When I began the Laidlaw Scholars Leadership and Research Programme, I thought of leadership as the ability to develop big ideas and create change within communities. Over the course of the programme, however, my understanding of leadership became more complex. Through my research and my Leadership-in-Action experience, I learned that leadership is more about asking better questions, recognizing the limits of your own perspective, and being willing to change course when new experiences challenge what you thought you knew.
My Laidlaw experience began with research into the relationship between Cold War geopolitics, U.S. foreign policy, and higher education in India. My project examined U.S. investment and involvement in Indian institutions of higher education, particularly the development of the Indian Institutes of Technology, and explored the broader geopolitical motivations behind these relationships.
One of the most important lessons I learned through research was the value of intellectual curiosity. My original research questions evolved as I encountered new sources and relationships that complicated my initial assumptions. I learned that research is not simply a process of finding evidence to support an idea. Meaningful research requires allowing evidence to change your understanding of the question itself. As I studied the relationships between the United States and India during the Cold War, I became more aware that international development and educational cooperation cannot always be understood at face value. U.S. involvement in Indian higher education was connected not only to ideas about development and scientific advancement, but also to broader geopolitical interests and diplomatic relationships. This research helped me develop a more global mindset. It challenged me to think beyond national boundaries and recognize that decisions made by governments in one part of the world can have consequences far beyond their immediate context.
At the same time, research taught me humility. Studying global issues requires recognizing that no individual can fully understand every historical context or perspective. It requires asking whose voices are represented in the historical record and whose experiences may be absent. I learned that curiosity must be accompanied by a willingness to acknowledge uncertainty and reconsider my assumptions.
My Leadership-in-Action experience at the Binational Institute of Human Development (BIHD) brought these lessons into a completely different setting. Where my research focused on governments, institutions, and international systems, my work at BIHD focused on individuals navigating those systems. BIHD works directly with immigrant communities, providing immigration and legal support while helping clients address challenges that often extend beyond their legal cases.
During my internship, I learned more about immigration processes and policy and had the opportunity to observe immigration court proceedings. For the first time, I could see how systems and policies that I had previously encountered primarily through academic study affected individual lives. My experiences at BIHD reminded me that behind every policy debate are individuals whose opportunities, security, and futures can be shaped by decisions they have little power to influence.
My Leadership-in-Action Project also challenged my assumptions about what effective leadership looks like. I entered the placement with a detailed proposal to create a bilingual citizenship preparation programme. However, as I learned more about BIHD and the barriers facing its clients, I identified an opportunity to contribute in a different area. My project ultimately evolved into the development of a financial literacy and small-business support initiative for immigrant communities.
Changing direction became one of the most important leadership decisions I made during the programme. I had initially understood adaptability as the ability to overcome obstacles while continuing toward a predetermined goal. Through this experience, I learned that adaptability can also mean recognizing when the goal itself needs to change. Changing course required me to acknowledge that I did not fully understand the organization's needs before entering the placement. It required me to listen more carefully to those around me and recognize that changing my approach was not necessarily a failure to complete my original project, but an opportunity to create something more relevant.
Throughout both experiences, I also developed a stronger understanding of character and ethical leadership. I learned that judgment matters not only when making major decisions but also in determining how to approach unfamiliar communities and experiences. Ethical leadership requires humility: recognizing when you are a learner rather than an expert, considering the consequences of your actions, and understanding that good intentions alone do not guarantee good outcomes.
The Laidlaw Programme has also changed how I understand my responsibilities as a global citizen. I previously associated global citizenship primarily with understanding international issues and engaging with people from different backgrounds. I now understand it as a responsibility to recognize how interconnected systems shape people's lives and to remain aware of my own position within those systems. As I move toward a career in law and public policy, I want to remain ambitious while being willing to revise my assumptions. I want to continue asking difficult questions while recognizing that I will never have a complete understanding of every issue I encounter. Most importantly, I want to lead ethically by approaching communities with humility, considering the human consequences of decisions, and creating space for the perspectives and expertise of others.
