This shift is particularly evident in the Indian context. Historically, leadership in Indian organizations was deeply influenced by hierarchical structures, relational networks, and a long-term orientation, where authority was concentrated at the top and leadership effectiveness was closely tied to stability and continuity. However, the liberalisation of the Indian economy in 1991 marked a critical inflection point. Exposure to global competition compelled organizations to rethink traditional approaches and develop new capabilities in strategy, innovation, and leadership. Firms gradually transitioned from reliance on external expertise toward building internal leadership pipelines and more structured management systems.