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Rural leadership in the context of India's modernization

By: Material type: TextTextPublication details: New Delhi; Vikas Pub.; 1978Description: 151pISBN:
  • 070690611X
Subject(s): DDC classification:
  • 307.72 SAR
Summary: In this study of rural leadership in Bihar, the author has explored the extent to which changes in the economic, political and social conditions in a modernizing society result in corresponding changes in the attitudes and values of rural leadership. Data on the leadership patterns in sixteen representative villages have been analyzed in terms of the conflict between tradition and modernity in rural India. The author has divided his sample into "pro-change" leaders and others, the former being measured with the help of four scales. Bihar has often been described as a backward state because of the traditional values upheld by its people. The author contradicts this theory by his findings, thereby offering an illuminating illustration of the common sense used by the rural people in tackling contem porary issues.
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Item type Current library Call number Status Date due Barcode Item holds
Books Books Gandhi Smriti Library 307.72 SAR (Browse shelf(Opens below)) Available 7471
Total holds: 0

In this study of rural leadership in Bihar, the author has explored the extent to which changes in the economic, political and social conditions in a modernizing society result in corresponding changes in the attitudes and values of rural leadership.

Data on the leadership patterns in sixteen representative villages have been analyzed in terms of the conflict between tradition and modernity in rural India. The author has divided his sample into "pro-change" leaders and others, the former being measured with the help of four scales.

Bihar has often been described as a backward state because of the traditional values upheld by its people. The author contradicts this theory by his findings, thereby offering an illuminating illustration of the common sense used by the rural people in tackling contem porary issues.

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