FULL RANGE LEADERSHIP MODE(Transaction-Transformational)

The Full Range Leadership Model (FRLM) is a leadership theory that

categorizes leadership behaviors into three main styles: transformational,
transactional, and laissez-faire. Let's analyze the content of the document
"Doglapan-32-50.pdf" with respect to the Full Range Leadership Model:
1. Transformational Leadership: The document provides instances that
align with transformational leadership. The author describes their
admiration for Uday, the top boss at Kotak, and his reputation in the
investment banking circuit. Uday's ability to inspire and motivate his
employees, as well as his understated lifestyle, reflects transformational
leadership qualities. Additionally, the author's success in closing the
Anchor Electricals deal and being recognized as the "tough deal guy"
showcases their own transformational leadership traits, as they
motivated and inspired their team to achieve outstanding results.
2. Transactional Leadership: While not explicitly mentioned, there are
elements in the document that can be associated with transactional
leadership. The author mentions their boss, Vikas, giving them leeway to
be stationed at the Anchor Electricals office to see the deal through. This
indicates a transactional approach, where clear goals and expectations
were set, and a reward or incentive was provided to motivate
performance.
3. Laissez-Faire Leadership: The document does not explicitly illustrate
instances of laissez-faire leadership. However, there are brief mentions
of the author being given autonomy and leeway in their work, such as
being stationed at the Anchor Electricals office. This could suggest a
level of autonomy and freedom in decision-making, which aligns with a
laissez-faire leadership style.
It's important to note that the document is a personal narrative and does not
explicitly discuss or analyze leadership styles or behaviors. The analysis of the
Full Range Leadership Model is based on interpreting the actions, behaviors,
and characteristics described in the narrative and mapping them to the
corresponding leadership styles.
Please keep in mind that this analysis is subjective and based solely on the
information provided in the document. A comprehensive understanding of
leadership styles would require a deeper exploration of leadership behaviors,
actions, and their impact on followers.

SCHEIN'S FRAMEWORK

MINTZBERG MANAGERIAL ROLE

Analyzing the document with respect to Mintzberg's Managerial Roles, we can

identify several roles that the author may have portrayed. Mintzberg proposed
ten managerial roles that can be categorized into three main categories:
interpersonal, informational, and decisional roles. Here's an analysis based on
the information provided:
1. Interpersonal Roles:
a. Figurehead: The author mentions being a part of the mergers and
acquisitions team at Kotak and working closely with Atul Bhai, indicating
a role as a representative or figurehead for the team.
b. Leader: The author's involvement in the Anchor Electricals deal and
their recognition as the "tough deal guy" signifies a leadership role,
guiding and motivating their team to achieve success.
2. Informational Roles:
a. Monitor: The author mentions being stationed at the Anchor
Electricals office and involved in the sale transaction, indicating a role in
monitoring and gathering information about the deal and the company.
b. Disseminator: The author shares their experiences and insights gained
from working on the Anchor Electricals deal, disseminating information
to their team and potentially other stakeholders.
3. Decisional Roles:
a. Entrepreneur: The author's involvement in the mergers and
acquisitions team and their contribution to closing the Anchor Electricals
deal demonstrates an entrepreneurial role, seeking out opportunities
and taking risks to achieve desired outcomes.
b. Negotiator: The author mentions being a part of the mergers and
 acquisitions team, which involves negotiating deals and transactions.
Their role in closing the Anchor Electricals deal likely required
negotiation skills.
It's important to note that the document is a personal narrative and does not
explicitly discuss or analyze the author's managerial roles. The analysis of
Mintzberg's Managerial Roles is based on interpreting the actions,
responsibilities, and positions described in the narrative and mapping them to
the corresponding roles.

SITUATIONAL LEADERSHIP THEORIES

Analyzing the document with respect to situational leadership theories, we can

identify instances that align with the core principles of this leadership
approach. Situational leadership theory suggests that effective leadership
depends on adapting one's style to suit the specific needs of the situation and
the individuals involved. Here's an analysis based on the information provided:
1. Adaptive Leadership Style: The author's experiences in different
situations at Kotak and during the Anchor Electricals deal indicate an
adaptive leadership style. They mention working closely with Atul Bhai,
one of the founders' sons, during the transaction. This suggests that
they adjusted their leadership style to match the needs and expectations
of Atul Bhai and the circumstances surrounding the deal. This
adaptability demonstrates an understanding of situational leadership.
2. Flexibility in Leadership Approach: The author's description of their work
at Kotak and the mergers and acquisitions team implies the need for
flexibility in leadership. They likely had to adjust their leadership style
depending on the specific project, team dynamics, and client
requirements. This ability to flexibly adapt their leadership approach
aligns with the situational leadership theory's emphasis on adjusting to
the needs of the situation.
3. Tailoring Leadership Behaviors: The author's involvement in the Anchor
Electricals deal and their experiences with clients, such as the sales-tax
raid incident, required them to tailor their leadership behaviors
accordingly. They mention the pressure and challenges faced during the
transaction, indicating the need to adapt their leadership style to
 provide support, guidance, and motivation to their team members
during stressful circumstances.
It's important to note that the document is a personal narrative and does not
explicitly discuss or analyze situational leadership theories. The analysis of
situational leadership is based on interpreting the actions, behaviors, and
adaptability described in the narrative and mapping them to the principles of
situational leadership.
Please keep in mind that this analysis is subjective and based solely on the
information provided in the document. A comprehensive understanding of
situational leadership would require a more detailed exploration of the
author's leadership behaviors, decision-making processes, and their ability to
adapt to different situations.

MANAGERIAL GRID

Analyzing the document with respect to the Managerial Grid model,

developed by Robert Blake and Jane Mouton, presents a challenge as the
document is a personal narrative that does not explicitly discuss or analyze
managerial behaviors. Nevertheless, we can attempt to provide a broad
analysis based on the information provided:
The Managerial Grid model identifies two key dimensions of managerial
behavior: concern for people and concern for production. These dimensions
are represented on a grid that categorizes managerial styles into different
quadrants. Here's an analysis based on the limited information available:
1. Team Management (9,9): The author's success in closing the Anchor
Electricals deal and being recognized as the "tough deal guy" suggests a
high concern for both people and production. Their ability to inspire and
motivate their team, along with achieving outstanding results, indicates
a managerial style that prioritizes both the well-being of their team
members and the successful completion of tasks.
2. Middle-of-the-road Management (5,5): While not explicitly mentioned,
there are instances in the document where the author describes their
involvement in the mergers and acquisitions team and their experiences
at Kotak. This could suggest a balanced approach to managerial
behavior, with a moderate concern for both people and production.
 However, without more specific details, it is difficult to make conclusive
statements about the author's managerial style.
Please note that this analysis is speculative, as the document does not provide
explicit information about the author's managerial behaviors or their concern
for people and production. The Managerial Grid model requires a deeper
exploration of specific managerial actions, behaviors, and decision-making
processes to accurately assess an individual's managerial style.
Keep in mind that this analysis is subjective and based solely on the limited
information provided in the document. A comprehensive understanding of the
author's managerial style would require a more extensive examination of their
leadership behaviors and their interactions with team members and tasks.

PATH GOAL THEORY

Analyzing the document with respect to the Path-Goal Theory of leadership, developed by
Robert House, can provide some insights based on the information provided:
The Path-Goal Theory proposes that effective leaders clarify the path to help followers achieve
their goals by providing support, removing obstacles, and offering rewards. Here's an analysis
based on the limited information available:
1. Clarifying Goals: The author mentions their involvement in the Anchor Electricals deal
and their successful efforts in closing it. This suggests a potential application of the Path-
Goal Theory through goal clarification. The author likely communicated and clarified the
goals and objectives of the deal to their team, ensuring everyone had a clear
understanding of what needed to be accomplished.
2. Providing Support: Although not explicitly stated, the author's involvement in the
mergers and acquisitions team indicates potential support provided to their team
members. They likely offered guidance, resources, and assistance to navigate the
complexities of the deal and overcome challenges.
3. Removing Obstacles: The author briefly mentions facing pressure and challenges during
the Anchor Electricals deal, including a sales-tax raid incident. To apply the Path-Goal
Theory, the author may have played a role in identifying and removing obstacles that
hindered their team's progress. This could involve addressing issues, providing solutions,
or mobilizing resources to overcome barriers.
4. Rewarding Success: The author's recognition as the "tough deal guy" after successfully
closing the Anchor Electricals deal implies the potential application of the Path-Goal
Theory in terms of rewards. Recognizing and rewarding outstanding performance can
motivate and reinforce the desired behaviors and outcomes.
It's important to note that the document is a personal narrative and does not explicitly discuss or
analyze the Path-Goal Theory. The analysis of the theory is based on interpreting the actions,
behaviors, and potential application of its principles described in the narrative.
Please keep in mind that this analysis is subjective and based solely on the limited information
provided in the document. A comprehensive understanding of the author's leadership approach
based on the Path-Goal Theory would require a deeper exploration of their specific behaviors,
actions, and the impact on their team members' goal attainment and motivation.

FIEDLER'S CONTINGENCY THEORY

Analyzing the document with respect to Fiedler's Contingency Theory presents

a challenge as the document is a personal narrative that does not explicitly
discuss or analyze leadership styles or situational variables. Nevertheless, we
can attempt to provide a broad analysis based on the information provided:
Fiedler's Contingency Theory suggests that effective leadership depends on
the interaction between a leader's style and the situation they are in. The
theory emphasizes the importance of matching leadership styles to the
specific characteristics of the situation. Here's an analysis based on the limited
information available:
1. Leadership Style: The document does not explicitly mention the author's
leadership style. Therefore, it is difficult to determine how their style
aligns with Fiedler's theory, as the theory categorizes leaders as either
task-oriented or relationship-oriented. Without specific details, we
cannot make definitive conclusions about the author's leadership style.
2. Situational Variables: The document provides some information about
the situations the author encountered, such as their involvement in the
Anchor Electricals deal and the challenges they faced. However, the
document does not delve into the specific situational variables, such as
task structure, leader-member relations, or position power, which are
crucial in Fiedler's Contingency Theory.
Please note that this analysis is speculative, as the document does not provide
explicit information about the author's leadership style or the situational
variables they encountered. A comprehensive understanding of the author's
alignment with Fiedler's Contingency Theory would require a deeper
exploration of their leadership behaviors, their preferred leadership style, and
the specific situational factors they faced.
Keep in mind that this analysis is subjective and based solely on the limited
information provided in the document. A more comprehensive analysis of the
author's leadership approach based on Fiedler's theory would require a more
detailed examination of their specific behaviors, actions, and the interactions
between their leadership style and the situational variables they encountered.

BIG 5 (OCEAN)

Analyzing the document with respect to the Big Five personality traits, also
known as the OCEAN model, presents a challenge as the document is a
personal narrative that does not explicitly discuss or analyze personality traits.
Nevertheless, we can attempt to provide a broad analysis based on the
information provided:
The Big Five personality traits are openness, conscientiousness, extraversion,
agreeableness, and neuroticism. Here's an analysis based on the limited
information available:
1. Openness: The document does not explicitly discuss the author's
openness to experiences or their preference for novelty and variety.
Without specific details, it is difficult to assess the author's level of
openness.
2. Conscientiousness: The author's successful involvement in the Anchor
Electricals deal and their role as a "tough deal guy" suggests a potential
application of conscientiousness. Their ability to achieve results and
overcome challenges implies a focus on planning, organizing, and
executing tasks effectively.
3. Extraversion: The document does not provide explicit information about
the author's level of extraversion, such as their preference for social
interaction or assertiveness. Without specific details, it is challenging to
determine the author's extraversion level.
4. Agreeableness: The document does not explicitly discuss the author's
level of agreeableness, such as their tendency to be cooperative,
compassionate, or empathetic. Without specific details, it is difficult to
assess the author's agreeableness.
5. Neuroticism: The document briefly mentions pressure and challenges
faced by the author during the Anchor Electricals deal and a sales-tax
raid incident. However, without further details or explicit discussion of
 emotional stability or neuroticism, it is challenging to assess the author's
level of neuroticism.
Please note that this analysis is speculative, as the document does not provide
explicit information about the author's personality traits. A comprehensive
understanding of the author's alignment with the Big Five personality traits
would require a deeper exploration of their behaviors, actions, and specific
indicators of these traits.
Keep in mind that this analysis is subjective and based solely on the limited
information provided in the document. A more comprehensive analysis of the
author's personality traits based on the Big Five model would require a more
extensive examination of their specific behaviors, attitudes, and their
interactions with others.

GREAT MAN THEORY

The narrative of Sanjay Rishi's leadership journey does not align with the
Great Man Theory, which posits that leaders are born with innate qualities
that make them exceptional and destined for leadership roles. Instead,
Sanjay Rishi's story emphasizes his growth, learning, and development
through experiences, interactions, and challenges, showcasing a more
nuanced and learned approach to leadership