NAMES- Stuti Mathur

BATCH- 2020-2023
BBA- EI
CA-2: Leadership skills – Home Assignment
URN NO- 2020-B-03062002
Questions:
Q1 Who is your favourite leader and why? Do you think you are a leader?
Explain when your leadership skills?
A1

Despite appearing unexpectedly, crises tend to follow a clear

pattern of three phases:
1) Respond (beginning of the pandemic)
Look into the current issue and act

 Economy: More than 73.5 lakh full-time-equivalent jobs, most belonging to

women and youth, were lost in 2020, and the global GDP declined by 7.3%
 Healthcare: COVID-19 has highlighted hurdles in almost every element of the
healthcare value chain, including supply chains, preventative medicine, primary care
and in-patient treatment facilities.
 Education: India has been one of the hardest-hit countries by COVID-19. Beyond
the staggering impact on human life, COVID-19 has greatly disrupted access to
education in India, with 247 million primary and secondary school students out of
school.
 Corporate: Administrative business shutdowns, quarantines and restrictions on
mobility and social contact had brought large parts of our economies almost to a
standstill, Nevertheless, financial commitments with respect to suppliers, employees,
lenders and investors remained, depleting liquidity buffers of firms.
 Trust in government: The Indian government has performed inefficiently in its
attempts to confront COVID-19 related issues, seen in its approach to vaccine exports
and its decision to hold election rallies amid rising infections. On the one hand, trust
in government is shaky in India due to policy oversights and, on the other, people are
highly dependent on the public provision of vaccines.
2) Recover (During and present situation)
Learn and emerge stronger

 Economy: India’s GDP at current prices stood at Rs. 51.23 lakh crore (US$ 694.93
billion) in the first quarter of FY22, as per the provisional estimates of gross domestic
product for the first quarter of 2021-22. According to data from the Department of
Economic Affairs, foreign exchange reserves in India reached US$ 633.5 billion mark.
 Healthcare: As of August 11, 2021, >52 crore COVID-19 vaccine doses have been
administered across the country. The healthcare market can increase three-fold to Rs.
8.6 trillion (US$ 133.44 billion) by 2022. In Budget 2021, India’s public expenditure
on healthcare stood at 1.2% as a percentage of the GDP.
 Education: India has also become the second largest market for E-learning after
the US. The sector is expected to reach US$ 1.96 billion by 2021, with about 9.6
million users from US$ 247 million and around 1.6 users in 2016.
 Corporate: India has more than 400 million households, with more than 160
million households in urban areas. India’s IT and business services sector is expected
to reach US$ 14.3 billion with 8% growth.
 Trust in government: Government of India is taking all necessary steps to
ensure that we are prepared well to face the challenge and threat posed by the
growing pandemic of COVID-19 the Corona Virus. As the pandemic has entered it’s
last stage(hopefully), we are moving towards getting back to normal.

According to the situation at hand I would take up a mixture of few leadership styles
including:
 Bureaucratic Style- relies on a clear chain of command, strict regulations and
conformation.
 Transactional Style- relies on rewards and punishments to achieve optimal
job performance from his/her subordinates.
 Transformational Style- Leader encourages, inspires and motivates employees
to innovate and create, change that will help grow and shape the future
success of the company.
 Situational Leadership- Way of adopting/ adjusting one’s management
style to adopt to each situation or task, and the needs of the team.
 Coaching Style- One characterized by collaboration, support and guidance.
Focused on bringing out the best in their teams by guiding them through
goals and obstacles.

With Situational leadership being the dominant style and taking some
features from the rest.

WHY:

 Looking at the issues and the solutions by far, and as During the pandemic,
the previous managerial and operational structure of the Corporate Sector
proved to be deficient.
 This leadership mix would allow employees to work at their full potential.
 Flexibility= leader paying close attention to the changing needs of the team,
task, and organization and adjusts their leadership style as needed to bring
out the best in team members and ensure successful outcomes.
 Active listening= In order to identify what is going on and accurately
diagnose and provide what team members need, a situational leader must
constantly leverage their active listening skills and seek to understand.
 Clear direction= Situational leaders must be effective at providing the level
of support and direction team members require.
 Quick achievement of short- term goals= leaders would make decisions
quickly and usually with minimal consultation. Additionally, close staff
monitoring means that mistakes are spotted early and addressed so that they
don’t have a ripple effect on the organization.
Q2 Propose the leadership style that will be appropriate for the corporate sector
after the pandemic and why? Elaborate
A2 The world after COVID-19 is unlikely to return to the world that was. Many trends
already underway in the global economy are being accelerated by the impact of the
pandemic.
3) Thrive (After?)
Prepare for the “next normal”
Covid-19 disruptions have changed the managerial paradigm for modern
organizations. Managers need to sync their leadership and business strategy with the
disruptions.
Managers will increasingly lead hybrid teams (online and offline) with people
working remotely from different locations. This will require new leadership
approaches and styles that effectively support individuals to achieve/exceed
organisational goals.

Team leaders should focus their relaunch in some key areas.

o Identify what new habits or norms have emerged over the last
15 months that are serving you well: Look for ways in which the
team has improved how they function or established new ways of
working together while they worked remotely. Perhaps they have
eliminated certain unnecessary meetings or they’ve introduced more
elements of fun that are keeping people engaged. Rather than just going
back to “the way we used to do things,” incorporate these new habits and
norms directly into how you’ll work together when you’re back in the
office with one another.
o Identify what old practices you don’t need anymore : It can be
easy to fall back on what you know. But before you bring your teams back
to the office, consider whether there were any old practices that no
longer serve the team well. Perhaps there are meetings that can be
eliminated or certain tasks that are no longer useful.
 o Communicate any new or changing practices or norms : Once
you’ve taken stock of how you want the team to work together differently,
make sure you make these new norms and practices explicit to the team.
Take some time to discuss what things will look like and how you’ll work
together going forward.

In the beginning of the pandemic, government actions caused the

corporate sector to bifurcate into categories deemed “essential” (grocery,
personal health, and household) and “nonessential” (fashion,
entertainment, and travel). Companies needed to provide greater trust
and transparency while rapidly accelerating their digital commerce
agendas. These changes shaped consumer expectations and behaviours,
many of which will endure after the pandemic is over.
The pandemic has accelerated a trend that has been unfolding over the last decade.
As the world has grown more digital and complex, the range of decisions that leaders
need to make has broadened, spanning from big picture strategic thinking to careful
execution, to advancing technology roadmaps and upskilling and engaging employees.

According to the situation at hand I would take up the same mixture of leadership
styles:

 Bureaucratic Style
 Transactional Style
 Transformational Style
 Situational Leadership
 Coaching Style

With Situational leadership being the dominant style and taking some features from the rest.

WHY:

 In order for leaders to properly manage for results rather than attendance or work
schedules, they need to clearly communicate expectations and desired outcomes to
their team. By also laying out the potential roadblocks or obstacles that could come
into play and accounting for the time it will take to move through those, leaders
start moving towards a much more trusting and remote-friendly style of leadership.
 There is still a high degree of uncertainty around how the post-COVID world of work
will look. Hybrid work models seem to be emerging as a popular option for many
companies, and this would see employees working at an office 2 or 3 days a week
and working remotely the rest of the time.
 The way offices are used will probably change as organizations settle back into a
regular routine, with collaborative workspaces taking priority over designated office
space for individuals. The use of advanced technology is set to become the norm
throughout organizations as on-site employees and remote workers collaborate and
communicate at a growing rate.