The Leadership Conundrum

Topics: Psychology, Abraham Maslow, Maslow's hierarchy of needs Pages: 7 (1397 words) Published: November 20, 2014

The Leadership Conundrum
Submitted to: Prof. L Prasad
On 21/11/2014
In partial fulfillment of the requirements of GMITE-VIII
By - Chandra Neha Mishra- GMITE08-112

I. Evaluate Modi’s experience at the supervisory training program?

Mr Modi’s experience with the executive training program was at the most very vivid and astonishing, the questionnaire that he completed on the style of his leadership was measured on two dimensions, (task-orientation) and (people-orientation)

The results showed him to be high on task-orientation and low on people-orientation, he also recalled the most effective leader is one who is high on both dimensions.

This was a big surprise to him because he has always thought of himself as being pretty much people centered on the job, this session was of particular importance to him because of the problems he was having with his unit.

We can easily use the Blake and Mouton’s managerial grid and evaluate the leadership style of Mr. Modi, he falls in the category of (Maximum concern for production and Minimum concern for the people) This makes his leadership style that of an Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views

The supervisory training program convinced Mr. Modi that he needed to increase his people-oriented behavior in order to improve the performance of his team. He wanted to be high on both dimensions.

II. Why was his attempt to be more “people-oriented” a failure?

Mr. Modi’s leadership style was more authoritative rather than Participative, this brought about a negative impression amongst his sub-ordinates, he did realize this needs to change and he needs to emphasis and exercise people orientation and be more participative and open to his sub-ordinates, he tried being up close and personal to the Non-Performers like Laloo whereas he should have done this with each member of the group, He should have communicated with his staff members more often while dealing with a problem, he should have involved his subordinates while taking critical decisions, this would have brought in a sense of importance amongst each member in the group, they would have felt wanted and needed for the task in hand and would have worked that much harder to attain the end output.

Mr. Modi was reactive and not proactive in his leadership, he should have taken more initiatives for his members and should have brought in a healthy work environment, his reactive and channelized efforts of just being open and personal to just the Non-Performers got his undoing and post this even the ones who were performing well like Jaitly, their performance too dropped.

III. What changes in Modi’s leader behavior is needed to improve the performance of his unit?

Mr. Modi needs to understand that he is working with a big group and needs to have some effective planning in order to get his group together and produce results.

In my opinion he needs to broadly understand the processes involved in getting a large group to work together and produce results. I have classified them into three different processes.

Individual processes
Group processes
Organizational Processes

Individual Processes:-

A workplace is full of challenges where we have several different people with different personalities working together to...
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