My Vision of Leadership

                                                My Vision of Leadership
I see leadership from a teleological perspective where I facilitate the individual and collective efforts to accomplish shared objectives (Yukl 2010:26). At the commencement of my leadership course I could not help but ask myself two questions;
– What type of leader am I?
– What type of leader would I like to become?

Throughout my course I have grown in experience and in learning. I finally found the answers to my preoccupations and understood what steps I must take to develop myself towards becoming an ideal and effective leader. Dr Friedman argues that having a leadership vision is an essential way of focusing one’s attention on what matters most (Friedman 2008). In the course of reading from varying sources, I have come across tenths of leadership styles propounded by many different writers, experts, professors and celebrated leaders themselves. The leadership styles range from the autocratic, laissez-faire, transactional, participative and even transformational styles of leadership (Johnson 2015).

Amongst previously mentioned leadership styles, I prefer the participative leadership style because of its inclusive nature. The focus of this style is putting to value the input of every team member. The various team members have their respective strengths and different capabilities. It is therefore the job of the participative leader to bring together this attractive pool of talents to constitute one single force called a team. Such a leader considers the contribution of all team members especially in the process of making decisions. This makes the employees to feel important and valued. It also increases the productivity of labour since the employees will be motivated to work. With a participative leadership style, it is also much easier to implement organisational change since there will be a limited amount of resistance to change (Johnson 2015).

There exist several models on effective leadership such as the model propounded by Dr McNamara. This model builds of seven pillars which make an effective leader.

Figure 1 Effective leadership model

                                                                            What makes an effective leader (McNamara 2015)
McNamara advocates that an effective leader must have vision or a psychological picture of the new situation and ideal situation which he or she wants to bring through change. There must also be a strong passion otherwise called a driving force to bring the vision to reality and to drive the vision. The effective leader must also be creative enough to come up strategies or practical initiatives and actions to realise the vision. More so, the leader must be knowledgeable in the field of the desired change, be confident and humble enough to acknowledge that other people around may have the same idea and are able to contribute meaningfully. Classical leadership is often associated to values (Hyatt and Ciantis 2012). Just like ethical leadership holds it, an ethical leader must have a set of life-giving values. Finally, leadership will be pointless if the ideas cannot be effectively communicated to a team. An effective leader must be able to communicate his message convincingly for people to understand it and follow the idea.

A discussion on effective leadership will not be complete without a classical industry example to demonstrate effective leadership in practice. The subject under study here is no one else but Pope Francis.

He is my model of an effective leader whose vision is driven by passion backed by strong and articulated ethical values. Just a year following his election as supreme pontiff has revamped the church by effectively communicating his vision of a new catholic church. The intelligent pope has put in place set of strategies for the implementation of his vision. He has set up a committee of 8 cardinals to advise him on reforms strategies. One cannot over-emphasise the ethical value highly held by the pope. He is so humble that he washed the feet of a female Muslim prisoner and does not enjoy all the fancy papal facilities (Fortune 2014). He has been able to effectively communicate his vision as his actions have given birth to a more active church. I could not think of any better example.

Feedback from colleagues and skills development
I cannot over-emphasise the importance of feedback from my fellow colleagues. Throughout the term I have worked with my colleagues on several projects and in several capacities. They gave me very valuable feedback since they are closest to me. Some of the feedback included improvement on my presentation skills, improvement on project management skills and improvement on some communications.

Finally, as I progress through my MBA I would like to develop include, planning skills, interpersonal skills and the ability to inspire others, creativity and intuition skills. These above skills will make me a more effective leader.

References
Friedman (2008) Define your Personal Leadership Vision [online] online available from <https://hbr.org/2008/08/title&gt; [02 April 2015]

Holden Leadership Centre (2009) leadership characteristics [online] online available from <http://leadership.uoregon.edu/resources/exercises_tips/skills/leadership_characteristics&gt; [02 April 2015]

Hyatt, K., Ciantis, C. (2012) Values Driven Leadership [online] online available from <http://integralleadershipreview.com/7601-values-driven-leadership/&gt; [03 April 2015]

Johnson, R. (2015) 5 Different types of leadership styles [online] online available from <http://smallbusiness.chron.com/5-different-types-leadership-styles-17584.html&gt; [02 April 2015]

McNamara, C. (2015) What Makes for an Effective Leader [online] online available from <http://managementhelp.org/leadership/traits/leader.htm&gt; [30 March 2015]

Ulrich, D. (2014) What is an Effective Leader? [online] online available from <http://www.amanet.org/training/articles/What-is-an-effective-leader.aspx&gt; [04 April 2015]

Yukl, G. (2010) Leadership in Organisation. 7th edn. New Jersey: Pearson

Leadership & Change

LEADERSHIP AND CHANGE

Heraclitus the philosopher teaches that the only thing which is constant is change (Goodreads 2015). Change has become an integral part of management styles. It is of utmost importance to recall the definition of leadership as the process of facilitating individual and collective effort towards the accomplishment of shared objectives (Yukl, 2010:26). Meanwhile change for an organisation will be the coordination of a structured transition from one situation to another (Conelly 2015).

Individuals are often observed to be resistant to change because of the comfort they enjoy in the status quo (Praeger 2005). Mullins goes further to say that the will and decision to change solely depends on the individuals involved and there is very little that the management of an organisation can do about this resistance (Mullins 2010: 753). How far is this assertion true?

To begin, it is imperative to ear-mark that the will and the decision to change could strongly be associated with the reasons for which individuals resist change. Conelly says that organisational change is the coordination of a structured transition from one given situation to another (Conelly 2015). What guarantee is there that the new situation will be a relatively better now? Though most structural changes are well examined and planned, employees could resist if they feel that the risks of the new situation are higher than those of the present (Rick 2015). Again, since most work teams are diverse, the difference in culture and personalities could be an impediment to the implementation of change. The previous mentioned point is buttressed by Hofstede’s model of national culture (Hofstede 2015). Furthermore, if employees do not understand the need to change one should expect resistance. This is very common with those who believe the current way of working is perfect.

However on the other, some employees like change because of the monotonous nature of their job. Continuously repeating the same task with the same process may cause an employee to embrace a change. Secondly, the rapid advancement in technology may cause some employees to embrace organisational change since they have to remain technologically updated.

What could managers do to avoid and overcome resistance to change? Given the complex nature of human beings, it is important to expect resistance to change. Therefore managers must make provisions for resistance in their change management program. Secondly, it is very imperative to diagnose the problem from the source. Managers must seek to understand the reasons why people object to change. If the above answers are addressed in the change management strategy, resistance to change will be limited. One other solution for managers which is becoming increasingly popular for managing change is participation (Lawrence 1969). This involves getting all the people or the employees to participate in the change process. Their involvement in the change management program will reduce their tendency to resist that same change process (Lawrence 1969).

However, resistance could also be very constructive for the change process. A genuine resistance could help management identify and correct some unforeseen weaknesses in the change objective and the change strategy.

I recommend Dr Kotter’s 8-step model for the management of change. Kotter advocates that over 70% of all organisational change efforts fail due to the lack of the required holistic approach for effecting change (Kotter 2015). The figure below shows the model.

Adapted from Dr John Kotter’s 8-step model (Kotter 2015).

The model is divided into three stages where the first three steps focus on creating the climate for the change. The objective is to make people understand and see the need for a change. Stage two is the commencement of the change process. The vision must be effectively communicated and the necessary structures must be in place to enable the change. Finally, the change must be implemented and sustained. Kotter warns that many initiatives fail because victory is declared too early (Kotter 2015). Therefore a lot of work has to be done on a long term basis to sustain the change and apply it the organisations culture.

A practical industry example of embracing change is Nokia. The Finnish conglomerate had turned itself into a leading mobile phone company in the 1990s (Riley 2012). Having successfully already been through one change programme, it became market leader in mobile phones – but not smart phones. At the face of a rapidly evolving economic environment, the company needed a change. The new CEO Stephen Elop sent a questioning e-mail to all his employees which generated a lot of responses suggesting that Nokia’s corporate communication had failed. He launched a strategic change program in 2011 which saw the alliance with Microsoft. Elop had swept away several features of Nokia’s previous organisational structure (Riley 2012).

In conclusion, organisational change is necessary in order to cope with the ever evolving business environment. It may be very challenging to be aware of all sources of resistance to change. Therefore, the ability to recognise behaviours which indicate potential resistance and being prepared to manage it is a recommended and proactive step.

References

Conelly, M. (2015) Definition of Change Management [online] available from <http://www.change-management-coach.com/definition-of-change-management.html> [27 April 2015]

Goodreads (2015) Heraclitus [online] available from <http://www.goodreads.com/author/show/77989.Heraclitus> [25 April 2015]

Hofstede, G. (2015) Dimensions of National Culture [online] available from <http://geerthofstede.nl/dimensions-of-national-cultures> [26 April 2015]

Kotter (2015) The 8-step process for leading change [online] available from <http://www.kotterinternational.com/the-8-step-process-for-leading-change/> [29 April 2015]

Lawrence, P. (1969) How to Deal with Resistance to Change [online] available from <https://hbr.org/1969/01/how-to-deal-with-resistance-to-change> [29 April 2015]

Praeger (2005) Managing Organisational change [online] available from <http://www.inc.com_encyclopedia_managing-organizational-change.html.> [26 April 2015]

Rick, T. (2015) Business Improvement – Culture Change – Change Management [online] available from <http://www.torbenrick.eu/> [30 April 2015]

Riley, J. (2012) Nokia and Strategic Change – the Essential A2 Business Case [online] available from <http://beta.tutor2u.net/business/blog/nokia-and-strategic-change-the-essential-a2-business-case&gt; [18 March 2015]
Solitaire Consulting (2015) Embedding change following a systems implementation project [online] available from <http://www.solitaireconsulting.com/archives/462&gt; [23 April 2015]

Yukl, G. (2010) Leadership in Organisation. 7^th edn. New Jersey: Pearson

Most Effective Leadership & Management Styles & Approaches

Most effective Leadership & Management Styles & approaches

The past few decades have seen a remarkable advancement in the development of management practise. A lot of research has also been carried out for the development of the science of management. Among the many existing and established management styles, which is the most recommended approach to ensure success?

To answer the above question, this blog will begin by examining the relationship between management and leadership. It will bring out theories and models for a recommended management approach. A conclusion will not be arrived at without looking at some industry examples of leaders.

Leadership is defined by Yukl as the process of facilitating individual and collective efforts to accomplish shared objectives (Yukl 2010:26). However, Chester sees leadership as the ability of a superior to influence the behaviour of subordinates or a group and persuade them to follow a particular course of action (Boland 2011). On the hand, leadership is defined by Mullins as the act of getting work done through the efforts of other people (Mullins, 2010:434)

There also exists a long-standing debate on the points of parity or the relationship which exist between both concepts of leadership and management (Jones 2015).
Similarities
To begin, managers and leaders both possess the ability to address questions and criticisms (Bolden et al 2003). Both managers and leaders must have the basic trait of to make intelligent and rational decisions.
Both the leadership and management function mainly involves directing people towards a predetermined and established goal (Abubakar 2012).
The ability to co-ordinate a group or an organization is a basic requirement for both management and leadership. This is because it all involves directing the efforts of individuals towards a given goal.

Table 1. Differences between leadership and Management

Differences between managers and leaders (Sanborn 2012)

Leadership Models
It is worth noting that there exists numerous approaches and theories to managing teams and the work of subordinates among which the most recommended is Adair’s model. This action-centred approach centres on what leaders actually do.

Action-Centred Leadership Model (Adair 2012)
Adair argues that effective leadership must be able to balance every action across all three key areas. Therefore leaders need to develop skills to make sure that all actions taken should encompass all three areas of need (Adair 2009).

Industry examples of Ideal Leaders
1. Indra Nooyi – CEO PepsiCo

Indra manages a diverse team of over 300,000 people (PepsiCo 2015). All the qualities explained in Adair’s model are exhibited in her management style. She explains that she upholds her 5 C’s models of leadership which are competency, courage, a moral compass, communication and confidence (Hedayati 2015). She focuses on her human resource and has an ethical gearing to every action. She is no doubt a valued and celebrated leader and her leadership style has made PepsiCo the biggest beverage company in North America (Forbes 2015).

2. Larry Page – CEO Google

Larry is driven by creativity and innovation as he aims to make Google better by the day. He has a very open and egalitarian leadership style (Page 2015). The Google CEO has a participative philosophy of getting more people on the team so as to get work done.

Critical evaluation of management approaches
The Chartered Managers’ Institute (CMI) suggests that there is no single ideal management approach which cuts across all circumstances (CMI 2013). From the very inception of work teams, no two teams are the same. Just like the work ‘diversity’ presupposes, the degree of difference between teams and the constitution of team players greatly differs from team to team. Some approaches could work for the multiple situations. Furthermore, the contingency theory of management suggests that there is no single ideal management practice (Boundless 2015). By way of conclusion I agree with the CMI’s suggestion that no single management approach is ideal. Managers should therefore be able to adapt their management approach to suit a given situation.

References

Abubakar, H. (2012) Principles of Management [online] available from <http://www.academia.edu/2767976/Fundamentals_of_Management&gt; [20 March 2015]

Adair, J. (2015) Action centred leadership [online] available from <http://www.teambuilding.co.uk/john-adair-team-theory.html [02 March 2015]
Boland, S. (2015) Chester Barnard’s Concept of Leadership [online] available from <http://eric.ed.gov/?id=EJ127633&gt; [19 March 2015]

Bolden, R., Gosling, J., Marturano, A., Dennison, P. (2003) A Review of Leadership Theory and Competency Frameworks [online] available from <http://business-school.exeter.ac.uk/documents/discussion_papers/cls/mgmt_standards.&gt; [19 March 2015]
Boundless (2015) The Contingency Viewpoint [online] available from <https://www.boundless.com/management/textbooks/boundless-management-textbook/organizational-theory-3/modern-thinking-31/the-contingency-viewpoint-178-1461/&gt; [18 March 2015]
Chartered Managers Institute (2015) Professional Standards [online] available from <http://www.managers.org.uk/individuals/become-a-member/professional-standards&gt; [12 March 2015]
Chartered Managers Institute (2015) Why business sector must share management ideas [online] available from <http://www.managers.org.uk/insights/opinion/2014/november/why-business-sectors-must-share-management-ideas&gt; [12 March 2015]
Diffen (2015) Leadership vs Management [online] available from <http://www.diffen.com/difference/Leadership_vs_Management&gt; [14 February 2015]
Forbes (2015) Top 10 List: The Greatest Living Business Leaders Today [online] available from <http://www.forbes.com/sites/davidkwilliams/2012/07/24/top-10-list-the-greatest-living-business-leaders-today/&gt; [22 March 2015]

Grimsley, S. (2003) Contingency Approach of Management [online] available from <http://study.com/academy/lesson/contingency-approach-of-management-definition-example-quiz.html&gt; [08 March 2015]
Hedayati, F. (2015) Leadership Qualities of Indra Nooyi [online] available from <http://www.centerforworklife.com/leadership-qualities-indra-nooyi/&gt; [26 March 2015]
Mullins, L.J. (2010) Management and Organisational Behaviour. 10th edn. Harlow: Pearson
Page, L. (2015) What type of Leader is Larry [online] available from <http://larrypage.weebly.com/larrys-leadership-style.html&gt; [15 March 2015]
PepsiCo (2015) Our History [online] available from <http://www.pepsico.com/Company/Our-History&gt; [15 March 2015]
Sanborn, M. (2012) Differences between managers and leaders [online] available from <http://www.marksanborn.com/blog/9-differences-between-managers-and-leaders/&gt; [23 March 2015]
Yukl, G. (2010) Leadership in Organisation. 7th edn. New Jersey: Pearson

The Challenge of Managing Diverse Teams

                             The challenge of managing diverse teams

          The workplace today is becoming more and more diverse with teams made up of people from all around the globe with different nationalities, backgrounds, ages, cultures, races and competences. How can such diverse teams be managed? The former question is the main preoccupation of this blog. Ibarra and Hansen define diversity as degree of variation or differences in people or a group of people (Ibarra and Hansen 2011). However, the concept of leadership could also involve considerations of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs and other ideologies (Galbraith 2000).  How could these differences be managed in a positive and proficient way?

picture 1

                                                                                      Workplace Diversity (Nasser 2013)

      There exists varying theories and models propounded by various authors such as Hofstede and Dr Meredith Belbin on methods of managing diverse teams (Belsan 2014).

Belbin’s model of team roles

       Dr Meredith Belbin came up with nine team roles classified into three main groups namely: Action Oriented, People Oriented, and Thought Oriented roles. Here, each team role is associated with typical behavioural and interpersonal strengths (Belbin 2014). The application of these roles will be clearly illustrated with an industry example in the later portion of this work. The nine team-roles are carefully classified and presented on the table below.

Figure 1: Belbin’s Team Roles

Action Oriented Roles	Shaper	Challenges the team to improve.
	Implementer	Puts ideas into action.
	Completer Finisher	Ensures thorough, timely completion.
People Oriented Roles	Coordinator	Acts as a chairperson.
	Team Worker	Encourages cooperation.
	Resource Investigator	Explores outside opportunities.
Thought Oriented Roles	Plant	Presents new ideas and approaches.
	Monitor-Evaluator	Analyzes the options.
	Specialist	Provides specialized skills.

Belbin (2014)

Belbin (2014) advocates that by understanding the individual roles within a particular team, one can develop the strengths and manage the weaknesses of every team member so as to improve overall team performance and increase efficiency.

Advantages and challenges of diverse teams

Greenberg (2009) explains the advantages of managing diverse teams as follows:

• Organisations could increase their creativity by encouraging diverse opinions and perspectives.
• Diverse teams increase the talent pool of organisations if they are based on relevant qualifications and experience, rather than limited to race, gender, age or other grounds that are not central to the role.
• A broader service range as collection of skills and allows the organisation to provide services to customers on a global basis (Greenberg 2009).

However, Reeves (2004) assets the following:

• The variety of national cultures and individual differences may cause employees to take a longer time to adhere to a unique organisational culture.
• Team communication could be seriously hampered if there isn’t a common language of communication. One cannot over emphasise the importance of communication within a team (Reeves 2004).

           Given the increasing diversity of various work teams worldwide, the ability to manage diverse teams is no doubt an indispensible skill for managers in the oil and gas industry. A typical and classic example of a diverse team manager is the CEO and leader of Petrofac; a global oilfield service company. It is important to note that Petrofac has over 20,000 staff worldwide, comprising more than 80 nationalities (Petrofac 2015). The company has a human resource strategy of retaining the best talent from all over the world and providing the appropriate support frameworks to enable them work successfully as a team (Petrofac 2015).

          Ayman Asfari has successfully lead this diverse team for 23 years with belief that the company is a people business (World of CEOs 2015). Petrofac’s diverse team of employees are at the centre of the business and this great pool of talent and competences achieve greater results (Petrofac 2014). As a result of this ability to effectively manage diverse teams, the company has been listed in the London Stock Exchange and today Petrofac is part of the FTSE 250 companies. Furthermore the company has grown to a value of over US$6.2 billion as at 2014 (World of CEOs 2015). On the basis of the above glaring example, there is therefore no doubt that the ability to manage diverse teams is the most important skill for the oil and gas industry (Petrofac 2014).

        In conclusion, as the demographics of work teams change and global markets emerge, workplace diversity is becoming a business necessity (Mayhew 2015). Team diversity also shows the commitment of companies to embracing differences and change. Similarly, employees reap tangible and intangible benefits from working in diverse teams such as increased exposure.

References

Belbin (2015) The Home of Belbin Team Roles [online] available from   <http://www.belbin.com/&gt; [9 March 2015]

Chron (2015) Importance Of Team Communication Skills [online] available from <http://smallbusiness.chron.com/importance-team-communication-skills-3079.html&gt; [9 March 2015]

Greenberg, J. (2009) Managing Diversity [online] available from <http://www.multiculturaladvantage.com/managing-diversity.asp&gt; [30 March 2015]

Josh, J. (2015) Diversity in the Workplace: Benefits, Challenges and Solutions [online] available from <http://www.multiculturaladvantage.com/recruit/diversity/diversity-in-the-workplace-benefits-challenges-solutions.asp&gt; [9 March 2015]

Moolanp (2014) DIVERSITY IN WORKPLACE [online] available from <https://moolanp.wordpress.com/2014/07/04/diversity-in-workplace/&gt; [9 March 2015]

Pasquinin, L. (2015) Workforce Diversity [online] available from <http://www.academia.edu/5224371/Training_and_development_Leveraging_diversity_to_gain_strategic_advantage_in_corporate_settings > [9 March 2015]

Petrofac (2014) Our Story [online] available from <http://www.petrofac.com/about/our-story.aspx&gt; [9 March 2015]

Small Business (2015) Why Is Diversity In The Workplace Important To Employees? [online] available from <http://smallbusiness.chron.com/diversity-workplace-important-employees-10812.html&gt; [9 March 2015]

Teamwork (2014) The Different Theories About Teamwork And Teambuilding [online] available from <http://teamworkdefinition.com/theories/&gt; [9 March 2015]

The Nest (2015) What Is The Importance Of Team Communication? [online] available from <http://woman.thenest.com/importance-team-communication-2051.html&gt; [9 March 2015]

LEADERSHIP AND ETHICS

         Just like the brain conducts and co-ordinates, guides and manages the functioning of the human body, one cannot over-emphasise the importance of a leader to every working team. Contemporary business practice reveals the existence of varying leadership styles driven by different motives (Blanken 2013).

      To begin, leadership could be defined as the process of facilitating individual and collective efforts to accomplish shared objectives (Yukl 2010:26). On the other hand, Chester defines leadership as the ability of a superior to influence the behaviour of subordinate or a group and persuade them to follow a particular course of action (Smith 2000). The latter definition has an individualistic intonation as it fails to point out the element of a group participation in the decision making process. Ethics on the other hand is a set of moral principles that govern a person’s behaviour or the conduct of an activity (Oxford University Press 2015). This concept was propounded by Socrates the philosopher.

Picture 1 

                                                                  Upholding ethical policy (Brightwell 2014)

          A combination of the both elements discussed above gives rise to the concept of ethical leadership. Ethical leadership will therefore be the demonstration of normatively appropriate conduct (Rubin et al 2010).

      A discussion of ethical leadership will not be complete without an inference into the theories of ethics. There exists two principal schools of ethics or two main schools of thought for ethics (Hunter 2012). These include the deontological and teleological theories (Linder 2015). The deontological theory is otherwise referred to as the rule-based theory. It focuses principally on duty; what must be done or must not be done irrespective of the results. Conversely, the teleological theory is also called the consequence-based theory.

picture 2

                                                       Ethical Decision making (Lorimer 2012)

          Focus is on the result or consequence of the action (Academia 2015). Here, the morality of an act is determined by its consequences or by the end result.                                            Moral reasoning + character = Ethical Behaviour.

Picture 3

                                                  permaculture ethics (Schweitzer 2015)

          To enable us understand the implication and impact of ethical leadership, this blog or discussion forum will study a real life industry example. Jack Welch is often used as a model of ethical leadership and a model for all CEOs. He was the former chief executive officer of General Electric Company (Mintz 2012). He could be classified under the teleological school of ethics. This is evidenced by the fact that he exhibited a consequence-based leadership style and was very result-oriented. Jack Welch often said “Good leadership is the ability to create a vision, articulate the vision and ultimately drive it to completion…” (Mintz 2012). This strong leadership philosophy brings to mind the concept of business strategy; from planning to implementation. During his tenure, Jack Welch changed the management style of GE from a bureaucratic to a collective or all-inclusive style. He was able to manage the capabilities and competences of the company by getting every employee at every management level to participate directly or indirectly on the drawing board. This excellent leadership style accounted for the spectacular transformation of the company’s value by 4000% in just 20 years.

                                   Jack Welch on ethical leadership (Thompson 2013)

        Finally he added that the foundation of ethical leadership is integrity. A leader must be able to withstand pressure to deviate from his vision, have strength of character and act out of principled beliefs (Mintz 2012).

       However from a critical angle, not all leaders are ethical. On the other hand, the Enron scandal of 2001 in the United States of America showed the absence of integrity and ethical leadership in very big and respected world-class corporations like Enron and Arthur Andersen (Rapoport 2014).

       In conclusion, the teleological theory of ethics is the more recommended contrary to the deontological school because of its all-inclusive approach. If all competences and skills from all management levels can be gathered on one drawing board (strategy planning process or decision making platform), every organisational strategy will be a success. If all leaders were to manage their teams with the right ethics and show proof of integrity, then all organisational goals will be met. Contemporary leadership is associated to ethics. One can hardly talk of management today without making close allusion to leadership and ethics.

References

Blanken. R, (2013) 8 common leadership styles-Associations Now Magazine-Resources-ASAE [online] available from <http://www.asaecenter.org/Resources/ANowDetail.cfm?ItemNumber=241962&gt; [02 March 2015]

Hunter .S (2012) Ethical Leadership and Identity: What Did We Learn and Where Do We Go from Here? [online] <http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=74ee79d2-b543-4298-ad40-a5a26d8fd807%40sessionmgr114&vid=1&hid=125&gt; [10 February, 2015]

Legacee (2015) Leadership Definitions [online] available from <https://www.legacee.com/potpourri/leadership-definitions/&gt; [10 March 2015]

Linder (2014) ‘A Deontological Based Framework for Leadership Ethics In A Cross- Cultural Management.’ Academy of Management Proceedings [online] available from <http://proceedings.aom.org/content/2014/1/13722.short?related-urls=yes&legid=amproc;2014/1/13722&gt; [09 March 2015]

Mullins, L.J. (2013) Management and Organisational Behaviour. 10^th edn. Harlow: Pearson

Oxforddictionaries (2015) Ethics – Definition of Ethics in English from the Oxford Dictionary [online] available from <http://www.oxforddictionaries.com/definition/english/ethics&gt; [14 March 2015]

Performance, T (2015) The Role of Ethical Behaviours in the Relations between Leadership Styles and Job Performance [online] available from <http://www.academia.edu/2721691/The_Role_Of_Ethical_Behaviours_In_The_Relations_Between_Leadership_Styles_And_Job_Performance&gt; [12 March 2015]

Rapoport, M (2014) Tax Firm To Revive Arthur Andersen Name [online] available from <http://www.wsj.com/articles/tax-firm-to-revive-arthur-andersen-name-1409626508&gt; [11 March 2015]

Smith, E. (1975) ‘Chester Barnard’s Concept Of Leadership’. Educational Administration Quarterly11 (3), 37-48

Workplace Ethics Advice (2012) What Are The Qualities Of A Successful Leader? [online] available from <http://www.workplaceethicsadvice.com/2012/01/what-are-the-qualities-of-a-successful-leader.html&gt; [14March 2015]

Yukl, G. (2010) Leadership in Organisation. 7^th edn. New Jersey: Pearson