Post on 07-Apr-2018
transcript
8/4/2019 Transformational Leadership Case Study
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Presented By:
Avantika Thapa- D 9
Ekta Jha- D 14
Ema Acharya- D 15
Shruti Mishra- D 40
Tamanna Sharma- D 48
Yukti Mittal- D 51
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This form of leadership is defined as an approach that
causes a well defined change in individuals and socialsystems.
It creates valuable and positive change in the followers .
Enhances the motivation, morale and performance offollowers through a variety of mechanisms.
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Protagonist: Shri B.K. (posted as Divisional Manager of Tanjore
Division of LIC, South Zone); before him being transferred,during, and post.
Problems before Shri B.K. wastransferred:
Low productivity of salespersonnel
Strong and militant trade union
Inter- group rivalries in manybranches
Indifferent Development
Officers
Actions implemented:
Implemented new software platformwithout the consent of the trade union.
Individual memos issued
Agents union source of funds cut
DOs put on notice
Training provided to DOs, and Agents.
Campaign to boost morales
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The Trade Union
The Zonal Managers (Old and New)
Marketing Manager
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Shri B.K. tried to be a democratic leader upon seeing thesituation at hand, but as the negotiations were notsuccessful he went forward with a more authoritativeapproach.
Even though this form of leadership derived him resultsin terms of business growth and profits, they were notlong-lasting.
He was therefore not successful a transformational leader,and was not able to transform the people around him orthe situation. As soon as he took leave the situationreturned to its original state.
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Whether the Division would have
reached the number of policies target
and if so how?
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It is understood from the profile of Shri B.K., who is theSDM, that he would not bend under pressure.
Despite having rheumatoid arthritis, he was willing to takeup the challenges.
For tactical reasons he stayed away from headquarters for 5days, on official tour.
He started a whirlwind tour of the Division addressing aseries of meetings each day.
He was present in every meeting in the zone, boosting themorale of his people, right from the Branch managers to allemployees.
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He talked of the huge market potential and how it was
necessary to en-cash the opportunity.
He had assured the Trade Union members that no further
actions shall take place if the work was allowed to flow.
His leadership helped in successful implementation of the
new software.
By October 2003 there was tangible difference in new
business performance and the Division rose to 5th rank on
premium growth among 12 Divisions of the Zone.
By December 2003, there was good improvement and the
Division reached 3rd rank in the Zone on new premium
growth.
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When the financial year closed, the Division achievedhighest rank in new business premium growth in theZone and 2nd highest in All India.
In Unit Linked business, No. 3 rank in volume of
premium All India and 2nd in the Zone.
Total new business premium income touched Rs. 90crores against a target of Rs. 88 crores.
In 2004-05, Division achieved splendid results as perthe corporate objective of premium growth.
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The Division was ranked 5th All India on premium growth,
2nd
highest in the Zone.
But, when Shri. B.K left, the system began disintegratingagain.
After returning from the illness, the position of theDivision was but in the number of policies, theachievement was only 62% of the annual budget of3,80,000 policies.
For that year, the emphasis was on reaching a number of
policies targets, as the Division and Zone were in acomfortable position to surpass the premium target.
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Whether the strategies and actions of
Shri. B.K., the SDM were correct
and how the situation could have
been handled differently?
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Yes, The strategies and actions taken by him were correct as :
He spoke to colleagues as well as union on same and mentioned that the
grievances would be heard and acted upon if necessary.
BMs were told to concentrate on key result areas, especially new business and
BMs were advised to create record against non-performing DOs.
Development Officers were put on notice, that they have to perform their
expected duties.
Slowly the impact of the agitation started whittling down and open methodslike dharna and demonstration, was completely stopped.
The Zonal Manager was happy with BK after the initial displeasure and
openly acknowledged the transformation taking place in Tanjore Division.
>> Hence, it could be said that his methods were correct.
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Whether the role of the Zonal
Manager was appropriate in this
case and if so why? If not, what he
should have actually done?
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The old Zonal Manager:
Before 2005, the old Zonal Manager was scared of the drastic measures that
BK was undertaking against the union but assuming that he did not have any
other method up his sleeve to control the union, he went along with Shri
B.K.s plan of action and asked him to complete the work that he hadundertaken.
When the new Zonal Manager was appointed he did not have much idea
about the functioning of the south zone. And was surprised by the drastic
measures that were being rolled out to the DOs.
He had been used to malpractices and did not think that such measures would
help.
In our opinion the method that he used after Shri BK took a sick leave was
not appropriate because he was not aware of the aggressive nature of the
union and their twisted ways to get their way.
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Easingthe pressure on the DOs just made them more aggressive andgave them the independence to do what they had always been doing
which is shown by the way the companys revenue fell down.
The Zonal Manager should have continued with the method that Shri
B.K. had been following because even though the zone was losing
employees; the other employees would have realized that following a
violent and aggressive method against the management would just costthem their jobs.
The Zonal Manager could have had a peaceful discussion with the DOsregarding the situation and should have told them that the companysprofit and reputation was at stake instead of favouring their methods.
Assuming that only an iron can cut an iron; in this situation only a
strong and aggressive upper hand could control the DOs since theywere equally strong headed and refused to listen to any reasoning.
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Why the Marketing Manager behaved
in the way he did and how the SDM
would have handled the situation to
minimise the negative impact?
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Marketing manager may have felt threatened/insecure as SDMs popularity wasgrowing in Zonal office.
SDM may not have taken MM into consultation or included him in business planning.
He may have felt threatened by SDMs knowledge/expertise.
Methods that could be adopted by SDM:
Transformational Leader helps his followers to look at old problems in new ways. He
could have conducted discussions/talks to understand the problem.
Workshops , awareness programs to sensitize employees about the org goals,
importance of working in teams to achieve those goals and help them see how these
goals are aligned with their individual goals.
Reward and Recognition program to reward high performers , special appreciation
awards for team players.