WHU Otto Beisheim School of Management

"Case Report – Leadership Challenge"

Professor:

Dr. Pisitta Vongswasdi

Authors:

Samarth Garg

Vallendar, 07.03.2023
Problem Statement:
Last year, as a recent college graduate, my first job as an operations associate at Yulu, an E-

mobility company, was both challenging and exciting. The company was preparing to launch

a new concept of EV Battery Charging Stations, similar to traditional gas stations, but

exclusively for electric bikes. The aim was to launch 100 charging stations across Bangalore

and divide the city into eight clusters. The Koramangala cluster was one of these eight

clusters. I was immediately tasked with managing the operations of the southeastern part of

Bangalore, Koramangala cluster, which included two warehouses and eight EV battery

charging stations. My task was to ensure the smooth operation of these charging stations and

warehouses. My main responsibility was to oversee the end-to-end operations of the cluster,

which included managing a team of around 50+ blue-collar workers such as bike technicians,

battery specialists, station commanders, and battery swappers. As a cluster head, my role

encompassed a wide range of responsibilities, from managing inventory and maintaining

quality control to ensuring the smooth functioning of charging stations and warehouses. In

order to ensure operational efficiency and customer satisfaction, I closely monitored key

performance indicators such as service levels and the overall health of the charging stations.

However, as I dove deeper into my role, I quickly realized that managing the workforce

would prove to be one of the biggest challenges.

Being a young and inexperienced manager, gaining the respect and trust of the blue-collar

workers who had been with the company for several years was a daunting task. My team

consisted of 50 blue-collar workers, each with different roles and responsibilities. Whether it

was the bike technician tasked with repairing faulty bikes, the commander tasked with

replacing faulty and discharged bikes with new ones, or the battery swapper tasked with

replacing discharged batteries with charged ones, it was imperative that each team member

performed their duties with precision and punctuality.

However, managing blue-collar workers posed several challenges, such as ensuring they

follow processes, reach their duty regularly and on time, and behave well with customers.

With many of these workers being uneducated, it was challenging to ensure they followed

protocol, which sometimes led to inefficiencies that had a ripple effect on operations. There

were times when the outflow of repaired bikes from the warehouse was disrupted or the

launch of certain charging stations was delayed due to issues in managing the workforce. To

further complicate matters, I found inconsistencies in the training and development of blue-

collar workers across different teams, leading to inconsistencies in the quality of work. It was

essential to work closely with the training and development department to ensure the

workforce was adequately trained and developed to perform their roles efficiently.

As a cluster head, I faced numerous challenges in effectively managing a blue-collar

workforce in an innovative company. Unfortunately, my lack of experience in working with

such workers and my failure in workforce leadership led to operational inefficiencies that

caused an incompetent representation of my role in front of the operations head team. As a

result, I found myself feeling burned out and struggling to find effective solutions to the

problems that arose. Therefore, I had to find a way to effectively manage the blue-collar

workforce and overcome the challenges that come with it. I had to strike a balance between

maintaining quality control and ensuring that all the charging stations and warehouses are

fully operational. Furthermore, I needed to learn how to gain the respect and trust of my blue-

collar workers and maintain a positive work culture to avoid burnout and maintain employee

satisfaction

The problem statement is: How can I effectively manage a blue-collar workforce in a

company while ensuring operational efficiency and balancing employee satisfaction with

objectives to minimize disruptions and increase productivity?

Problem Diagnosis:

To effectively manage a blue-collar workforce, there are several theories and frameworks that

a leader can apply. These theories and frameworks can provide insights into effective

leadership practices and techniques that can enhance employee engagement and productivity,

while also promoting a positive work culture. Some of these theories and frameworks include

transformational leadership, situational leadership, authentic leadership, and the job

characteristics theory. By understanding and applying these theories and frameworks, a leader

can develop a solution to effectively manage a blue-collar workforce in an innovative

company.

Situational Leadership Theory (SLT) is a widely accepted leadership model that offers a

practical approach to understanding and leading different individuals and groups. Developed

by Dr. Paul Hersey and Ken Blanchard in the late 1960s, SLT proposes that leaders should

adjust their leadership styles to match the level of development or readiness of their followers

or subordinates (Blanchard & Hersey, 1996). SLT suggests that effective leaders should be

able to identify the developmental stage of their followers and adjust their leadership style

accordingly to ensure optimal performance and motivation. In this approach, leadership is not

viewed as a one-size-fits-all approach but rather as a dynamic process that involves a leader's

ability to adapt to the situation and the needs of their followers. This theory has been

extensively studied and applied in various fields, including business, education, healthcare,

and government (Graeff, 1983). In my case, managing a blue-collar workforce with varying

levels of education and training requires a flexible leadership approach that takes into account

the unique needs and abilities of each worker. The Situational Leadership Theory suggests

that the leader should assess the readiness level of each worker and adapt their leadership

style accordingly. For example, a worker who is new to the job may require more direction

and guidance, while a more experienced worker may benefit from a more hands-off approach
that allows them to take ownership of their work. By matching the leadership style to the

readiness level of each worker, you can help ensure that they are working to their full

potential and that operations run smoothly (Hersey & Blanchard, 1969).

Authentic Leadership has emerged as a dynamic and vital aspect of leadership in today's

constantly evolving world. The approach emphasizes the significance of integrity,

transparency, and ethical conduct, making it a crucial subject of interest in organizational

research and practice. (Gardner et al., 2005) It involves leading with honesty and self-

awareness. However, a simplistic understanding of what it means to be an authentic leader

can limit one's growth and impact. In my case, as a polite and calm person, I realized that to

effectively manage blue-collar workers in India, I need to adopt a more robust, directive, and

commanding leadership style. This is where authentic leadership can be applied. As pointed

out in countless books and by advisers, authentic leadership involves stretching the limits of

whom we are by doing new things that make us uncomfortable but that teach us through

direct experience whom we want to become. Therefore, to be an effective leader in my current

role, I need to embrace authenticity as a process of learning and changing who I am through

experience. By doing so, I can develop the confidence and assertiveness needed to lead a

blue-collar workforce effectively. (The Authenticity Paradox, 2014)

In conclusion, managing a blue-collar workforce can be challenging, especially when one

lacks experience in the field. Applying Situational Leadership Theory can provide a

framework for effectively managing a diverse and uneducated workforce, by identifying the

right leadership style based on the individual's development level. Additionally, incorporating

Authentic Leadership principles, such as self-awareness and adaptability, can enable leaders

to connect with their workers on a more personal level, build trust, and create a positive work

culture. By leveraging both theories, leaders can minimize disruptions and increase

productivity in their operations, leading to a more efficient and effective workforce.

References

Blanchard, K. H., & Hersey, P. (1996). Great ideas revisited. Training & Development,
50(1), 42–48.
https://go.gale.com/ps/i.do?p=AONE&sw=w&issn=10559760&v=2.1&it=r&id=GALE
%7CA18063278&sid=googleScholar&linkaccess=fulltext
Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). “Can you
see the real me?” A self-based model of authentic leader and follower development. The
Leadership Quarterly, 16(3), 343–372. https://doi.org/10.1016/J.LEAQUA.2005.03.003
Graeff, C. L. (1983). The Situational Leadership Theory: A Critical View1.
Https://Doi.Org/10.5465/Amr.1983.4284738, 8(2), 285–291.
https://doi.org/10.5465/AMR.1983.4284738
Hersey, P., & Blanchard, K. H. (1969). Management of Organizational Behavior.
Https://Doi.Org/10.5465/Amj.1969.19201155, 12(4), 526–526.
https://doi.org/10.5465/AMJ.1969.19201155
Ibarra, H. (2015). The authenticity paradox. Harvard Business Review, 93(1/2), 53-59.

Note:
Dear Professor
Allow me to express my apology for not incorporating any references, quotes, or data in my
problem statement. As a former cluster head at my previous company, I aimed to draw on my
first-hand leadership experience to personalize and strengthen my problem statement. I
encountered difficulties in my role as a leader, prompting me to strive for a more personalized
and tangible approach to leadership. To validate my problem statement, I would have
preferred to substantiate it with relevant data, such as the warehouse flow data of my cluster
in Koramangala. Regrettably, I am unable to access this information as I am no longer
employed in that capacity. I am happy to share some relevant links of the company to give a
better illustration.
https://www.yulu.bike/
https://www.yulu.bike/blogposts/max-network-leading-a-new-ev-revolution-in-india/
https://ats.careers.yulu.bike/#!/job-view/operations-associate-bangalore-2023022217244440
Yours Sincerely
Samarth Garg