A much-misunderstood leader

Satish Kumar Dogra

JAYALALITHAA is no more — and that brings to an end, not just an individual life, but a huge chapter in the history of Tamil Nadu. In her own way, she became an even bigger phenomenon than her mentor, MGR. She not only pushed the good samaritan role of her mentor to its outer limits with her Amma Canteens and numerous freebies, but also distinguished herself by multiple steps to promote the interests of women.

The popular image of Jayalalithaa would have her as an accused pleading innocent in a court of law, or as an imperious lady expecting others to be obsequious before her, or as someone who walked out of an interview with Karan Thapar in a huff. As someone who had had some occasion to see her from closer quarters, I beg to differ. She was much more than this caricatured image. 

There is an impression that "she was inaccessible". It would be more accurate to say that "she decided whom to accord access and when". The two are not identical. Being inaccessible would mean shutting out all access to oneself. But restricting access is a way of prioritising and optimising the utilisation of one's time and mental resources. Those who saw Jayalalithaa in flesh and blood knew that her so-called inaccessibility was not a sign of haughtiness. She was a very cultured person and would never treat someone disrespectfully. If she happened to pass through a corridor, she would respond to each salute and folding of hands by the bystanders. This was a rare quality. Restrictive access fitted with Jayalalithaa's general style of functioning where she neither practised nor encouraged casualness of approach in work. 

An order by Jayalalithaa was an order, and had to be implemented within a timeframe. Decisions were taken after due deliberation and after considering all aspects of an issue. But, once an order was passed, the bureaucrats could not let it lie on the shelves without peril to their postings. Meetings were planned in advance, with a well-defined agenda.  One had to go well prepared, usually with a crisp powerpoint presentation. Jayalalithaa was knowledgeable and systematic. In meetings you could not fumble or beat about the bush. She could often surprise you with a question that indicated that she had thoroughly familiarised herself with the subject before coming. An outstanding position among her party leaders ensured that her party functionaries were scared of interfering with the work of administration, especially the maintenance of public order. Not that there were no representations, but if you explained the legal position, the politician would not try to push hard. The maintenance of public order was a top priority with Jayalalithaa. If any information travelled to her of a member of the party was interfering with the maintenance of law and order, it spelt doom for him. On certain occasions, she had to take tough decisions in the interest of law and order, although these had the potential of making her unpopular with some sections. Maintenance of law and order was not something she would compromise with. She had a phenomenal memory, and you could not escape with different tales to her on different occasions, even if there was a gap of months. Jayalalithaa was a perfectionist. At the time of the presentation of departmental demand during the budget session, the heads of the departments would prepare the demand note, giving a brief account of the activities and achievements of the department as well as proposals for the future. Knowing her nature, one would take precaution to give repeated readings to the text and edit the errors. Yet her sharp eye would catch a mistake or two and she would correct them with a pencil before the note was sent for printing. On November 11, 2011, as the Additional Director-General of Police in charge of prisons, I presented to her a set of proposals for reforms in the administration of the prison department in Tamil Nadu. Among other proposals, I suggested that the feeding charges for the wardens be enhanced from Rs 12.5 to Rs 25 per day.  She reacted, “What is Rs 25 these days? You can't even buy four idlis with that money! Make it Rs 100.” It is this welfare orientation that endeared her to the employees as well as the common public and won her the genuinely affectionate title of Amma — the caring mother. Those who fault Jayalalithaa for being "inaccessible" or "haughty", should understand that a leadership style should be assessed for what it achieves and not in terms of how far it fits the definitions framed by academics. A great leader cultivates her individual style from her observations of what the followers expect from her. Jayalalithaa's followers wanted a leader who would deliver, even if she was less easily accessible, than a leader whom you could meet on the roadside, but who won't be effective.  Jayalalithaa was a rare combination of intelligence, courage, humanity, firmness and mass appeal.  In 2004, 94 students were burnt alive in a school fire in Kumbakonam. When Jayalalithaa visited the scene, one could see tears welling up in her eyes. The iron lady had the tender heart of a mother. 

The writer is a retired Director-General of Police, Tamil Nadu.