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in

Dr Shekhawat is one of best-known urologist in India. People

wanted to work with and learn from the Wizard Urologist.
After joining as a full time Surgeon at Dausa Kidney Hospital
(DKH), his magic worked and each Patient wanted to be
treated by him. The charm of working with Dr. Shekhawat
began to fade away when the people around him began to
Quit the Hospital.
Even though the salary of Doctors was at par with other
Hospitals, still Doctors working under Dr. Shekhawat were
leaving. On the Contrary Doctors working with Dr Rajput
were Happy and continue working in DKH.
It was evident that though Dr. Shekhawat was a Genius of his
profession, but he was not a good Manager.
As stated in Fiedler contingency model, individual leadership
style has resulted from one’s learning and hence it is very
hard to change.
We can use the Model to see how was organizational
structure and organizational culture of Urologist Deptt in
DKH.
Organization culture was very Formal in the Deptt. For each
thing Doctors were required to take Approval from Dr.
Shekhawat.
Infact Consultant’s experience before DKH was considered as
0 and Dr. Shekhawat will be deciding if a Doctor is ready to
operate some-one. No one was aware on what basis he was
taking this decision.
Organizational structure in the Deptt was Hierarchy Based .
Dr. Shekhawat is a Task Oriented manager who wants to
produce more doctors like him and work like him without
thinking of anything else . He doesn’t care about his Co-
workers area of interest or his commitment outside work .
Nittin Sharma Participant# 51190105073 Email agmpbl05.nittins@iima.ac.in

One Consultant remarked “ I am glad Dr. Shekhawat had to

leave Early . I can play with my kids today and have dinner at
home . For a change family will be together at Dinner Table .”
Everyone respects him for the knowledge he has . How-ever
there is a common feeling in DKH “ Shekhawat aur Reddy ki
marzi ke bina yaha patta bhi nahi hilta “. This shows that
Hierarchy in DKH is very Strong and both Shekhawat and Mr
Reddy have the power to take decisions .
Consultants felt that Dr Shekhawat, is a very competent
person and it seems that he was Competing them.
Consultant also reported that even Non-Medical Hospital
Staff compared them with Dr. Shekhawat. All this was
reducing their Confidence .
On the other hand people working with Dr. Rajput finds him
very charming and helpful . They don’t consider Leaving DKH
and are enjoying their stay in DKH . They feel Dr. Rajput is
there to help them and guide them . Consultants have
freedom to discuss and receive Supervision under him.
Consultant felt that they have a unique bond with Dr. Rajput
and hence were willing to stay more.
Under Dr. Shekhawat one was not allowed to make mistakes
. As the nature of job of a Doctor , the skill demand is high
and they need freedom and enough Space to take decision .
People in Skill industry expect superior to give them some
power to take decisions , follow their passion in learning the
skills they want to learn and expect Superiors to trust them
and back them in the decisions taken .
It has been observed that Dr. Shekhawat believes in rigid
hierarchy structure where Subordinate should just follow his
orders without Questioning him. The very fact that he
doesn’t allow people having experience to do surgery
Nittin Sharma Participant# 51190105073 Email agmpbl05.nittins@iima.ac.in

without his Approval shows he doesn’t have much trust in

them.
Since both Consultants are Busy and Dr. Shekhawat are busy
in their work, their relation will always be Poor. The Least
preferred co-worker Scale in this case is low .
Situational Leadership Styles

Leader/Member Leader Position

Situation Task Structure
Power
Relations

1 Good Structured Strong

2 Good Structured Weak
3 Good Unstructured Strong
4 Good Unstructured Weak
5 Poor Structured Strong
6 Poor Structured Weak
7 Poor Unstructured Strong
8 Poor Unstructured Weak
*Source Wikipedia

In this case the situation#5 exists where the Leader has all
power and leader-Member relation is Poor. This type of
Leadership is better Suited in case of War or fire or in case
Blue Collared Job. Situation 5 is not Suited Leadership Style in
a Hospital and hence Attrition is High.

To reduce Attrition the Situation 1 Style is more Suited . As

per Fiedler , we can’t change the Core Leadership Style of Dr.
Shekhawat which is being Structured and having Power in
Position i.e. Power to take all decisions , he should try to
have Good relation with the other members . It can be
achieved by showing Empathy towards the people and being
a Considerate Leader who helps his team to Grow.