Theme 5 – Your vision of leadership

Theme 5 –  Your vision of leadership

At this stage in your studies of business and leadership, what type of leader do you believe you are or would like to become?  How ready are you to lead others?  Watch the following podcast about the experience of being managed and led by others. 

Personally, a leader has to inspire and has to have a vision. For without it, the leader will not be able to provide the necessary guidance to the employees. A good leader does not only have to lead, but will also have to be in touch with their employees. Going through this course, there is a noticeable difference between a leader and a manager. The former trusts while the latter controls.

 

MY PERSONALITY

Depicted on top is my personality type which is INFP. INFP’s are very nice people. They are idealist and see the positive side of others. Usually seen as calm and reserved, INFPs are flaming inside and can really shine although often misunderstood including Shakespeare himself. The percentages for feeling are rather high which shows my traits on making decisions and coping with my emotions. INPF’s are also often guided by their principles rather than logic.

Nevertheless, there is much needed room to improve. These improvements must be made to ensure that I am more sensitive to those around me as well as not to disregard their feelings and opinion. Other than that, I am also rather practical and will need to flow and imagine a little more.

PEER REVIEW

During the course of this module, my peers and I have worked tirelessly together as a team and spent hours on work together. As such, I had the privilege to be reviewed by my peers and learnt a lot from them. Below are the average marks for each skill I supposedly possessed :

 

1. Model the Way : 9.3
2. Inspire: 9.33
3. Challenge: 9.53
4. Enable: 9.21
5. Encourage: 9.53
6. Hofstede’s Culture: 8.96

Based on the findings above, it was discovered that my peers think and trust that I am a person who could set examples. They also believed that I was inspirational and encouraging as well as supportive. This is rather true based on the fact that during group activities and team work, I always do my best to assist and keep the group in focus. Nevertheless, there is room for improvement especially in the context of the Hofstede Culture where it was thought that I should be more collective.

INSPIRATION

One day, I aspire to be a leader alike Tan Sri Tony Fernandes, Air Asia’s boss. This is because he is an exemplary leader who puts his employees first and respects them. He is not the kind who would sit in his office but rather go on the field and mingle with his staff and understand what is going on, on the ground. Fernandes practices a transformational leadership style which is rarely seen especially in traditional set ups. Fernandes is also the type of leader who listens to his staff, recognizes them and implement changes accordingly and motivates them both financially and in spirit.

Most importantly, Fernandes is the type of leader who dares to go against the flow, trying out things on the path less taken as well as the ability to adapt to changes in the business and take challenges head on bravely. Starting the airline with only 2 planes and a mountain of debt, much can be said about Fernandes and his leadership style, but what truly inspires all of us is how he treated his company like his own family. Fernandes poured out everything he had to Air Asia including time, finances, love and care. It is only because of this the company is where it is at today.

CONCLUSION

Concluding, there is much room for improvement. However, the on-going journey of this programme has taught and will teach me a lot. It has thus far showed me my strengths and weaknesses which will have to be worked on. The basics of a great leader has also been taught and there is a lot to do if I was to become not only a leader but a great one. There is lots of gaps that needs to be filled and addressed and it is hopeful that this can be achieved by the end of the course.

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Leadership and Change

Blog 4 – Leadership and Change

The Greek Philosopher, Heraclitus, once said that” Change is the only constant in life”. It was and is so especially in organizations where change is frequent and great. These changes are sometimes welcomed and often resisted. Mullins further in 2010 stated that it all boils down to the individual and “there is little management can do about resistance to change” (Mullins, 2013)

Nothing New

There are numerous reasons why people and, in this case, employees, fear change. These include the lack of assurance on the change as well as a lack of understanding and misunderstanding. However, this resistance against change, serves also as a response from the employees and may induce the employer to listen (Ford & Ford, 2009). Employers should listen to the grievances by their employees and stand in their shoes to better understand. Other than that, leaders will also have to better educate their subordinates on the need for change and the repercussions to the organization, if things do not change (Mullins, 2013). Allan in 2015 also stated that appreciating feedback from employees will enable the employers or the organization to either reconsider, change or incorporate the ideas of the employees which may in turn provide an in depth and more effective plan for the change (Cohen, 1984). There are also some employees who accept change wholeheartedly. These employees look at change as a challenge and an opportunity (Tudor, 2014)

 

Figure 1 (Google Images)

Managing Change

Different change management strategies can be deployed to tackle the resistance to change. There are two models that will be discussed, mainly the Lewin’s Change Management model as well as Kotter’s eight-step change model both of which assist in managing changes especially in an organizational context and between employer and employees.

Lewin’s Model

Kurt Lewin’s Model was created to show that there was a need for change. Lewin’s model was separated into three parts which are basically Unfreeze, Change and Refreeze.

Figure 2: Lewin’s Three Step Model (Dias, 2016)

Mullins in 2013 stated that during the first stage (Unfreeze) leaders will have to provide motivation and inspiration for their employees to change by taking into account and acknowledging existing behaviors and trends (Mullins, 2013). Leaders will have to share the need for change and why change is needed, and this can be done through numerous means including meetings and townhalls where the employees can influence and guided accordingly.

The next stage (Change) is basically where the employees move towards the change with the leaders providing constant support, communication and education to their employees. The final stage  (Refreeze), is basically after the main change has been done. Mourfield in 2014 stated that this stage ensures stability and solidifies the situation after the change. Rewards like performance bonuses as well as compliance achievements can also be implemented so that employees continue to embrace the newly implemented change (Mourfield, 2014).

Kotter’s Model

Kotter’s eight step change model also commonly known as the (Accelerated 8 – Step Process) provides insight on how to manage change effectively (Kotter, 2016).

 

Figure 3: The Eight Step Process Model (Kotter International 2016)

For steps 1 to 3, the manager creates a need and situation for change while in steps 4 – 6, the employer will be enabling and engaging with their employees, working together to make the change happen. Finally, in steps 7 – 8, the employer will have to accomplish and sustain the change in the organization. It was also stated that the 8-step needed to be executed in order to achieve the wanted results (RBSGroup, 2016).

The success story Alibaba – Embracing Change

 

Figure 4: Jack Ma, Alibaba’s boss (Source: Google Photos)

Alibaba’s founder is one of the leaders of organisations who love and embrace change. He always anticipates and prepares his organization for change even if it is in the future. Alibaba, through his visionary leadership has become one of the online commercial giants and continues to progress accordingly all because they embrace change (WSJ, 2016).

Uber In Southeast Asia

 

Figure 5: Uber vs Grab (Source: Japan Times)

Contrast to Alibaba, Uber Inc. in the Southeast Asian Region were bought over by their rivals Grab, a local Malaysian startup. How did this e-hailing giant fail? Uber did not want to change and changed rather late especially in terms of payment and driver incentives. Uber only started accepting cash as payment years after Grab had started (Wired, 2018)

Conclusion

Concluding, change is something that occurs all the time and all organisations must embrace it whether they like it or otherwise. As noted above, the leaders and managers play a vital role in planning the change and it is in turn very important for leaders to understand if there is resistance and how to overcome it in a safe and appropriate manner as well as to guide the employees accordingly.

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References

Cohen, A. R., 1984. Effective Behavior in Organizations. Irwin: Homewood.

Dias, L., 2016. Human Relations 1.0 | Flat World Education. [Online]
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Ford, J. & Ford, L., 2009. Decoding Resistance To Change. [Online]
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Kotter, J., 2016. The 8-Step Process For Leading Change. [Online]
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[Accessed 1 November 2018].

Mourfield, R., 2014. Organizational Change: A Guide To Bringing Everyone On Board. [Online]
Available at: https://spea.indiana.edu/doc/undergraduate/ugrd_thesis2014_mgmt_mourfield.pdf&gt
[Accessed 1 November 2018].

Mullins, L. J., 2013. Management and Organisational Behaviour. 10th ed. Harlow: Pearson.

RBSGroup, 2016. The 8 – Step Process For Leading Change. [Online]
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[Accessed 1 November 2018].

Tudor, L., 2014. “Change Management – Challenge And Opportunity For Sustainable Development Of Romanian Companies”. Management Challenges For Sustainable Developmen. [Online]
Available at: http://conferinta.management.ase.ro/archives/2014/pdf/47.pdf&gt
[Accessed 3 November 2018].

Wired, 2018. HOW GRAB IS GIVING UBER A RUN FOR ITS MONEY IN SOUTHEAST ASIA. [Online]
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WSJ, 2016. Defining Alibaba. [Online]
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[Accessed 1 November 2018].

 

 

 

Most effective Leadership & Management Styles & approaches

Blog 3 – Most effective Leadership & Management Styles & approaches

Management and Leadership

It is not uncommon to muddy the waters between management and leadership as both are focus on accomplishing the goals of the organization it is in (Young & Dulewicz, 2008). Between the both, it is vital to utilize the more effective of the two to administrate the members of staff. Other than being rather similar to each other, there are also stark differences between the both, all of which will be further explained below together with the different leadership styles along with relevant examples.

Comparing the Management and Leadership Styles

The common understanding is that management is “doing things right” while leadership is “doing the right thing”. This was further explained in 2011 by Whetten and Cameron that managers usually are more towards regulating, more controlling, monitoring and directing their team’s performances compared to leaders who create paths, aims and goals for their teams (Whetten & Cameron, 2011)

This notion was further confirmed and endorsed in 2016 that leaders create vision and think long – term while managers think short term (Arruda, 2016).

The Similarities

For both leaders and managers, it is common that both work with others to complete a duty or aim as well as be part of the decision-making process (Gordon, 2014). Both also have an understanding of the environment, responsible for the survival and growth of the organization as well as determine priorities. Both Cardinal and Mullins also state that both leadership style and managerial styles are democratic and participative in nature where both rely on engagement and consensus from the team (Cardinal, 2015).

The Differences

The number of differences between the two styles are vast and many. Firstly, Leaderships focuses on teamwork and connections among members while management usually places importance on the work done (Monnapa, 2017). It is also important to note that, management tends to stay away from risks while leadership is willing to do so (Monnapa, 2017).

The leadership style also uses social encouragement to hit goals while managerial are more focused on efficient resource management. Leaders also proposes new ideas and techniques for the company while managers use what they have and go by the book. It is also important to note that managers are all about delivering the work and solving problems while leaders motivate and inspire (Nayar, 2013).

The Most Effective Approach
There is a difference between both the leadership approach and the management approach, with each of it having its pros and cons. But is there a more effective one ?

Diagram 1 : John Adair’s Leadership Model – Action- Centred
Adair’s model consists of the following. Firstly, the task. This followed by the team ( Managing) and lastly the individual ( Managing) and it is vital that all three of this components work hand in hand, equally. Adair also put stated numerous rules for this model including the 50:50 rule as well as eight other rules. The former states that half of the motivation must come from one’s self while the remaining half must come from external sources and the leaders (Adair, 2011)

Diagram 2 : Adair’s 8 Rules for Motivation.

The Advantages and Limitation of Adair’s Model

Adair’s Model is rather advantageous as it assists productivity and quality of work. Based on the model, leaders can control the performance of the individuals in the team and spread out the work accordingly. The model also keeps the team in a positive mood regardless of the situation. Overall performance effectiveness can also be increased as the awareness of leaders increases. This will allow leaders to focus to maximize performance output and that staff can stay focus on their work (CMI, 2008)

Nevertheless, in today’s diverse and modern workforce, this model seems less like to be applicable. It also does not promote a logical view and this difficult to be applied especially with many different levels of managers (CMI, 2008).

Good Leadership

Tony Fernandez, who is the CEO of the Air Asia Group is an example of a good leader. He stated that “the key is transparency and being humble. That’s very little gap between me and any staff. That’s very narrow. And all of my 17,000 staff have the ability to SMS me, text me, call me, give me an idea,” (ABS-CBN, 2015). As a leader, Fernandes have been able to work hand in hand with his staff to achieve the common goal.

Conclusion

It is rather straightforward that to ensure that the goals and aims of the organization is met and achieved, all leaders should be wary of the situation and participate accordingly. Leaders must also be adaptable to change and  this will ensure that the employees are motivated and not misled.

776 Words

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[Accessed 18 October 2018].

Adair, J., 2011. he John Adair Lexicon of Leadership: The Definitive Guide to Leadership Skills and Knowledge. 1st ed. London: Kogan.

Arruda, W., 2016. 9 Differences Between Being a Leader and A Manager. [Online]
Available at: https://www.forbes.com/sites/williamarruda/2016/11/15/9-differences-between-being-a-leader-and-a-manager/#37b546af4609
[Accessed 20 October 2018].

Cardinal, R., 2015. 6 Management Styles and When to Use Them. [Online]
Available at: https://www.huffingtonpost.com/rosalind-cardinal/6-management-styles-and-when-to-use-them_b_6446960.html
[Accessed 11 October 2018].

CMI, 2008. John Adair Action-Centered Leadership Thinker 032. pp.2 – 4.. [Online]
Available at: https://www.managers.org.uk/~/media/Campus%20Resources/John%20Adair%20-%20Action-centred%20leadership.ashx&gt
[Accessed 17 October 2018].

Gordon, L., 2014. Are managers and leaders the same? in Progressive Cattleman. [Online]
Available at: https://www.progressivecattle.com/topics/management/6096-are-managers-and-leaders-the-same&gt
[Accessed 11 October 2018].

Monnapa, A., 2017. What’s the Difference Between Leadership and Management?. [Online]
Available at: http://wordpress.redirectingat.com/?id=725X1342&site=culcmymba1818.wordpress.com&xs=1&isjs=1&url=https%3A%2F%2Fwww.simplilearn.com%2Fleadership-vs-management-difference-article%26gt&xguid=4db95ca90e0dcea5b021fa8826782f61&xuuid=d2b351559994810de0febcaf6896
[Accessed 15 October 2018].

Nayar, V., 2013. Three Differences Between Managers and Leaders in Harvard Business Review.. [Online]
Available at: https://hbr.org/2013/08/tests-of-a-leadership-transiti&gt
[Accessed 15 October 2018].

Whetten, D. & Cameron, K., 2011. Developing management skills. 8th ed. New Jersey: Pearson.

Young, M. & Dulewicz, V., 2008. Similarities and Differences between Leadership and Management: High-Performance Competencies in the British Royal Navy. British Journal of Management, 19(1), pp. 17-32.

 

 

The Challenges of Managing Diverse Teams

The Challenges of Managing Diverse Teams

In today’s ever-changing world, the workplace environment has seen immense changes from the past. To stay relevant in this complex environment, change is a constant and happens fast (Green & Lopez, 2005). Workplace diversity is one of the changes seen in recent times and is explained to be the differences among the people in and organization which is one of the important aspects for an organization to be successful and gain a upper hand against rivals (Llopis, 2011). This includes gender, education background, age, ethnicity, place of origins and other factors (Agrwal, 2012).

Advantages of Diversity in Teams

Diverse teams have proven to boost the advantage of their organization and provides an edge compared to non -diverse organization. The performance of the individual staff will also be improved because of diversity (Bonebright, 2010). A diversified workforce also provides the opportunity for individual to learn from one another as it facilitates innovation and creativity as well as retains talent and in turn saves cost for the organization (Deering, 2017). This is evident as McKinsey in 2015 stated in their report that public companies that had a high percentage of diversity were likely to have better revenues, 35% above the average.

 

Disadvantages of Diversity in Teams

As good as the intention is to promote diversity, there can be negative and destructive side effects of promoting diversity. Communication is key in all teams. A failure to communicate effectively may cause unrivalled problems to surface in the organisation. A diverse team may see this problem as language, communication style and tools may be worlds apart. Confusion and frustration will take center stage and will demotivate and segregate the team (Dike, 2013). Employees will also feel left out from their different teammates. This may result in employees leaving the organisation and segregation in the workplace as employees may find it difficult to socialize together (MacDonald, 2018).

Tuckman’s Model

Managing a team consisting of a contrast of people is challenging as noted above in the challenges. A leader of a diverse team will have to start from the beginning and nurture the team until successful. Tuckman’s theory as in figure 2 above depicts the 5 stages of nurturing a diverse team. Tuckman’s theory consists of firstly, developing skills and maturity, create relationships and work on trust and flexibility.  The most important stage of the theory is Performing where the team works cohesively to achieve success and followed by adjourning which is where the objective is reached, and the team moves on to a new project together (Mullins, 2017).

Air Asia Berhad is an example which is close to home. The airline boss, Tan Sri Tony Fernades stated that Cultural diversity was one of the strengths of Air Asia Berhad’s sucess. Employing people from numerous countries, backgrounds, religion, gender and others, Air Asia has based its success on diversity.

Air Asia was the first airline to hire a female pilot in the country and have over 100 female pilot now. Its CEO, Aireen Omar stated that “We believe that having diversity helps in terms of better idea-sharing within ourselves, moving forward faster, embracing the differences and understanding what is best in each local market,” (Kikuchi, 2017)

 

Conclusion

A diverse workplace is both important and necessary. Just as important, is the leadership of a diverse workplace. To have bad leadership, even in a diverse workplace bears no fruit. What is important is that the difference of the staff be embraced and utilized by the leaders who understands the difference and issue the correct and proper training.

 

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Bibliography

Agrwal, V., 2012. Managing the Diversified Team: Challenges and Strategies for Improving Performance. Team Performance Management. Team Performance Management, 18(7/8), pp. 284 – 400.

Bonebright, D. A., 2010. 40 years of storming: a historical review of Tuckman’s model of small group development. [Online]
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Deering, S., 2017. What Are the Benefits of Diversity in the Workplace?. [Online]
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Dike, P., 2013. The Impact of Workplace Diversity on Organisations. [Online]
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Green, K. & Lopez, M., 2005. Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools. [Online]
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Kikuchi, T., 2017. Nikkei Asian Review: Diversity is a key driver for businesses to succeed: panelists. [Online]
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Llopis, G., 2011. Diversity Management is the key to Growth: Make it Authentic. [Online]
Available at: https://www.forbes.com/sites/glennllopis/2011/06/13/diversity-management-is-the-key-to-growth-make-it-authentic/#248001e66f3a
[Accessed 4 10 2018].

MacDonald, L., 2018. Advantages & Disadvantages of Diverse Workforce in an Organization. [Online]
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Mullins, L., 2017. Management & Organisational Behaviour.. 11 ed. England: Pearson Education.

 

 

Leadership and Ethics

Leadership and Ethics

Photo by rawpixel.com on Pexels.com

Question Statement

Ethical Leadership is defined as “the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement and decision-making”… [and] the evidence suggests that ethical leader behaviour can have important positive effects on both individual and organizational effectiveness” (Rubin et al 2010: 216-17).

 Part 1: Ethical leadership, is defined as “the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement and decision-making”… [and]

Part 2: the evidence suggests that ethical leader behaviour can have important positive effects on both individual and organizational effectiveness (Rubin et al 2010: 216-17).

 

PART 1 – Ethical Leadership

This blog will explain two parts on ethical leadership. Firstly, it will cover the principal and theories on Ethical Leadership and it will be followed by the impact of Ethical Leadership in an organisation.

Ethics is defined as “Moral principles that govern a person’s behaviour or the conducting of an activity”. (Oxford, 2018) There are three aspects to ethics where the first is the ‘moral person’ aspect while the second is more of a ‘moral manager’ and finally the ‘leader- follower relationship’. For there to be affect to the team, the above aspects must be linked. (Heres & Lasthuizen, 2010)

The two ethical theories are deontological principle and the teleological principle. These will be looked at in turn.

The Deontological Principle

 

This can be easily describe as duty based ethics and is based on the action or conduct of the person itself and not the consequences of the said action or conduct. (Cline, 2018) For instance, a driver at a red light at an intersection decides to beat the red light to allow an ambulance to pass, the deontological principle will still classify him as a wrongdoer because of his actions, regardless of the reason or the consequence.

 

The Teleological Principle

The Teleological principle basically looks at the end results, the consequences. It is more of a flexible concept as it considers the consequences and circumstances but can be unrealistic as all ethical decisions vary. (White, n.d.) The same  situation above will, when applied with the teleological principle will see the driver of the car actually be not considered a wrongdoer. These principles call and enables for both leaders and followers to work together better and help positively affect the team’s behaviour ethically, due to the effective interaction. (Heine, 2014)

 

Part 2 – Impact and Outcomes of Ethical Leadership

 

The 4 – V Model

The 4 – V model was designed by Dr Bill Grace. Dr Grace stated that the Model connects both the internal beliefs against the external behaviours of the said person towards the common good. Basically, people who want to be great leaders will have to have start from the inside to have a generally positive outer commitment. (Kar, n.d.) The Model consists of four V’s which are Values, Vision, Voice and Virtue. The 4 V’s work hand in hand and leaders must consistently question their values, vision and voice to ensure that it is on track towards the common good. This in turn will avoid a negative consequence like the bankruptcy of countries due to kleptocratic leaders. (Bowie, 2018)

Positive Impact and Outcome

Positive impact of ethics can be seen in the case of Air Asia. The founder of Air Asia, Tony Fernandes can be classified as an ethical leader. Fernandes keeps the morale of his employees continuously high and keeps them always ready and up for a challenge which in turn brace themselves for new challenges and grows their potential. He does this by leading dynamically and energetically which in turn inspires them. (Mark Stuart, 2018)

Fernandes also treasures ideas and input from his staff and makes changes accordingly. At the same time, he supports his people to keep updating their skills and to indulge in different skill sets. This is evident in numerous instances where Air Asia staff have switched positions from a dispatch boy to a pilot.  (Shazni, 2016)

Negative Impact and Outcome

The best example of the negative impact of ethical leadership can been seen in the case of Samsung. One of Samsung’s top brass, Lee Jae – Yong was jailed for corruption, misappropriation and hiding assets overseas. (BBC, 2017) Samsung, in a bid to strengthen its position as the leading conglomerate in South Korea, instigated this scandal and was accused of bribing their then president, President Park. Although the intended outcome of this was to strengthen the position of Samsung, the method of doing it was against the law.

Conclusion

Concluding, it is rather important to be ethical in one’s self and to others especially if one is a leader. In order to have a positive culture in the organisation, it is vital that the leaders of the said organisation have ethical values in them as they will influence the rest of the members of staff. People will be able to gain confidence under the leadership of those with ethics as leaders are a vital position as it “builds trust, creates value and facilitates high standards; in and outside of work” (Maxwell, 2010)

 

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