Can organisations develop leaders? What factors or processes contribute to leader development? Are there some common features or processes in the development of leaders? Are leaders born or made? Do successful leaders show early signs of leadership? What are the thought processes of leaders and how do they differ from those of non-leaders? These are some of the questions that Prof. Ishwar Dayal raised before undertaking a study of what contributes to the making of a leader. The study consists of three different phases. The first phase discusses how top-level executives identify a leader. The second consisted of a questionnaire sent to seventy successful leaders drawn from a standard Who’s Who, requesting them to identify two most effective leaders and give reasons for their choice. The third consists of in-depth interviews with twentysix leaders identified on the basis of the criteria developed by content analysis of the questionnaire responses. By following this strategy, the researcher bias in the definition of a leader was avoided. The sample also brought out the concept of an effective leader in India. The findings of the study are reported in this book. The concept of a leader in India differs in certain special respects from the one prevailing in the West. The leader effectiveness in India is seen in terms of creating assets, while in the West the emphasis is on people development. The study also analyses the processors that contribute to leader development. It suggests a possible strategy for leader development in organisations, and a plan of action.