The Four Circle Model

Four Key Factors affecting organizational

Performance
 Iceberg Model

Behavioral
Skills demonstration of
Information that a person
expertise
has in a particular area
Knowledge

The image one

projects to others Social Role A person’s beliefs and
(“outer-self”)
sense of worth (“inner-
Values self”)

A general Traits
disposition to
behave in a
Motives Recurrent thoughts
certain way
that drive behavior
 Motives and Values

Achievement (Ach, AI)

1 Prime test: meeting or exceeding a standard of excellence and/or improving one’s performance

Affiliation (Aff, AFI)

2 Prime test: maintaining or avoiding disruption of close, friendly relationships with people

Power (influence) (Pow, PI)

3 Prime test: having an influence or making an impact on others


Directive
• Primary Objective: gaining
immediate compliance
• This style is most effective:
• when applied to simple,
straightforward tasks
• in crisis situations when non-
compliance could result in serious
problems
• with chronically underperforming
team members
LEADERSHIP STYLES
Visionary
• Primary Objective: providing long
term direction and context, and
gaining buy-in and support
• This style is most effective:
• during times of change &
uncertainty
• when there is a lack of clarity
about direction, roles or standards
• when there is a need to keep
employees focused and engaged
• if the leader is trusted and
perceived to be credible and
knowledgeable
Affiliative
• Primary Objective: creating trust
and harmony
• This style is most effective:
• when there is a need to build
trust, harmony, credibility and
strong relationships
• when used with honesty,
transparency, and empathy
• when dealing with employees in
the midst of personal crises or in
high-stress situations
• in matrix management situations
with team members who are not
direct reports
• as part of a repertoire that
includes the Visionary,
Participative, and Coaching styles.

Participative
• Primary Objective: building consensus
and commitment and generating new
ideas
• This style is most effective:
• when team members are competent
• when team members understand
the vision and direction
• when the leader is unsure of the
best approach, or lacks knowledge
that the team may have.
• in matrix management situations
where cooperation and
collaboration are needed
LEADERSHIP STYLES
Pacesetting
• Primary Objective: accomplishing
tasks to high standards of excellence
• This style is most effective:
• with small groups where the leader
is seen as the technical expert or as
a fellow individual contributor, able
to set standards
• when teaching individuals how to
complete specific tasks, or sharing
detailed technical knowledge
• in crisis or turn-around situations in
which everyone, including the
leader, must help with the task.
Coaching
• Primary Objective: long term
professional development of
employees
• This style is most effective:
• when the team member needs to
develop capabilities to contribute
more in the future
• when the team member
acknowledges a need for developing
additional capabilities
• when a trusting relationship has
been developed between the coach
and team members
• when the focus is on professional,
aspirational development.
 DIMENSIONS OF ORGANIZATIONAL CLIMATE

Team
Flexibility Responsibility Standards Rewards Clarity Commitment

• Bureaucracy • Autonomy: • Improvement: • Performance: • Mission and • Cooperation and

Minimized: The degree to The degree to The degree to Direction: Dedication:
The degree to which team which there is a which team degree of degree to which
which there are members are focus on continual members are understanding team members
no unnecessary delegated the improvement. recognized and team has of the are willing to help
rules, procedures, authority needed rewarded based organization’s each other and
policies, or to do their jobs on their strategy, direction make sacrifices to
practices. effectively. performance. and goals. achieve the
team’s objectives.
• Excellence:
• Innovation: • Risk Taking: • Recognition: • Organization and
The degree to
The degree to The degree to The degree to Expectation: The • Pride and
which goals are
which new ideas which team which team degree of Congeniality:
seen as
are easily members are members are understanding degree to which
challenging yet
accepted. encouraged to given timely, team has of what people feel trust
attainable.
take calculated specific, objective is expected of and pride in the
risks. feedback them, in the team as they work
context of the together towards
organization’s a common
broader vision objective.

Clarity, Standards and Rewards are key dimensions in terms of priority

BPCL Competencies

Business Cultural Leadership People Cultural Leadership

Focus on Customer Team Leadership

Organization Effectiveness and

Entrepreneurial Drive Collaboration

Shaping Strategic Thinking Emotionally Attuned Management

Stakeholder Influencing Building Shared Vision

Passion for Action (Execution Coaching

Empowerment with
Learning Agility
Accountability
Causal Flow Model of Four
Circle
Linkage of Styles and Climate
 Linking BPCL Competencies,
Styles and Climate
Leadership
Competencies Climate
Styles
Building Shared Vision Visionary Clarity and
Team Commitment
Coaching Coaching Rewards and
Standards
Emotionally Attuned Affiliative, Team commitment
Management Coaching and Rewards
Learning agility - -
Organizational Participative, Flexibility,
effectiveness & Visionary Responsibility and
collaboration Team Commitment
Team leadership <Any> All
Entrepreneurial drive Standards and
Responsibility
Empowerment with Coaching, Responsibility,
accountability Participative Rewards and
Flexibility
Focus on customer - -
Passion for execution Directive, Standards
Pacesetting
Shareholder influencing - -
Shaping strategic thinking Visionary Clarity
GAPS MODEL
DOs & Don’ts for Coaching
• Listen actively and carefully
• Use Objective/ Non
Judgmental words
• Its about coachee’s agenda
and not coach’s
• Help them to solve their
own problem
• Always go prepared
• Build accountability
• Agree on rules of
confidentiality
• Build trust
• Don’t talk Incessantly
• Coaching is not telling
others what to do
• No persuasion, but
mutual understanding
• Don’t look to fix
everything in one session
• Don’t overuse technical
jargon