LEADERSHIP PROBLEMS IN A

CONTEMPORARY ORGANISATION
EXPERIENCE AND APPROACH
UTKRIST SHRESTHA
STUDENT ID:77359250
 INTRODUCTION

SELF INTRODUCTION
COMPANY INTRODUCTION
Name : Utkrist Shrestha
Education: Bachelors in Adyard is a leading providers of
Mechanical Engineering Pulchowk services to the oil and gas industry
Campus (2012-2022) which has built its portfolio in EPC
Work Experience: Deputy Project projects, maintenance, refurbishment
Manager (2012-2022)
of jack up rigs/barges and offshore
Company : Adyard Abu Dhabi
support services.
LLC Abu Dhabi UAE
PROBLEM STATEMENT

Leading team with low morale during

Covid 19 Pandemic
 OBJECTIVES

01 IDENTIFY ● PROBLEMS

● FACTORS LEADING TO PROBLEM

02 ANALYSE ● IMPLICATIONS

● EXPERIENCE OF LEADERSHIP PRACTICE

03 DISCUSS ● RELATION WITH LEADERSHIP THEORY
● ALTERNATE APPROACH & OUTCOMES
 WORKFORCE COMPOSITION

TOP MANAGEMENT

BOARD OF DIRECTORS,
DEPARTMENT HEAD (EXPATS)

MIDDLE LEVEL
MANAGEMENT

DEPARTMENT MANAGERS,
ENGINEERS, PROJECT
MANAGERS(INDIAN
SUBCONTINENTS)
FRONTLINE

MIGRANT WORKERS FROM INDIAN

SUBCONTINENTS
 WHAT IS MORALE?
Low morale cause
Employee morale is uninvited outcome like
mental condition that sabotage &
displays satisfaction, absenteeism, which
contentment,enthusiasm further contribute to
& general attitude low production & loss
towards one’s job. of competitiveness
Pattnaik and Jena (2020) Shaban et al. (2017)
Employees get
unpleasant feelings as a
result of unpredictable
circumstances, such as
pandemics which lowers
their morale.
Lazim et al. (2020)
FACTORS LEADING TO PROBLEM
Cancelled
Projects

Unapproved
leaves Training
Difficulties

Redundancy

Low morale

No Incentives

Emotional VUCA
Insecurity environment
Reduction in
Compensation
 IMPLICATIONS

01 REDUCED PRODUCTIVITY

LOW MOTIVATION 02
TOWARDS WORK

03 MISSED DEADLINES

MISTAKE & REWORK

04
 HOUSE’S PATH GOAL THEORY

Work Characteristic Follower Characteristic Leadership Style

Complex, Imprecise Recalcitrant Sclerotic Directive

Stressful, routine Dissatisfied, Need for affiliation Supportive

Ambiguous Unstructured Need for empowerment, need for Participative

clarity

Multi Faceted, challenging High Expectation, Motivation to Delegating

learn

Bratton (2020, p. 338)

HERSHEY AND BLANCHARD’S SITUATIONAL THEORY
(1969)
Follower Development Directive Supportive Leadership Style
Behaviour Behaviour

Unable & unwilling High Low Directing

Unable & committed High High Coaching

Able but variably Low High Supporting

willing

Able and willing Low Low Delegating

Bratton (2020, p. 341)

 High self morale
“ This too shall
pass” mantra

Emp onsens aling of

emo peop
ic sa g
fety
ndem latin
to pa vation re for

c
athi
tion
inno ctivities
LEADERSHIP

c, se s,
al he
u
le

ekin
PRACTICED
ACTIONS

g
Ta
ac lkin to
hie g a g
ve bo nin s , en
m
te en ut p iste lem ev
am t w as L rob es l
ith t p tim na
e so
m r
so pe
 Idealized Influence

01 02

TRANSFORMATIONAL LEADERSHIP
Bass and Riggio’s (2006) model

consideration
Stimulation
Intellectual
4 I’s of

Individual
Transformational
Leadership

04 03

Inspirational
Motivation
LEADERSHIP PREFERENCES

I dealized Influence High self morale - This shall pass

Listening to problem,sometimes personal problems

I ndividual consideration Empathic,seeking consensus,emotional healing of
people

I nspirational motivation Talking about past achievements

ntellectual stimulation
I Activities relating to pandemic safety like poster
making
ALTERNATIVE APPROACH AND OUTCOME
AUTHENTIC LEADERSHIP THROUGH TRANSPARENCY

Leaders have an important role in enhancing team trust

1 through a transparent communication and high employee Jiang and Luo (2018)
engagement.

One of the most crucial behaviors leaders can exhibit Ahern and Loh (2021)
2 during crisis to keep people's trust is being honest and
transparent.

Transparency increases trust due to fairness and Cole et al.(2021)

3 transparent processes, as well as fostering confidence
through accountability and involvement.
 REFERENCE LIST

Ahern, S. and Loh, E. (2020) Leadership during the COVID-19 pandemic: building and sustaining trust in times of uncertainty. BMJ Leader [Online], 5 (September), pp. 266-269. Available
from:<doi:10.1136/leader-2020-000271> [Accessed 1 December 2022].

Bass, B.M. and Riggio, R.E. (2006) Transformational leadership. 2nd ed. New Jersey: Lawrence Erlbaum Associates.
Bratton, J. (2020) Organizational Leadership. London: SAGE Publication.
Cole, A. and Baker, J.S and Stivas, D. (2021) Trust, transparency and transnational lessons from COVID-19. Journal of Risk and Financial Management [Online], 14 (December), p. 607. Available from <
https://doi.org/10.3390/jrfm14120607> [Accessed 5 December 2022].

Jiang, H. and Luo, Y. (2018) Crafting employee trust: from authenticity, transparency to engagement. Journal of Communication Management [Online], 22 (2), pp. 138-160. Available from: <
https://doi.org/10.1108/JCOM-07-2016-0055> [ Accessed 7 December 2022].

Lazim, N.L. and Mohammed , S.N.A. and Wahab, S. (2020) Low morality among employee due to pandemic Covid-19 and leadership challenge : A Literature Survey. Asian Journal of Behavioural Sciences
[Online], 2 (4), pp. 26-37. Available from: <https://myjms.mohe.gov.my/index.php/ajbs/article/view/11677> [Accessed 5 December 2022].

Pattnaik, L. and Jena, L.K (2021) Mindfulness, remote engagement and employee morale: conceptual analysis to address the “new normal”. International Journal of Organizational Analysis [Online], 29 (4),
pp. 873-890. Available from: <https://doi.org/10.1108/IJOA-06-2020-2267> [Accessed 3 December 2022].
Shaban, O. and Al-Zubi, Z. and Ali, N. and Alqtish, A. (2017) The Effect of Low Morale and Motivation on Employees’ Productivity & Competitiveness in Jordanian Industrial Companies. International
Business Research [Online], 10 (7), n.p. Available from : <10.5539/ibr.v10n7p1> [Accessed 19 December 2022].