covered chariot and catapult.
The Chakravartin concept is not just something that belongs in history textbooks; it exemplifies leadership ideas that are remarkably applicable to the contemporary business environment. CEOs today can learn from this antiquated model to demonstrate leadership that goes beyond the rights and benefits that come with status and authority to include certain principles and beliefs that transform a leader into a statesman and visionary.
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