It is likely that if asked about their role in bringing about social change, many entrepreneurs are likely to respond at least in private by saying they pay their taxes and expect the government to look after the welfare of the have nots. Even when a term like "Corporate Social Responsibility" is bandied about, what is usually experienced is that such initiatives only serve to further the business interests of the enterprise rather than focusing on any kind of enduring social change. A large steel or gas plant may showcase its developmental initiatives in the communities that live in and around its manufacturing facilities, but it also derives the workforce to man its operations from the same set of people. At best we can grace this phenomenon as a quid pro quo gesture. On a recent visit to Pittsburgh my hosts told me about ghost communities that sprang up in the city because of many of the steel plants closing down in the seventies as it was cheaper to outsource manufacturing to developing economies. India is likely to follow the same pattern despite all the lip service that goes in the name of social responsibility by manufacturing organizations.

Vijay Nair tells us that apart from being a leader, an entrepreneur also needs to be an able Manager.