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The word “sustainability” is discussed in several ways since MDGs and SDGs have gained business attention. Sustainability is not just about something’s durability; it also looks at how to advance development projects without endangering the development of others nearby, both now and in the future (Fink, 2000). It is a drive that weaves together the different facets, including the social, economic, and environmental. World Economic Forum’s has emphasised the need for responsive and responsible leadership. It is in this context, the paper focuses on studying the transformational shift in the role and responsibility of leaders in demonstrating responsible leadership and discusses the ‘Locust and Honeybee Leadership styles’.

Literature portrays that responsible leaders are recognized by their qualities, competency and skills. One such model is “Locust and Honeybee Leadership,” where the two leadership styles are contrasted. The paper attempts to discuss the varied contexts of these leadership styles and attempts to draw a matrix on the commonalities of both set in an Indian context. A leader should always have openness of thought and integrity.

Value systems are important for a leader. The major challenge is developing globally responsible leaders and managers who can perform effectively under these conditions of enormous challenge, as they are chronically pushed beyond their capabilities into unexpected roles and unfamiliar domains. Situations compel leaders to make decisions, yet the styles determine the way the decisions are taken. The paper is unique as it discusses the commonalities and contrasting perspectives of the “Locust and Honeybee Leadership.”

The paper is limited to a small number of respondents and is set in Indian context.

To the best of the authors’ knowledge, the paper is an original piece of work and expresses thoughts of the authors on establishing a sustainable leadership model.

Capacity of a business to deal with the political and economic climate of a region or a nation depends on its financial strength. This ability to influence often remains undisclosed and is put to practice as and when required. The Enron project in India has been able to influence different state governments of Maharashtra, but the details of negotiation have never been made public. The marketing, production and labour departments of an industry often take care of the demands of the international customer and the industry, and are often not viewed as components of corporate social responsibility (CSR). Growth of civil society organisations has led to increasing democratisation in the marginalised and impoverished communities creating local responses to the grand meta-narratives. Yet nation state needs to evolve a new role for itself in this fast changing world. A stable nation providing good governance is thus a basic requirement for developing countries in their attempt to safe guard rights and interests of their poor and marginalised people.

Based on a survey, this paper seeks to confirm that Indian corporates are already working on the guideline of the Global Compact.

The approach is theoretical with ample scope for application.

It is found that there should be a realisation that the real CSR leadership is not just putting one's own house in order, but advocating the right conditions to reward responsible practice.

A disadvantage is the paucity of literature for the survey.

The paper succeeds in confirming that Indian corporates are already working on the guideline of the Global Compact, because the Indian ethos and religious values teach these doctrines from a socio‐religious aspect.

This paper sets out to explore the trends of social responsibility of the corporate sector in India.

The methodology being followed in the paper is exploratory in nature as data are scanty. An analysis has been done on an overall score drawn from a structured questionnaire being administered.

Trends in socially responsible initiatives are both positive and crucial in nature in India.

The vastness of the corporate activities in a big country like India, on the one hand, and the scanty data availability, on the other, lead to issues being restricted in some sectors.

This research has a tremendous effect on society with respect to the CSR approach being conceived, adopted and initiated by UN Global Compact.

The paper has touched on the cutting‐edge research initiatives in the field of CSR.

China and India, increasingly referred to as the world's emerging giants among emerging economies, represent the second and fourth largest economies in the world, respectively. This paper seeks to provide a comparative assessment of these two countries on selected measures on economic growth and social development.

The paper's approach is a discussion, providing a brief introduction to the approach taken by India and China in pursuing economic growth and social welfare measures. The discussion then focuses on the relationship between economic liberalization and social development against a backdrop of relevant concepts and arguments from the literature. Comparative profiles of India and China on select dimensions using data from World Economic Indicators and other sources are provided.

The paper finds that it is clear that there are areas where India can learn from China and vice versa.

The paper illustrates that these two countries offer a potentially rich and useful canvas for exploring the social implications of free market capitalism.

Corporate Social Responsibility (CSR) has been in practice in India even before it was mandated by the Companies Act, 2013. While the objectives of CSR varied from philanthropy, being socially responsible to improving the corporate image, the relationship between financial performance and CSR has not been established. Also only a few companies are aligning their CSR activities with their corporate goals. This chapter builds a framework for integrating business with its CSR activities. The first part of the chapter describes how the concept of CSR evolved over years in general and specifically in India. It also discusses the current status of CSR in India. The second part of the chapter uses a well-known CSR model of e-Choupal to build a framework to integrate CSR with business.

The establishment and nurturing of Micro Small and Medium Enterprises (MSMEs) is a resourceful input leading to the rapid development of economic and social prospects. MSMEs could be the steroid which the Indian economy needs at this moment. As global competitiveness rises, the concept of Corporate Social Responsibility (CSR) is proposed as an impressive strategy to rejuvenate MSME operations and competitiveness. The outcomes of CSR activities can help to a greater extent in improving the survival rate of MSMEs and may offer great opportunities for business competitiveness, locally and globally. It helps in creating and developing the entrepreneurial foundation of the nation by supporting enterprises through supply of raw materials and a range of components required for production. Sustainable entrepreneurship is incomplete and inequitable without being given a standing ovation of the small and medium enterprises as engines of inclusive growth and development.

The prime aim of this chapter is to examine the strategies of CSR in MSMEs and its impact on the cexpansion of these sectors. The chapter also purports that CSR activities are not only contributing to large businesses but also creating evidence in enrichment of the competitiveness of MSMEs.