Another style of leadership which is seen in the organization is Situational Leadership.

Managers appear to take different approaches to people playing different roles and having different competencies. For example, the manager of my department takes up a task oriented approach to people who are on lower side of the competencies. His approach towards a good performer who is competent is more towards people orientation. In the task oriented approach, the behaviour style shown by the leaders are more into directive and coaching styles while in people oriented approach, the behaviour is delegation and supportive. The Leadership styles are different even for the same person when they are in different roles. For example, a newly promoted manager trainee will be approached by the coaching style while the approach to him would have been supporting in his last role. The situational leadership helps both in developing the competencies of the people and to get them to higher levels of commitment. The people oriented approach taken towards the people with high commitment motivates others to get into the same level. It

also helps the organization to retain the highly competitive and highly committed people. The team of leaders possessing the situational leadership appears to be more motivated and committed towards the organization goals.

Current Levels of motivation and commitment The current levels of motivation and commitment of my team is reviewed by applying Frederick Herzbergs Two Factor theory. The Hygiene and Motivation factors which drives the commitment of the team is as shown in Table 2. Hygiene Factors Salary & Benefits Work/Life Balance Management & Leadership Motivation Factors Recognition Work Responsibility Continuous Learning and

Interpersonal Relations Growth Table 2: Factors driving Motivation and Commitment ENOC is one of the pay masters in the region. Hence Salary & Benefits is not a concern for the people in my team. But the work / life balance is often challenged. People often end up working more hours and even on weekends. This is mainly due to the uneven work load distribution in the team. People who are more competitive and committed are loaded with more work and the utilization of others are not hitting the expected targets. This is actually reducing the motivation levels of people and this decline in motivation can be attributed to the application of situational leadership in a wrong perspective. The recent review meetings with the team members have revealed that most of them are not comfortable in the relationship with the supervisors. A more detailed analysis disclosed that supervisors and leaders are more on a task oriented approach and leave little space for building interpersonal relations and people concerns. The declining trend of productivity of the team is a constant problem and gradually becoming out of control. As per Fiedlers Contingency Model, effective teams evolve when the leadership style matches with the situation which gives control and influence to the leader. Recognition was another issue which came up during the reviews. This is also one of the consequences of the task oriented leadership. Though the organization has institutionalised different kinds of rewarding programs, and specific funds allotted in yearly budgets, this is not utilized as a means of appreciation. According to Prospect Theory proposed by Kahneman and Tversky (1979), lack of recognition is weighted more heavily than an equal amount of recognition. (Straker, David, 2009).

People are satisfied on the nature of the work, responsibility and the learning and growth prospects in the organization. Still there are more factors both in the hygiene factors and the motivation factors which is causing s decline in the motivation levels which in turn is decreasing the productivity levels of the team members.