When Satish Dhawan taught APJ Abdul Kalam how to be a good leader

Dhawan's actions that day were not just about protecting his team; they were a powerful demonstration of leadership.

In Short

• Satish Dhawan showed how technology can be built in India, by Indians
• He had supreme confidence in the ability of Indian engineers
• He was considered the father of experimental fluid dynamics research in India

In the annals of Indian space history, a crucial lesson in leadership unfolded in 1979, when the first attempt to launch the Satellite Launch Vehicle-3 (SLV-3) ended in failure.

The satellite, instead of soaring into space, plunged into the Bay of Bengal. The mission's failure was a deeply disheartening moment for the team at the Indian Space Research Organisation (Isro), led by former president of India APJ Abdul Kalam, the project director at the time.

However, what followed in the aftermath became a defining moment for Kalam and the culture of leadership at Isro.

Satish Dhawan, then Chairman of Isro, stood tall in the face of public scrutiny.

During the post-launch press conference, Dhawan did something remarkable: he took full responsibility for the failure. Rather than allow his team, including Kalam, to face the brunt of the criticism, he shielded them, saying he had full confidence in their abilities and that they would succeed in the future.

This act of accountability and grace under pressure left an indelible mark on Abdul Kalam.

Dhawan's actions that day were not just about protecting his team; they were a powerful demonstration of leadership.

By taking ownership of the failure, Dhawan fostered an atmosphere of trust and confidence, encouraging his team to continue pushing forward despite the setback. For Kalam, it was a transformative experience, one he would often recount throughout his life as a lesson in humility, integrity, and leadership.

A year later, when Isro successfully launched the SLV-3 with the Rohini satellite, Dhawan once again demonstrated exemplary leadership—but in a different way. Instead of stepping into the spotlight to celebrate the success, he chose to remain in the background. This time, Dhawan asked Kalam to address the media and share the accomplishment with the world.

By allowing his team to bask in the success, Dhawan emphasized that triumphs belonged to the collective, not just the individual.

This contrast in how Dhawan handled failure and success became a cornerstone of Isro’s organisational culture. It also shaped Abdul Kalam’s leadership philosophy, which emphasised humility, accountability, and the importance of empowering others.

Dhawan's legacy is not only one of scientific achievement but of ethical leadership, a lesson that continues to inspire future generations of leaders across disciplines.