Historically, India has suffered from acute shortage of electricity. The power generation and distribution was done by either Public sector (owned by Government of India - GOI) companies or the State Electricity Boards (SEBs) of respective states creating their monopoly. In 2003, GOI brought power reforms in power sector through the enactment of ''The Electricity ACT 2003''. As a result, in the state of Gujarat, the Gujarat Electricity Board, (SEB) was unbundled into seven companies. Thus power sector no longer remained in monopoly. This was done to provide uninterruptible, adequate, clean and green power. This book studies the impact of reforms on power sector companies in Gujarat. It observes that independent power producers, private players and market have started expanding. The monopoly of SEBs has reached to oligopoly state. To convert the power sector company in perfect competition efficient strategic leadership is required. The book, having assessed different potential resources, derives a resultant model for growth of power sector, its new stakeholder''s position on map, characteristic of strategic leader and legal and technological implications of the Electricity Act 2003.