Situational Leadership - Lucas TVS Leadership Institute

An engineer, recently promoted to a supervisory role, is confident but lacks the detailed technical knowledge required for new responsibilities. They often overestimate their readiness.

A team member has handled a similar project in the past, but now shows anxiety under a tight deadline. They request frequent validation despite having the skillset.

A senior technician with years of experience resists a new standard operating procedure. While competent, they express frustration with the change.

A department head manages cross-functional tasks, mentors team members, and proactively solves process issues without direction.

A recently cross-trained employee demonstrates strong learning agility and initiative but needs help understanding the critical safety requirements in a new area.

An operator performs tasks with high efficiency but avoids taking decisions when unfamiliar variables arise, seeking your help even when capable.

A fresh graduate with strong theoretical knowledge but no practical experience is eager to lead a small team without grasping the process flow.

An experienced line leader successfully executes projects and also builds rapport with clients and junior engineers, acting as a strategic liaison.

A reliable team member handles most responsibilities but occasionally withdraws under performance pressure and avoids accountability in public reviews.

A project engineer understands technical details but lacks motivation due to unclear expectations and little recognition from their reporting manager

A new employee with a learning mindset struggles to meet expectations in the first month, despite enthusiasm and long work hours.

A seasoned quality analyst, when given a new system to audit, delays execution citing lack of clarity, though they are more than capable.

A plant manager independently drives change initiatives, implements cost reduction strategies, and uplifts cross-functional productivity.

A young engineer builds prototypes confidently but resists feedback and neglects standard documentation procedures.

A highly dependable shift in-charge begins delegating inefficiently, unsure whether they can manage upcoming plant expansions.