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The purpose of this article is to provide an interview with Professor M.S. Rao.

The interview is conducted by an independent interviewer.

Professor M.S. Rao is a leadership development practitioner with over 30 years' experience. He has written 16 books, including Secrets of Your Leadership Success – The 11 Indispensable E's of a Leader, and Smart Leadership: Lessons for Leaders. In his book Soft Leadership: Make Others Feel More Important, Professor Rao advances his model for soft leadership, blending characteristics of soft skills training with traditional leadership theory. This approach is endorsed by management guru David Ulrich, who provided the foreword for the book. Professor Rao also maintains two popular blogs, http://profmsr.blogspot.com (Where Knowledge is Wealth) and http://professormsraoguru.blogspot.com (Knowledge Grows When Shared).

The paper provides useful information from a leading figure regarding soft leadership.

The purpose of this paper is to achieve sanctimonious status to the soft skills discipline. It explores soft skills in global organizations and educational institutions.

This paper explains the significance of soft skills and the methods to acquire these. It differentiates between soft and hard skills with examples and illustrations. It draws a blueprint to offer soft skills program. It unveils expository strategy, guided strategy and active strategy for teaching and training soft skills.

The finding of this study reminds that the world is shifting from knowledge economy to self-knowledge economy and of the importance of soft skills with the advent of artificial intelligence. It enlightens that a judicious blend of hard and soft skills is essential for achieving professional and leadership success. It implores not only to build hard skills but also mind soft skills. It concludes that soft skills are essential for everyone from janitors to chief executives to achieve the desired outcomes.

This paper explains from the academic and organizational perspectives only.

This methodology can be applied in any industry and in any size of organization globally.

The social implications of this research suggest that educational institutions and global organizations can adopt these methods and strategies to impart and improve soft skills.

This research explores tools and techniques to measure soft skills. It encourages experiential learning to impart soft skills. It coins an innovative evaluation tool – Meka’s five-level model – to measure soft skills training. It outlines a few sample questions to measure soft skills training. It crafts course curriculum for soft skills. It unveils a list of soft skills essential for leaders.

The purpose of this paper is to offer innovative tools and techniques to ensure employee engagement.

The paper outlines the reasons for employee disengagement and enlightens the advantages of employee engagement for both employees and organizations. It unfolds several research findings on employee engagement and illustrates with the examples of global companies including Cummins, DHL Express, Southwest Airlines, Google, and Virgin.

It concludes that employee engagement is a two-way street.

The tools and techniques adopted by leaders can be applied in any industry and in any size of organization.

The social implications of this research suggest that leaders can ensure employee engagement by following these innovative tools and techniques.

It implores both employers and employees to take ownership of their roles and responsibilities to achieve organizational excellence and effectiveness.

The purpose of this paper is to debunk myths about soft leadership.

The paper distinguishes soft leadership from other leadership styles.

It calls for companies exploring this new leadership perspective to achieve organizational excellence and effectiveness; and countries to achieve peace and prosperity.

This new leadership perspective can be adopted by leaders for companies and countries.

The social implications of this research suggests that leaders can improve employees’ performance and productivity by treating them as partners.

It defines and explains soft leadership with four OB models. It unfolds that it is the age of partnership, not followership. It unveils that employees prefer to work in an egalitarian set up. They appreciate leaders with an integrative, participative, collaborative, and relationship-oriented leadership mindset.

The purpose of this research paper is to explore soft leadership to achieve organizational excellence and effectiveness.

The paper elaborates with 11 Cs that constitute soft leadership – character, charisma, conscience, conviction, courage, communication, compassion, commitment, consistency, consideration and contribution. It differentiates between hard and soft leadership.

It concludes that exploring soft leadership helps greatly for the leaders to satisfy all stakeholders to achieve organizational excellence and effectiveness.

It unfolds that soft leadership can work for any company and country regardless of its size or budget.

The social implications of this research suggests that stakeholders of both profits and nonprofits must reap the rewards of soft leadership.

It emphasizes that soft leadership creates a resourceful environment to enhance employee engagement to achieve organizational productivity and performance.

The purpose of this paper is to offer tools and techniques to boost the eloquence of your body language in public speaking.

The paper explains the importance of body language to influence and inspire others. It offers tools while speaking on microphone. It outlines the importance of body language.

It concludes that if you can invite the attention of your audience members and win their minds and hearts, you can grow as an accomplished orator.

The tools and techniques adopted by speakers can be applied in any industry and in any size of organization.

The social implications of this research suggest that speakers and presenters can deliver their presentations successfully by following these dos and don’ts in body language.

It unveils the importance of mirroring your body language in public speaking. It implores to take feedback to improve your public speaking skills. It reminds that presenting a positive body language to your audience members conveys a message that you are strong in your content.

The purpose of this paper is to help CEOs understand the capabilities and mechanisms that they need to adopt today to build successful organizations in the future.

It illustrates with examples of global companies including Blockbuster, Nokia, Kodak and Sears that failed to embrace change while Google, Amazon, Apple and Facebook succeeded in reinventing. It draws a blueprint for CEOs to build organizations in the future.

It implores to plan for multiple and emerging visions of the future using a scenario approach. It concludes that CEOs must predict the future, embrace change and adopt innovative tools and techniques to lead the organizations in the future.

These tools and techniques can be applied by chief executives in any industry and any size of the organization.

The social implications of this research suggest that the chief executives must adopt these tools and techniques to build the organizations of the future.

It explores organizational network analysis, encourages a focused differentiation strategy and emphasizes differentiated skill-focused structures. It advises integrated efforts from all stakeholders including the organization, employees, human resources and chief executives to reinvent and build organizations of the future.

The purpose of this research paper is to address the current challenges in HR and offer innovative tools and techniques to craft a modern HR philosophy.

It illustrates with examples of global companies, including Google, LinkedIn, Twitter, FedEx Corporation, Mayo Clinic, Rolls-Royce, Shell, Ford, Boston Consulting Group, Nissan, and Cadbury, that are noted for innovative HR practices.

It concludes that global organizations and senior leaders must address the current HR challenges and adopt innovative tools and techniques to stay relevant and competent in the present global dynamic business environment to achieve organizational excellence and effectiveness.

The tools and techniques adopted to achieve a modern HR philosophy can be applied in any industry and in any size of organization.

The social implications of this research suggest that HR leaders can achieve organizational excellence and effectiveness by adopting these innovative tools and techniques.

It advises placing more emphasis on leadership than on leaders because leaders are mortal, whereas leadership is immortal. It explains the role of HR leaders and CEOs in crafting a modern HR philosophy.