GS4 · UPSC Mains

You are posted as Project Director of the District Rural Livelihoods Mission. The state has launched a performance-based ranking system where districts are graded monthly based on coverage, fund utilization, and digitized reporting. Your district, once a laggard, has climbed rapidly to the top five. A major reason is Rajeev, your Data and Monitoring Officer — an engineer with sharp analytical skills and a reputation for "fixing" bottlenecks. He introduced dashboards, streamlined MIS reporting, and pushed teams to update records within tight deadlines. The state team has praised your office's turn-around, and Rajeev is seen as a model officer. However, problems have begun surfacing. Field staff report being pressured to upload incomplete beneficiary data and show 100% progress, even when fieldwork lags. Women's Self-Help Group (SHG) coordinators have raised concerns about Rajeev's tone — dismissive, often scolding them for being "slow and emotional." A few have stopped attending review meetings. You recently received a call from a block coordinator who alleged that she was humiliated in front of others and warned to "fall in line or quit." Though no written complaints exist, informal feedback suggests rising resentment, fear, and manipulation of data to avoid conflict with Rajeev. Rajeev defends his actions as necessary to "fix an inefficient, sentimental setup." Technically, targets are being met. But you're beginning to question whether this is performance — or a collapse in institutional culture. Questions (a) What are the ethical issues and organisational culture concerns in this situation? (b) What are your options as Project Director? Assess them through the parameters of emotional intelligence and ethical leadership. (c) What will be your chosen course of action and why? (Answer in 250 words)

20 marks · 250 words · 4 toppers answered this

GS4 · Case studies on the above issues GS4 · Emotional intelligence — concepts, utilities & application in administration & governance

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