Remembering an organizer par excellence: Madhav Sadashivrao Golwalkar

Time of India

2 days ago

Among various leaders who have spearheaded mass organisations in India, Madhav Sadashivrao Golwalkar, also known as Guruji Golwalkar, is distinctly remembered for his organisational prowess and credited for his exemplary leadership. During his tenure as the Sarsanghchalak, the RSS managed to overcome multiple existential challenges, achieved unprecedented expansion in Shakhas and the grassroots network, and successfully established multiple new organisations.
Dr Hedgewar Spotted Guruji's Organisational Prowess.
Guruji's organisational prowess was spotted by Dr Hedgewar himself. Both met each other in 1932, and later that year itself, Dr Hedgewar invited Guruji as one of the Chief Guests for the Vijayadashmi celebrations in Nagpur. Guruji was merely 26 years old at that time. It is obvious that something about him must have stood out for Dr Hedgewar that he decided to invite him as the Chief Guest in Nagpur.
A few years later, in February 1939, Dr Hedgewar conducted a ten-day-long Chintan at Sindi, near Nagpur, to discuss the organisational structure and procedures of the RSS.
Apart from his colleagues, Appaji Joshi ji and Nanasaheb Talatule ji, the meeting was attended by a select group of young Karyakartas, including Guruji. An article in Appaji Joshi ji's memoirs mentions an informal conversation between him and Dr Hedgewar. The latter had asked what if they were to nominate Madhavrao Golwalkar as the next Sarsanghchalak. To this, Appaji had replied, 'Excellent'.
Guruji and Sangh's Organisational Culture
The Sangh's steady expansion and success in mobilising and training Karyakartas have been attributed to its robust organisational structure. Various practices in the Sangh's organisational culture were either initiated or strengthened by Guruji. Over the years, these practices were actively adopted by innumerable Pracharaks and Karyakartas.
The Sangh practice of staying with Karyakarta families during Pravaas started with Guruji, who embedded it as a systematic arrangement.
Guruji travelled across the country for organisational expansion and spent considerable time with Karyakartas. He once said, 'The train is my home', as he used to travel so regularly. During visits to various states for Sangh activities, he would never stay in a hotel or a Dharamshala. He would only stay with workers or office bearers.
Over the decades, this practice has played a pivotal role in strengthening the organisation as it enabled Pracharaks to directly engage with Swayamsevaks and their families, understand their concerns, and motivate them to actively undertake organisational work.
Moreover, during his visits, Guruji used to actively interact with Karyakartas and their families across the country.
Usually, he would meet parents and well-wishers of Karyakartas together, followed by one-to-one meetings. Apart from official work, he would utilise these interactions for understanding local traditions, cultures and languages.
Encouraging full-timers
Guruji used to consistently advise that the success of organisational work was contingent on own resources and efforts rather than others.
In 1941-1942, there was an acute need for young Karyakartas to expand organisational activities and fulfil the growing demand for Sangh activities. Guruji urged young Swayamsevaks: 'We need Pracharaks…we need Pracharaks'. He emphasised that, 'Karyakartas don't fall from heaven. For this, we will have to make efforts ourselves and create Karyakartas from amongst ourselves. We will have to walk the path of duty with firm resolve and austerity by giving up all thoughts about our personal lives…the mission before us is enormous with very little time in hand…..Let us close all the doors of our personal lives and take a pledge to put in concerted effort. Let us become Sanyasis for one year.'
Efforts led by him bore fruit, and innumerable young Karyakartas beyond Nagpur volunteered to dedicate themselves full-time to the organisational work of the RSS.
Leadership in tumultuous times
A hallmark of Guruji's organisational leadership was leadership by example. During the ban on the RSS, he was arrested and initially kept in the Sivni jail in Maharashtra. Subsequently, he was moved to the Baitul jail, which was considered to be similar to Cellular jail in Andaman and usually meant for dangerous prisoners rather than political prisoners. Despite the horrible conditions of the Baitul jail, Guruji maintained his policy under arrest: 'no demands, no complaints'. His consistency had a positive effect on the cadre and motivated them in testing times.
The ban on the RSS was lifted at midnight on July 11, 1949, and Guruji was released from the Baitul prison on July 13. He immediately started Pravaas for organisational work. In addresses to Swayamsevaks across the country over the next couple of months, Guruji encouraged them to focus on organisational activities rather than ruing over government actions.
On July 24, Guruji addressed Swayamsevaks at the Parshuram Mahavidyalaya. He clearly stated, 'What had to happen has happened, but there is no need to swell with pride'. He appreciated Swayamsevaks for maintaining due conduct during the Satyagraha, not breaking any rules, and avoiding confrontation with the government.
Guruji's qualities as a leader focused on the growth of the organisation is evident in the fact that he did not demonstrate any kind of vengeance against the government. He said, 'This is our government, why should we oppose it? Why should we have animosity towards it?' He added, 'It is true that there are differences between the government and us, but is there any place where there are no differences? There are differences even within families.'
In August 1949, Guruji received a rousing welcome from Swayamsevaks when he visited Delhi. In his speech, Guruji thanked supporters, re-emphasised the Sangh's objectives and encouraged them to continue their work. He said, 'Obstacles come up on the path of renaissance of Bharatiyataa, and that too from our own people. But, against whom should we show our anger? People who desire to destroy this national life force may express anger any number of times, but one who has envisioned this grand national personality, he cannot be angry.'
His words of encouragement for Swayamsevaks were: 'We shall move ahead in this job of human-building and move ahead towards progress of Bharatvarsh, looking at various problems from cultural perspectives in accordance with their wishes and feelings, and build a well-organised power-house for the nation.'
Growth of the Sangh Parivar
Guruji played an instrumental role in the founding of various Sangh Parivar organisations. It is helpful to recall some initial interactions between Guruji and Pracharak Dattopant Thengadi ji that culminated in the formation of the Bharatiya Mazdoor Sangh. In 1950, Thengadi ji received an invitation from the President of INTUC, the Congress-affiliated trade union, PY Deshpande, to work for their organisation.
Guruji asked him to join the organisation and advised, 'Follow the discipline of the organisation you are going to work.' Thengadi ji's rich experience led to the founding of the Bharatiya Mazdoor Sangh in 1955. A unique aspect of the BMS has been the commemoration of Vishwakarma Jayanti as Bharatiya Shramik Divas. This was based on Guruji's advice, as Thengadi ji had once asked him whether there is an honoured day for labour in Bharatiya tradition. Guruji had mentioned Vishwakarma Jayanti in response to this query.
Similarly, Guruji played a crucial role in the entire process that culminated in the formation of Vanvasi Kalyan Ashram and Vishwa Hindu Parishad, from initial conversations to formal foundation.
Apart from mentoring the establishment of new Sangh organisations, Guruji also motivated them to remain independent and self-sufficient.
This is evident in his conversation with Balasaheb Deshpande, who played a key role in founding the Vanvasi Kalyan Ashram. In 1958, the Madhya Pradesh government denied a grant to Vanvasi Kalyan Ashram after initial approval. Deshpande was clearly told that it was due to their association with the Jana Sangh. When Guruji heard about this matter, he clearly advised that such organisations should be self-reliant and conduct all activities with people's cooperation instead of dependence on government funds.
Conclusion
In this light, Guruji was more than a person leading an organisation. He was a builder of movements, individuals, and institutions. Through discipline, vision, and quiet determination, he inspired Karyakartas to devote themselves to national awakening. His legacy as an organiser par excellence lives on in every dedicated Karyakarta and every institution that he helped create.
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Views expressed above are the author's own.