LHPT IndivAss (Brahma Parameeta)

FREEDOM FROM CASTEISM: RIGHT TO EDUCATION 1
AARAKSHAN – A Movie Review
FREEDOM FROM CASTEISM: RIGHT TO EDUCATION
Achievable by a Visionary Educationist
Parameeta Brahma
MSM ID: 40040659
Department: MME-EPS (Management & Engineering in Electrical Power Systems)
Student of RWTH Aachen University & Maastricht School of Management, Netherlands
Assignment Submission for LHPT Course of MSM by Professor Philippe Leliaert
Contact: parameetabrahma9@gmail.com (+4917667348699)

Abstract
This paper is about Leadership qualities of the principal of a University as depicted in the
Indian movie “AARAKSHAN” (meaning “Reservation”). It highlights the character, Prabhakar,
the principal who brings evolutionary change in the education system. The principal’s vision &
mission are shown to be aligned with the need of the society. The paper enlightens the
importance of the principal’s family, friends, colleagues & students who were his powerful
weapons at every hurdle he faced. It also shows the bad impact of the corrupted leaders in the
education system. It analyses the leadership traits of the principal through different leadership
theories & models.
Keywords: Leadership, followership, principal

Table of Contents
1. Abstract ..................................................................................................................................... 2
1.1. Prabhakar’s Vision............................................................................................................. 5
2. Administrative Role .................................................................................................................. 6
2.1. Policy Maker to encounter possible corruption in the system ........................................... 6
2.2. Remedial measures taken not just by suggestion but also by action ................................. 7
3. Leadership Analysis .................................................................................................................. 7
4. Transformational Leadership .................................................................................................. 10
5. Follower-Leader Relationship ................................................................................................ 11
6. Team Development Model ..................................................................................................... 13
7. Toxic Leadership .................................................................................................................... 14
7.1. Prof. Mithilesh Singh ....................................................................................................... 14
7.2. Ministers & University Trustee members........................................................................ 14
8. Prabhakar’s Personality Assessment – using Myer’s Brigg Indicator .................................... 15
9. Discussion ............................................................................................................................... 18
9.1. Summary of Prabhakar’s Leadership Characteristics ...................................................... 18
10. References ............................................................................................................................... 20

FREEDOM FROM CASTEISM: RIGHT TO EDUCATION
Aarakshan movie is based upon reservation of seats as sanctioned by India's Supreme
Court in education system including medical & engineering colleges based upon castes.
Casteism has been a black mark in India's history & has divided the society into a higher
& lower stratum. This has affected education in the country & results in a wide gap between the
rich & the poor. In the movie, Principal Prabhakar tries to bridge this gap by providing a
common platform from where the low & high cast students would be able to take off to build
carriers of their own. This film also shows how the corrupted political leaders are exploiting the
caste system for their own benefits.
The movie evolves around
Dr. Prabhakar Anand (enacted by
renowned Bollywood actor, Amitabh
Bachchan) who is the principal of a
highly esteemed private college,
STM. One of his favorite students,
Deepak Kumar who belongs to lower
caste is his strict follower & he is in
love with his daughter, Poorbi. Both
Deepak & Poorbi’s best friend is

Figure 1: Most important characters of the movie : Principal (center),
Prof. Mithilesh (right upper corner), Poorbi (left upper corner),
Susanth Seth who belongs to the so Susanth (lower left corner), Deepak (lower right corner)
[Source: (Murtaza Ali, 2011)]
called upper caste.
The leadership role of the Principal in bringing revolutionary changes in the education
system has been studied further in details.

Prabhakar’s Vision
He stated in the movie “In this country, there are 2
Indias which means there are two faces of India, one highly
developed & the other suffering from extreme poverty &
illiteracy. The principal believed that India’s biggest strength
to grow is by imparting a fair education to its next generation.
Unfortunately Indian government has failed to implement
efficiently free education even for the underprivileged ones.

Figure 2: Symbolizing qualities of a
Principal [Source: (gstatic)]
But he with his tremendous determination & will power started
a free teaching center with just 125 students in a sub-urban area. Initially he taught the secondary
school students of poorer sections of the society. He made them capable to walk with the world
& proved that these candidates did not need any further extra reservation to compete with other
candidates from privileged & richer communities. Children from such families started securing
best ranks & scores by merit. This was just the first phase of success towards his vision.
Administrative Role
Principal is the university’s CEO, who works as the
head & holds the highest position in the organization.
In the movie it’s shown that the Supreme Court
announced a drastic increase of caste reservation from 27% to
50%. This created havoc amongst the upper caste students &
parents & created suspicion that the STM College would admit
Figure 3: Actor Amitabh Bachchan in
based upon the new court order. Thus students thought that Administrative Role as the Principal of
STM college
[Source: (Bollyspice, 2011)]
their fate & career were in the hands of STM administrators.
Prof. Prabhakar was encountered by the Indian media to give his opinion regarding this.
He expressed neutral feeling towards the decision & said that he had other solutions to handle the
education system so that all students were provided the same platform to start with. He wanted to
make it a fair stage where talent could be assessed equally after everyone avails the same chance
in life, i.e. he wanted to rectify the root cause of the issue. His motive was to improve the quality
of primary education in village & sub-urban areas.
Policy Maker to encounter possible corruption in the system
He was strongly against the private coaching centers that run their business in the name
of education. His institute made rules that objects & prohibits his own professors to earn money
in such coaching centers. But there always exist corrupted people who will break these fair rules.
Prof Mithilesh Singh was one of these corrupted ambitious personalities who opened private
coaching institutes to attract all rich parents as he promised best results by his quick test papers
with answer sheets. Such centers use students’ parents for earning lakhs of rupees & just enable
their students memorize subjects to score in the board or entrance exams without proper
understanding of the subject which degrades the quality of education. Such teachers ignore &
miss lectures in the university, thus forcing the students to depend upon their coaching centers, &
thus become richer day by day.
Remedial measures taken not just by suggestion but also by action
Such is the situation where the coaching centers are utilizing & pressurizing parents to
send their children for better results. They exploit education for business where investments are
done without any return or guarantee. Prabhakar expected & pleaded Indian government to
sanction funds for imparting free education but for years together the government ignored this
need. But Prof Prabhakar sabotaged such coaching institutions by taking leadership roles in
providing free education to all those students who attended these private centers. Alone none can
change a society. People, who respected him & had similar beliefs & values, helped him to
construct the free teaching center. This helped him in the long run to attract other students from
all communities.
Leadership Analysis
Prabhakar’s leadership style can be
grouped within “Organizational and national
cultural impact due to the leadership”. Following
are different types of analysis regarding his
leadership styles:
Instructional leadership: Prabhakar
stressed that as a principal his first and foremost
commitment is to teach and learn. As an academic Figure 4: Instructional Leadership [Source:

(Baldanza, 2018)]
leader, he makes strategies on helping his students
at all levels. He ensured that the curriculum committee must help the weak, the average as well
as the best. He emphasized that all students must be given chance to show their true potential.
Following are the incidents which depicted his traits as an Instructional Leader:
 Selected best staff who can impart best education in STM
 Believed in “knowledge & sharing” methodology, thus encouraged training of teachers
where they interact & learn from each other.
 Properly mentored & monitored the events of the institute & interfered only when it was
a necessity. Thus when he observed Prof. Mithilesh’s insincerity & disobedient attitude
towards class teaching, Prabhakar immediately suspended him.
Situational leadership: From Figure 5,
it’s observed that Prabhakar followed an all-
encompassing coaching style as he possessed a
highly Directive & Supportive behavior towards
his team members. Prabhakar adopted a more
autocratic leadership style during the initial
stage of building the new free education center.
He felt the need of his daughter in teaching
students but knew that in his mission, he would
need much stronger & powerful staff. He had
rusticated Susanth & Deepak in the past due to a
fight between them regarding caste reservation.
But these students in their journey of life

Figure 5: Situational Leadership style
[Source: (Todorov, 2017)]
realized the importance of Prabhakar’s values &
beliefs & came back to ask his forgiveness. But as the professor refused to accept them in his
free coaching center, they took special initiative to teach students of the slum areas for free. But
as he is a situational leader & reacts as per the situation, he observed the efforts taken by his
students to help him to achieve the noble cause. He finally accepted them as part of his teaching
committee.
Distributing leadership: He delegated important & crucial academic responsibilities to
Susanth, Deepak & Poorbi. He knew that empowering responsibility to individuals increased the
quality of the group. This is very essential for team development where each member knows his
own value for the organization & puts his best foot forward.
Invitational leadership: It’s a type of leadership where the leader values inter-
relationships between his sub-ordinates. (Stoll and Fink, 1996) Prabhakar is a leader that reflects
dimensions of such type of leadership. He always encouraged his low-paid menial staff to teach
their children & tried to provide funds for educating them.
People-centered leadership: He often made charity, donated & proved to be a social
worker in various situations. He was respected by every honest member & worker of STM
University as he had a caring attitude towards everyone. Even he tried to help his friend’s family
by standing guarantee for his son’s business.

Transformational Leadership
He is observed to be a Transformational leader as
described below:
II: Idealized Influence - Prabhakar was a scholar & a role
model in STM institute. He was an honest & a sincere
man who followed Vivekananda's philosophies. He was
an ideal father, husband, professor & a friend. His wife &
daughter were always proud of him. His students followed

Figure 6: Four I’s of Transformation
his principles in their life. Leadership
[Source: (Pramod Chandrayan, 2017)]
IM: Inspirational Motivation - His strategy and methods
to change the education system was absolutely perfect & inspiration for all educationist in the
nation. He is the reason behind an evolutionary change in the education system.
These above two characteristics make a leader truly charismatic and powerful.
IC: Individualized Consideration (Empathy) - He was genuinely concerned about the feelings of
his other team members. He considered the need of his sub-ordinates & tried to fulfill them if
found reasonable especially when finance was needed for education of their children. This
personal attention to each member helped to bring about their best efforts from everyone around.
IS: Intellectual Stimulation - He had the strong charisma & capability to stir optimistic feeling
within everyone. He constantly motivated every student he taught to give their best performance.
For instance, he got up at three o'clock in the morning for his students to encourage them &
boost their confidence before their final exams.

Follower-Leader Relationship
Prabhakar managed to maintain all types of relations including student-teacher, manager-
worker, father-daughter & husband-wife relations. From Figure 7, four types of followers have
been categorized. These followers were the key of his success. They were part of every change in
transforming the entire education culture. In Prabhakar’s mission, many followers were involved
in every step such as depicted below:
Conformist followers:
Deepak, Susanth & his own daughter
were the most significant part of his
teaching staff for his free tuition
classes. They were highly involved in
this mission.
Alienated followers: Even his
colleagues who idealized the similar Figure 7: Followership-leadership model

[Source: (Gibbons & Bryant, 2012)]
principles always stood beside him.
But they were less involved & slightly critical in the journey of victory, thus has been classified
among the alienated follower.
Passive followers: The students who had financial issues, he funded & gave references
for their higher education if needed, they later on became police officers, bank managers, they
were biggest supporters & helped him to tackle the evil doers in legal & financial issues. They
were indirectly involved in the struggle but their role was very significant & crucial, thus proved
to be passive followers.
Effective followers: The poor sweepers, carpenters & other workers of the college whose
children he taught in free were the biggest helpers during this time. They provided him space,
collected poor children from different areas for making his center bigger & NGOs helped him to
construct buildings for the cause. He was funded by different organizations that believed in his
vision & supported his cause whole heartedly. Therefore they can be considered as the effective
followers.
Team Development Model
From Tuckman’s model,
Prabhakar’s team development
model can be described in
phases: In Forming Phase of
Prabhakar’s team, his wife and
daughter only continuously
supported him. Other people
who could be a part of this noble

Figure 8: Tuckman’s model of Team Development
[Source: (Gwyn & Bruce, 2018)]
cause of free education were not
aware of his steps & mission. In Storming Phase, Susanth & Deepak realized their principal’s
weightage in their journey of life & started helping him indirectly by conducting free tuitions in
the nearby places. In Norming Phase, his colleagues & few ex-students started helping him by
being a part of the teaching staffs or for funding. In Performing Phase, Prabhakar accepted
Susanth & Deepak in his own team & made them his most important teaching committee
members. All the students who went to Mithilesh coaching center joined Prabhakar’s center &
realized the better quality of education. The success of the students in their exams was the
biggest proof that Prabhakar’s strategy had no pitfalls & could lead towards the best output for
which the nation is awaiting. In Adjourning Phase, the team started gathering support from every
section of the society. Mithilesh’s goal was to destroy his dream but due to Prabhakar’s strong
team & community support, Mithilesh’s attempts were smashed. Prabhakar’s vision of
equalizing the standard & opportunity of every child of the nation became realistic through
construction of the remedial center of STM by the STM founder.

Toxic Leadership
India ranks very high in the list of corrupted nations due to few corrupted national leaders
who destroy the well-being of the society. This type of leadership is observed by few characters
in the movie as described below. This leadership style is
self-destructive and eventually corporately harmful as
they destroy organizational structures. This can also be
linked with a number of dysfunctional leadership styles.
(Wikipedia, 2018)
Prof. Mithilesh Singh

Figure 9: Traits of a Toxic Leader
He possessed toxic leadership traits as shown in [Source: (Wikia)]
Figure 9. He was a corrupted man & was not fit to be a teacher. He considered education as
business. Though he was a professor of STM College & earned good salary, he went against the
STM rules which stated that it’s illegal if professors were associated with any other private
teaching centers. Yet he owned a private coaching center & continued with his business. He is
callous about his responsibilities in STM but is involved for most of his time in his business
center. He boasted that “This is shining India; here rich people are ready to pay a high price for
higher education”. Prof. Prabhakar suspected this illegal act & warned him that he might be
suspended. But such incorrigible personalities like Mithilesh are never alone. There were other
corrupted leaders who were powerful & they supported his cause.
Ministers & University Trustee members
They too possessed the similar traits of a Toxic leader. They all were playing filthy
politics with the principal to spoil his noble vision. They were against him as principal’s strategy
was killing their education business slowly from every angle & every perspective.
Prabhakar’s Personality Assessment – using Myer’s Brigg Indicator
It’s observed from the movie
that Dr. Prabhakar is ESTJ type. He
tends to be an implementer as well as a
supervisor as depicted in Figure 10.
From the chart it’s indicating that
Prabhakar acts as an administrator.
Strength: His character is
personified & justified by his
profession. He is well organized,
punctual & disciplined. People with
such traits have no difficulty in
delegating responsibilities, thus he

Figure 10: 16 Types of Myers Brigg’s indicators are classified into 4
assigned his colleague, daughter, major types depending upon the person’s nature as affiliative or
pragmatic [Source: (Jon Warner, 2015) ]
obedient students to teach topics in his
free school. His projects are result driven i.e. he never paused in his own mission & rather
shattered the business minded people’s motives. Finally free remedial center was opened inside
the institute by the STM founder. ESTJs follow traditional methods to reach their goals.
Similarly, Prabhakar too followed Gandhi’s principles with Vivekananda’s ideologies & fought
against the opponents using the most powerful weapon, non-violence movement. He believed
this method as world’s largest democratic nation, India achieved independence from the
Britishers with the same method. His principles were strong & he was confident that if he is
right, he couldn’t be affected by any evil in his path. He was always direct & honest regarding
the university administration. Like ESTJs, he possessed the important quality of patience which
allowed him to reach the end point of an almost impossible target. He loves challenges &
therefore overcomes all unpredictable situations, thus even when his house was snatched away
by his enemy, he took help of his tea-maker to provide him space to start his free tuition center in
an unexpected area. In any abrupt situation he has the will power to cross the most difficult
hurdles such as controversies which were published against him in the newspapers, which was
one of the methods used by the opposition group to spoil his reputation in the society.
Weakness: ESTJ’s are rigid with their strategies & principles. Dr. Prabhakar’s
daughter’s boyfriend Deepak was rusticated from the university as he misbehaved. Her daughter
never complaint in that situation, but she started losing all her friends because her family’s
reputation was at stake. At times, it’s observed he is a strict father where he didn’t even gave a
single grace mark to his own daughter which could have helped her to get a medical seat. These
incidents shows, he valued his principles more than his feelings.
Figure 11: Different relationships of Prabhakar depicted such as a father, husband, teacher & an administrator
Figure 12: Leadership Qualities of Prabhakar shows his Transformational Leadership traits
Discussion
Summary of Prabhakar’s Leadership Characteristics
As seen in Figure 12 & Figure 13, different
leadership traits has been assessed & found. The
principal possessed slightly Pluralistic Green
Culture as he broke old structures of casteism.
His approaches of self-management in the
critical scenario of his life indicate that he
followed Teal Organizational Culture.

Figure 13: Analysis of manager, leader & relationship with
(Enterprise et al., 2014) He has more Transformational leader
[Source: (JACLYNROQ, 2012)]
managerial traits than leadership traits. (Gosling
& Mintzberg, 2003) He is well-organized & prepared for any adverse situation. He reinvented
the traditional structure in the education system & shook the entire political system similar to
Haier’s new spin cycle where he builds new models & platforms for co-creation & winning
together. (Ruimin, 2015) He was a philanthropist & gave his house as a guarantee to help his
friend’s family to start their business. Unfortunately this family betrayed him just for money &
his house was snatched away from him. In this case it’s observed that he might not have given
attention to details when he was signing legal documents. He transformed himself from an
individualist to a strategist as he had the capacity to innovate & successfully transform the
organization culture. (Torbert & Rooke, 2005) But his decision to resign from the institute when
he was asked to go against his principles was not a wise decision. His resignation proved to be a
disaster for the entire community as the administration went into wrong hands. He took such a
decision to avoid further conflicts but later it was seen that without the right authorities & heads,
STM got messed up due to Mithilesh. Prabhakar’s commitment & self-confidence with strong
team development were the main reasons behind such a revolution in the education system. Prof.
Mithilesh’s referred to Prabhakar as Null Personality (In the movie his dialogue indicating this
was “You were a zero, you are a zero, and you'll always remain a zero”). (Prakash Jha,
2011[Time:- 1:50:45; 2:30:05]) Dr. Prabhakar replied this man in the end that “Thanks for
referring me as a zero, but you must not forget the power of zero, if you try to multiply anything
with zero, that itself becomes a zero. Even the discovery of this significant zero number was also
done by a famous Indian mathematician”. He justified that “Action speaks louder than words” &
proved that in society teachers would be valued forever & education can never be put up for sale.
Figure 14: United we stand& grow, divided we face evil factors like poverty & corruption
[Source: (Permalink, 2013)]
References
Baldanza, M. (2018). Baldanza’s Model of 21st Century Instructional Leadership. Retrieved
January 4, 2019, from https://justaskpublications.com/just-ask-resource-center/e-
newsletters/professionalpractices/baldanzas-model-of-21st-century-instructional-leadership/
Bollyspice. (2011). “Aarakshan is a must see film!” – Amitabh Bachchan | BollySpice.com –
The latest movies, interviews in Bollywood. Retrieved January 1, 2019, from
https://bollyspice.com/aarakshan-is-a-must-see-film-amitabh-bachchan/
Enterprise, A., Guide, T. E., Coaching, L., Enterprise, A. A., Wesley, A.-, Organizations, R., …
Publishers, N. P. (2014). Four Value Cultures.
Gibbons, A., & Bryant, D. (2012). Followership: the forgotten part of doctors’ leadership. BMJ,
345, e6715. https://doi.org/10.1136/bmj.e6715
Gosling, J., & Mintzberg, H. (2003). The five minds of a manager. Harvard Business Review,
81(11), 54–63, 137. https://doi.org/R0311C
gstatic. (n.d.). images (195×259). Retrieved December 29, 2018, from https://encrypted-
tbn0.gstatic.com/images?q=tbn:ANd9GcQdjgZWDK7lmSDLgN4fLFQUk4LnaDgng22Ga
NXv17i0M4osi86bEQ
Gwyn, W., & Bruce, M. (2018). Overview of team development stages. Retrieved January 4,
2019, from https://www.alchemyformanagers.co.uk/topics/r64ZCZGCF8evQ5Wf.html
JACLYNROQ. (2012). Old MacGregor had a theory…… | Leading Behind the LimeLight.
Retrieved January 4, 2019, from https://jaclynroqu.wordpress.com/2012/10/12/old-
macgregor-had-a-theory/
Jon Warner. (2015). Is Type and Temperament the Same? | ReadyToManage. Retrieved
December 29, 2018, from http://blog.readytomanage.com/is-type-and-temperament-the-

same/
Murtaza Ali. (2011). Aarakshan (2011): Prakash Jha’s Case Study on India’s Socio-Political
Setup - A Potpourri of Vestiges. Retrieved December 29, 2018, from
http://www.apotpourriofvestiges.com/2012/04/aarakshan-2011-prakash-jhas-case-
study.html
Permalink. (2013). Film Screening Room: Education Reservation (Aarakshan) - Falling in Love
with Bollywood. Retrieved December 29, 2018, from
https://www.fallinginlovewithbollywood.com/2014/01/film-screening-room-education-
reservation-aarakshan.html
Prakash Jha. (2011). Aarakshan - YouTube. Retrieved from
https://www.youtube.com/watch?v=s-mu9oxiFug
Pramod Chandrayan. (2017). To Be A Transformational Leader, You Don’t Always Need To Be
Innovative, You Just Need To Be…. Retrieved December 30, 2018, from
https://codeburst.io/to-be-a-transformational-leader-you-dont-always-need-to-be-
innovative-you-just-need-to-be-26d5f1cf6cf9
Ruimin, Z. (2015). Haier’s Rendanheyi 2.0. Global Peter Drucker Forum. Retrieved from
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Wikipedia. (2018). Toxic Leadership. Leadchangegroup.com. Retrieved from
http://leadchangegroup.com/toxic-leadership/
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FREEDOM FROM CASTEISM: RIGHT TO EDUCATION 1

AARAKSHAN – A Movie Review

FREEDOM FROM CASTEISM: RIGHT TO EDUCATION

Achievable by a Visionary Educationist

MSM ID: 40040659

Department: MME-EPS (Management & Engineering in Electrical Power Systems)

Student of RWTH Aachen University & Maastricht School of Management, Netherlands

Assignment Submission for LHPT Course of MSM by Professor Philippe Leliaert

Contact: parameetabrahma9@gmail.com (+4917667348699)

Indian movie “AARAKSHAN” (meaning “Reservation”). It highlights the character, Prabhakar,

theories & models.

Keywords: Leadership, followership, principal

1.1. Prabhakar’s Vision............................................................................................................. 5

2. Administrative Role .................................................................................................................. 6

2.1. Policy Maker to encounter possible corruption in the system ........................................... 6

3. Leadership Analysis .................................................................................................................. 7

4. Transformational Leadership .................................................................................................. 10

5. Follower-Leader Relationship ................................................................................................ 11

6. Team Development Model ..................................................................................................... 13

7. Toxic Leadership .................................................................................................................... 14

7.1. Prof. Mithilesh Singh ....................................................................................................... 14

7.2. Ministers & University Trustee members........................................................................ 14

8. Prabhakar’s Personality Assessment – using Myer’s Brigg Indicator .................................... 15

9.1. Summary of Prabhakar’s Leadership Characteristics ...................................................... 18

10. References ............................................................................................................................... 20

FREEDOM FROM CASTEISM: RIGHT TO EDUCATION

Aarakshan movie is based upon reservation of seats as sanctioned by India's Supreme

caste system for their own benefits.

The movie evolves around

Dr. Prabhakar Anand (enacted by

renowned Bollywood actor, Amitabh

Bachchan) who is the principal of a

highly esteemed private college,

STM. One of his favorite students,

Deepak Kumar who belongs to lower

caste is his strict follower & he is in

love with his daughter, Poorbi. Both

Deepak & Poorbi’s best friend is

system has been studied further in details.

He stated in the movie “In this country, there are 2

developed & the other suffering from extreme poverty &

illiteracy. The principal believed that India’s biggest strength

to grow is by imparting a fair education to its next generation.

Unfortunately Indian government has failed to implement

efficiently free education even for the underprivileged ones.

Principal is the university’s CEO, who works as the

head & holds the highest position in the organization.

In the movie it’s shown that the Supreme Court

announced a drastic increase of caste reservation from 27% to

of primary education in village & sub-urban areas.

Policy Maker to encounter possible corruption in the system

thus become richer day by day.

Remedial measures taken not just by suggestion but also by action

Prabhakar’s leadership style can be

grouped within “Organizational and national

cultural impact due to the leadership”. Following

are different types of analysis regarding his

Instructional leadership: Prabhakar

stressed that as a principal his first and foremost

commitment is to teach and learn. As an academic Figure 4: Instructional Leadership [Source:

 Selected best staff who can impart best education in STM

 Believed in “knowledge & sharing” methodology, thus encouraged training of teachers

where they interact & learn from each other.