RSDQ model

 

(Roles, Styles, Delegation and Qualities)

This model of leadership and managerial effectiveness views effective management and leadership as a combination of four sets of variables. These are:

ROLES: Every manager in order to be effective has to perform both transformation roles (leadership roles) and transactional roles (managerial). Some of these are:

v     Articulating and communicating vision and values

v     Formulating long-term policies and strategies

v     Introducing and managing new technology and systems

v     Inspiring, developing and motivating juniors

v     Managing juniors, colleagues and seniors

v     Culture building

v     Internal customer management

v     External customer management

v     Managing unions and associations.

 

STYLES: While effective managers recognize all the leadership roles and perform them well, it is not only the roles or activities that determine the effectiveness but also the way in which they are played. The model envisages that managers may play most roles well, devote time and effort but could be insensitive to the style with which they carry out these activities

A Benevolent or Paternalistic leadership style, in which the top-level manager believes that all his employees should be constantly guided, treated with affection like a parent treats his children.

A Critical leadership style is characterized by the belief pattern where the manager believes that employees should be closely and constantly supervised, directed and reminded of their duties and responsibilities.

A Developmental leadership style is characterized as an empowering style, where the top manager believes in developing the competencies of his staff and treats them as mature adults.

DELEGATION: The RSDQ model considers the level of delegation as an important part of a senior executive's effectiveness. This dimension has been included because most senior managers seem to have difficulties delegating, especially those effective managers who get promotions fast in their career.

QUALITIES: The model envisages that managers should exhibit qualities of leaders and world-class managers (e.g. proaction, listening, communication, positive approach, participative nature, quality orientation etc.)

 

RSDQ Model - Its Applications And Variations

This 360 degree feedback instrument based on the RSDQ model is being used in a large number of Indian organizations including the Aditya Birla Group, IL&FS, Gati Cargo Management Services Tata Cummins, Indian Group of Hotels, Mafatlal Group, Goodlas Nerolac, State Bank of India and in other countries like Nigeria and Egypt by the Chanrai Group, Alexandria Carbon Black Company etc.

The model has also been used as the basis for developing customized instruments for various organizations. Variations of the model depend on:

v     Level/position to which 360 degree feedback is being provided

v     Purpose of 360 degree feedback

Some variations have been briefly described below:

NTPC

v     In case of NTPC, the 360-degree feedback instrument was prepared and used as part of a development center.

v     Qualities dimension was also included. Since it was the position of middle management, delegation and leadership styles was not included as part of the instrument. Items were generated by interviewing role incumbents as well as their role set members (peers, subordinates, boss).

v     The basic purpose was to help in-house assessors understand the dynamics of 360-feedback and its effectiveness in providing developmental inputs to an individual.

Tata Cummins

v     The instrument used in Tata Cummins was RSQ for which items were generated through individual interviews.

v     The model was used not only to provide 360-degree feedback for development but a task force is working on it to make the same a part of the on going appraisal by integrating the feedback in the annual performance appraisal in the form of KPAs.

 

GVFL

v     In GVFL, 360-degree feedback was used for both senior as well as lower management levels.

v     In case of senior management, the focus was mainly on helping them understand the impact they were creating on the entire organizational culture.

v     Through individual interviews, two separate instruments were designed - one for internal customers and the other for external customers.