Q1.

Leadership may seem easy to define, but however it is very difficult to give a solid and sound definition to leadership. The reason for this is that the concepts and interpretation of leadership differs from person to person, and organization to organization. Every person and

organization has their own idea and definition on how a good leader should be (Cherry, 2011).

However as a general definition, leadership is the ability or the power to lead others or a

group or an organization. However this is a vague definition of leadership. To define leadership we need to identify the environment and the organization in which the concept is applied.

Leadership is inspiring others to pursue your vision within the parameters you set, to the

extent that it becomes a shared effort, a shared vision, and a shared success says Steve Zeitchik, CEO of Focal Point Strategies

To understand more about the concepts of leadership it is essential to know more about the

leadership theories that exist. Like leadership itself, leadership theories are hard to define. There are so many different theories of leadership exist. However most of these theories can be classified under the following set of leadership theories.

Great Man Theories

Great man theories state that leaders are born not made. In other words leaders are

somewhat considered heroic. This implies that the ability to be a great leader is inherent. It is called the Great Man because primarily leadership was considered as an ability of a male.

A natural born leader will possess the energy, confidence, intelligence and social skills to lead others to a common vision.

Trait Theories

Trait theories are similar to great man theories. It explains that the qualities of a great leader must be inherent. Self-confidence, ability to motivate others, and courage are considered as

some of these personality traits.

However the setback in this theory is the inability to explain that why not every person who

inherits these traits does not become a successful leader. Many individuals have these traits that make a good leader, but however they choose not to.

Contingency Theories

According to the environment leadership is practised, there are certain variables that determine, what kind of leadership style will be used. No single style of leadership will suit

for all the situations. Based on variables like the followers, environment aspects and organization, the leadership style will be determined.

Situational Theories

Situational theory suggests that the style of leadership must be changed according to the situation it is being applied to. Which style to apply is decided using various situational

variables.

Behavioural Theories

This is the opposite theory of great man theory. In this theory it is stated that good leaders are made, not born. This shows that the actions of a good leader display his/her ability to

lead. Anyone with the determination can learn to become a good leader through practice is on the key consideration in this type of theory.

Participative Theories

In participative theory, the importance of getting input from the team members is emphasised. The leader must give opportunity to the team member to contribute in the

decision making process. However the leader has the ability to determine what level of such input is required and suitable.

Management Theories

Management theories are used in business organizations. This includes the organization of

employees where they follow a structure. This is also called as transactional theories. This theories offer a system of rewards and penalties. If a person or a groups perform well, they will be rewarded, and if they didnt they will be penalised.

Relationship Theories

These theories are often known as transformational theories. This emphasises more on the

relationship between the leaders and the followers. Transformational leaders will inspire the followers using their relationship and social skills. They usually have good moral and will be very ethical. Performance is achieved while followers will have the chance to fulfil their

potential.

Q2.

Evaluation of Contingency Theories

As discussed before the leaders ability to lead is contingent based on the several deciding

situational factors. Some of these factors include leadership style, behaviours of the followers and capabilities of both the leader and the followers.

Contingency theories emphasis that leadership capabilities and styles should be adjusted

based on the several deciding factors. Therefore one particular approach may not be suitable for different environments and situations. This implies that a successful leader in one situation might not be very successful if transferred to a different environment.

There are several different contingency theories of leadership exist. However the significant ones are described below.

Fiedlers Least Preferred Co-worker (LPC) Theory

In this theory the leaders are asked to think of a co-worker, with whom they would not prefer to work again. After choosing a co-worker, he/she will be scored based on the scaled system. The scoring system gives scores to both positive and negative features of the co-worker. (Fiedler, 1958)

Usually high LPC leaders will score the co-worker positively, because they have positive relationships established with the worker. Sometimes they might even give priority to the

relationship rather than the task.

Low LPC leaders will provide scores towards the negative factors, because they dont have

positive relationship with the co-worker. The task is given priority and relationship is not considered when a low LPC leader exists. This type of leader only allows positive relationships to exist if the task is done correctly.

In this approach three factors are important about the leader, follower and the task.

Leader-follower relation The extent to which the relationship between the leader and the

follower. Also this explains the loyalty and support provided mutually between the leader and the follower.

Task Structure The extent to which tasks are standardized, controlled and documented.

Leaders position power The authority or the power of the leaders ability to assess

performance and award or punish the follower

Deciding on which approach to apply is based on the combination of all three factors. For example a high LPC approach is suitable when the leader-follower relationship is poor. In

contrast if the task is not standardised low LPC approach must be used.

Strengths

As individual and organizational variables are introduced, it is easy to predict the effectiveness of a leadership. Also fielders theory was a pioneer system for other contingency based leadership theories and situational theories.

Weaknesses

The main weakness of this theory is that it says that the organization should be changed according to the leader. Not the other way around. This weakens the adaptability of the leader. Also this model is not flexible. And when mid-range LPC score is achieved, it is

difficult to assess if the leader is task-oriented or relationship-oriented.

Cognitive Resource Theory

Various factors that cause stress are claimed to block the effectiveness of leadership decisions. This reduces the rationality of leadership decisions. The more cognitive leader will overcome these factors and make decision rationally. Intelligence of a leader is suitable when a stress free environment exists. If the situation is stressful, the leader who has the

command and authority will overcome it and make leadership decision effectively.

The leaders who are orderly and makes decisions by ensuring command authority will be

able survive in a stressful environment. The need for high level intelligence is not required if the group performs tasks that are not too complicated. (Changing Minds)

This theory was inspired by the Fiedlers LPC theory.

Strengths

This theory emphasises the effect of stress in a leadership environment. It proves that an intelligent leader will not be able to handle stress in certain cases. Therefore it helps to identify a person who can lead even when the situation becomes stressful. It is easy use

with multiple environments and predicts the leadership capabilities. The effective use of this theory can help to place leaders in appropriate situations.

Weaknesses

The cognitive theory only addresses intelligence as a general factor. Different types of intelligence are not considered in this theory. Also the different types of stress are also not

addressed in this theory. Also it is impossible to measure stress quantitatively, so it is hard to determine the different levels stress and their impacts on the leaders and followers.

Q3.

Challenges in becoming a Leader

There are several challenges that arise when person tries to become a leader. These

challenges are diverse and can originate from different sources. They can be categorised under the following headings.

Cultural Challenges

Based on the cultural differences, certain leadership styles wont be suitable for people with certain cultural backgrounds. For example Asians are much more comfortable with

transformational leadership than Caucasians. Asian countries are collectivist countries; therefore the transformational leadership style is more appropriate to collectivist countries.

As discussed in the previous questions, it evident that a single leadership style or theory doesnt not work well with all the given scenarios. Also different people from different cultures have different cultural values that may restrict them from making certain decisions.

For instance a person who has been practising the Hindu culture might find it difficult to be a leader in an environment where they practice other cultures. This will not let the full potential of that person in terms of leadership abilities to emerge.

Certain cultures and demographics have certain personality traits that affect being a leader. For example leader who grew up in Malaysia feels comfortable in leading in a transactional method. This preference comes from the culture itself.

The above examples show that cultural influences are a major challenge to the leader and his/her leadership styles.

Gender Based Challenges

In the traditional interpretation of leadership, it is a must for the leader to be a male. Female candidates with potential and skills are often rejected as leaders because they are considered as the weaker sex.

There are several myths about being female leaders. They are often called inexperienced and incapable of making big decisions. This is considered as a myth nowadays, since there are many women leaders who often perform well than their male counterparts.

The gender stereotypes also restrict women to be successful leaders. When a female leader makes a decision that accidently resembles stereotype, the respect is lost.

The followers will believe that the leader made that decision based on the stereotypes itself. Also women are emotional driven, therefore sometimes others might think them as weak or

biased.

However compared to males, female leaders are more loyal to the organization and her

followers. Men often tend to take situations based on the outcome and the task. Because of this they might seem less friendly and arrogant.

Gender plays major part in determining an effective leader. Even in the contemporary world

some people believe its a mans world. Therefore women face greater challenges in leadership.

Ethical Challenges

Different people follow different set of ethics and moral values. Sometimes these values of

different individuals may clash. This can a be major issue, if you are a leader and your values clash with your team members.

Certain leadership roles require one to act against ones ethical and moral values. For example if person believes smoking is unethical, he might not be able to work as a leader in a tobacco and cigarettes company.

Like the above example, there are so many ethical related challenges that makes leadership a tedious job.

Other factors

Apart from the factors discussed above there are so many factors that challenge the role of

being a leader. Educational background, marital status, reputation, experience, and age are some of these common factors that challenge the leadership role of any leader.

An effective leader will work around these challenges using command and intelligence, to achieve the defined objective.

Q4.

Herzbergs Motivation Theory Two Factor Theory

One of the most practical theories used in motivation. Every organization has been

influenced by the application of this theory. It is comparable to the Maslows hierarchy of needs; however the progression or hierarchy model does not exist in this. The needs are categorised into two independent groups. Also in this theory dissatisfaction is not considered as the opposite of satisfaction.

After research and examination, the factors that decide satisfaction are divided into two categories. Motivators and Hygiene Factors are these two categories. Motivators are the real

factors that provide satisfaction when they are present. They are direct and can originate from the job itself. Hygiene factors do not provide satisfaction when they are present. But they will create dissatisfaction when they are not present.

The following are some examples of these factors

Hygiene Factors Motivators

Company Policy and Administration Achievement

Supervision Recognition

Interpersonal Relations Growth Possibilities

Salary Career Advancement

Status Level of Responsibility

Job Security The Job Itself

Personal Life

Working conditions

This theory says that organizations can maximise and improve these factors by doing three activities. Job Enlargement, Job Rotation, and Job Enrichment are the three activities mentioned in this theory.

The modern day leadership requires careful application of this theory. Motivators and hygiene factors should be given equal priority to achieve optimum motivation.

Strengths

This theory provides practical solutions for organizations. Also this theory has plenty of research done. Therefore the information and statistics related to this theory are accurate. Also shows that motivation should come from within according to the external factors.

Weaknesses

Even though this theory has undergone many researches, there are critics opposing the

quality and accuracy of these research methodologies. Individual and personal preferences are not considered when deciding motivational and hygiene factors. Also these factors dont have motivational values to them.

Attribution Theory

This theory of motivation attempts to explain behaviours based on causes. This explains

how a normal person will act and be motivated to a certain situation based on the environment and other external factors.

In order to assess how the person reacts to situation, the inferences of that person and others must be known. Also the external factors and environmental attributes must be taken into consideration.

According to this theory there are two types of causalities. The ones which we can control are called personal causalities. While the ones we cannot control are called impersonal causalities.

Strengths

Helps to identify the right actions and reactions to a problem or event we may face in the course of our lives. Very effective in predicting behaviours when the causes are clearly identified.

Weaknesses

Weak and inaccurate assessments can be made if the inferences are not identified clearly.

Sometimes a predicted behaviour might not be performed in the given scenario. Because some of the other causes can be ignored, and the inferences may be biased.

Maslows Hierarchy of Needs

Maslows hierarchy of needs categorise the human needs into a progressing pyramid where the needs are given different levels of importance. It is called a hierarchy because of its arrangement. An individual must achieve these needs from the base to the top of the

pyramid. Once the needs in the top of the pyramid are achieved the individual can achieve self-actualization.

Figure Maslows Hierarchy of needs

The figure above displays what are the needs to be fulfilled by an individual and on what order it should be done. Motivation can be achieved by fulfilling these needs and by moving from one to another.

Strengths

This provides a description on how human needs are practised. This helps in many areas. Leaders can use this hierarchy to identify an individuals needs and what needs will serve them the most motivation. Leaders can utilize this model to identify how a group of

individuals can be motivated by fulfilling certain needs in the hierarchy.

Weaknesses

It is difficult to measure how satisfied an individual is when a certain need is fulfilled. Different needs possess different satisfactory values in different individuals. Therefore and empirical measure of motivation might not be possible. It is a very simple model compared to

others. The cultural differences are also not addressed in this theory. Also certain product or service might fulfil more than one need.

Q5.

Lord Collin Marshall was the person responsible for the rebirth of British Airways. It is not exaggerating to say that he changed the way we travel and look at airline companies. 1983 to 1995 is considered as the golden age of British Airways. During this time Marshall was a

chief executive at British airways.

Marshall joined the company during the time when BA was not doing so great and the staffs werent motivated. He practically changed the traditional approach to airline business and

put the people first. In fact his motto was actually putting people first. He believed that a great leader identifies the needs and mind of the people involved and making them satisfactory.

He believed that profits are just a by-product of customer and employee satisfaction. This method of revolutionary thinking made BA as the most compelling airline company in the

Europe.

He made sure the people should be put in the heart of everything they do. He was a leader

who believed in having good sustainable relationship with the followers. And he also believed that the example should be set by him from the top itself.

One of the key aspects of a successful leader is to share the vision with his followers, and to

make sure the vision followed by the followers at all time. Marshall demonstrated this quality as well. After defining the motto Put the customer first it was made visible everywhere, even in the washrooms and storage rooms. The motto had a second part that read - if we dont;

someone else will. This gave the employees a sense of responsibility which made them to perform well. Big businesses are often decided by the small details. By sharing the vision with even very low level staff, Marshall made them feel important.

He made British Airways a prestigious place work, and the staff to feel proud of working for BA. A good leader does not hesitate to listen to what his/her followers have to say. Marshall was one of the greatest listeners in the industry. He often visits the terminals when they are

busy and have a chat and coffee with the backend employees who work in the baggage and janitorial section. This gave him the respect and credibility of his workers.

A good leader will care about the little details. They care about the factors that may seem insignificant at first. Marshall paid brutal attention to even the tiniest level of details. He remembered names, designations, and about their families. He remembered these details

even after he retired.

Making the staff feel special and connected are main aspects of relationship theories. The staff felt special when he was around. The positive energy was visible around him. A good

leader never stops to inspire the followers.

Even though he didnt expect die hard loyalty from his employees, the staffs were loyal to

him. They celebrated when he won the airline awards.

Although he made some great decisions and motivational methods, he made some of the bad decisions. One such decision is to employ Bob Ayling as a chief executive, who failed to

make emotional intelligence strategies for BA. Even though Bob Aylings strategies were good, he didnt shine as a peoples person. He omitted the importance of maintaining sustainable relationship with the staff. In contrast Marshall believed that the key factor that

will fuel the rebirth of BA was people centric approach to operations and services.

Marshalls decision to appoint Bob Ayling was therefore a failure. He failed to identify the

right person who shares the same vision as his.

Emotional intelligence plays a key role in contemporary leadership. A good leader must

possess such intelligence in order to properly motivate the employees.

The role Marhsall played as a leader in BA is considered highly successful. He motivated the right people at the right time in the right way achieve quality and business results. He was a

people centric leader who valued his relationship with the staff and customers. He believed that profit will be made eventually as a result of such relationships.

Q6.

How Performance Management Techniques Contribute Towards Organizational Success.

In order to understand how performance management techniques contribute towards organizational success, it is essential to analyse a classic case. It is rather suitable to analyse the case of British Airways and how Lord Colin Marshall implemented performance

management techniques to achieve organizational success.

It is advisable to look at these techniques individually and how Marshall used them towards success.

Crystal clear requirements for staff

It is critical for the leader, followers and the organization to identify what is required of them. These requirements must be clearly defined and easily understood. Once these requirements are established it is very easy to work towards these requirements.

Marshall made sure that his vision was clearly projected to the staff of British Airways. He made sure that everyone knew what is required of them. He advertised this vision

everywhere possible making it hard to miss.

Provide Clear Performance Objectives

Like requirements, clear and well defined performance objectives are essential for organizational success. The staff must be educated about what nature of performance is required of them.

Marshall was a peoples person. He made sure that effective communication existed. Using this communication means, he ensured that the performance objectives are made clear to

the staff. BA employees knew what the performance objectives are and worked to achieve them.

Gain Staff Commitment and Agreement

In order to make the staff work in agreement to the common goal, involve them in the

decision making process. Getting the feedback from the staff about the decisions will make the staff to be more involved in the process. Therefore they will show commitment to the common goal.

Marshall often shared his vision and objective with the employees. He made the staff fell more involved by including them in the decision making process.

He appreciated comments and criticism from the staff on the decisions he and the board made.

Monitor Staff Performance

Measure and monitor staff based on how they perform to achieve the common goal. Collect enough data to give them back in performance review or evaluation.

As discussed earlier, Marshall often visits the terminals to monitor the staff performance by

himself. He was also very keen on attending to small details.

Prepare Well for the Performance Review Meeting

Always be thoroughly prepared for the performance review meeting. This applies for both parties. The review meeting can be very effective and energetic if both parties are well

prepared.

Marshall had a keen attention to detail, and was very prepared when it comes to meetings.

The staff often used to say that they enjoy being in a performance review meeting when Marshall is present.

Explain performance feedback in clear, objective, non-judgemental language

Make sure your feedback to the staff is very clear and easy to understand. Do not be judgemental about the feedback and it should be made sure that the feedback is properly

understood by the staff.

Marshall often used very friendly methods of performance feedback. He had chat with a cup

of coffee to explain how the performance was done. He made sure that the staff understood what their performance is, and how it had been analysed by the organization.

The Use of results and consequences

By showing and demonstrating the results and consequences to staff, it is easy to change

the way how a staff performs.

Marshall used this approach to show how important every single decision made was. Employees were aware of what are the results and consequences of their performances.

Use communication to motivate

Communication can be used as a motivational factor. Communication can be used as a tool to improve performance.

Marshall used communication effectively to improve the performance of BA staff. He never stopped good communication with other people. This made the staff motivated and

committed towards the organizational goal.

It is clear that effective performance management techniques will help to motivate the staff and achieve organizational success.

Q7.

Process of developing teams

Teamwork is an attribute that exist within a group of individuals who work towards the same

goal or objectives. Team work enable to people from different nature and departments to work in unison for a certain purpose or goal.

Teamwork helps to find solutions for shared problems, therefore enabling sharing of

interests. The processes used are formal and structured. These processes are agreed on by the team members.

In order to build successful teams the following guidelines must be used.

Be clear about your objectives

One must be very clear about what the objective of the team is. The team should also be aware of these objectives and what is required to be achieved by the team. You must be well

aware of how the team is going to help you find the solutions intended. These expectations must be realistic and feasible. Identifying a leader for the team will help the team to focus on the objectives.

Determine who needs to be in the team

Once the objective and goals are set for the team, it is essential to determine who will be on

the team. Different people can exist in the same group as long as they share the common goals. It is also important to include people with limited knowledge to the team, because they might produce new ideas and methods. They can also learn along the process. Political and

diplomatic factors are also important when selecting team members.

Establish deadlines and timeframes

Since group work takes longer than individual work it is essential to establish realistic timeframes for the teams to complete their tasks. Also monitoring must be done to make sure these timelines are met.

Empower the team to work well together

Make sure that the required skills and resources that are relevant to complete the tasks exist. These resources vary from time to time and person to person. Make sure that the team works as group after these facilities are provided. Technology, finance, staff, support and

executive support are some of these resources.

Identify a team communication method

The team must provide feedback and information on how the tasks are being done. Therefore a method of effective communication must be present. The team must also use communication means to communicate between themselves.

If all the above mentioned steps are done accordingly, an effective team will be created as a result. An effective will benefit the organization in following ways

Sharing of knowledge is one key aspect for successful organizational culture. An effective team provides the means for such healthy sharing of knowledge and information. Cumulative knowledge is created by sharing knowledge. Sharing of knowledge and information also

builds trust and loyalty among team members. Since they share and comment on others knowledge and information, the input of each member is considered valuable. This will motivate the team members.

Working in an effective team automatically gives the opportunity to the weaker members to learn using the expertise and experience of senior members. Every team member has

his/her own idea and applicable solution for a certain problematic scenario. This provides many alternatives for a single problem. This will create a platform for new ideas and eventually leads to innovations. These innovations and ideas will also be backed by the team members.

An effective team will perform as a unit, rather than a set of individuals. Therefore the talent is combined and responsibility is shared. This will make the decisions more accurate and

useful. This will also reduce the resources used to complete a task.

When working as a team, it is vital to have effective communication between the team

members and others. This will promote task effectiveness and speed. It will also create a culture where constant communication is present. This proves healthy to an organization.

When a team works and performs effectively, the team and the organization are benefitted

from it.

Q8.

The key success of a team lies on few principles such as each team member having clear responsibilities and the spirit of performing to maximum to achieve the goal.

But often, despite these principles being practised, teams do fall short of its full potential, this is where a team leader or leadership attributes are required.

Lack of Leadership can often lead to weakness in teams performance Stewart and Manz

(1995, p.748) stated, More specifically, work team management or supervision is often identified as a primary reason why self-management teams fail to properly develop and yield improvements in productivity, quality, and quality of life for for American workers.

Whereas, Larson and LaFasto (1989) looked in the opposite direction by targeting teams to gain insights as to what makes them function to the optimum level. Following were the

answers (As quoted):

A clear elevating goal they have a vision

Results driven structure visions have a business goal

Competent team members with right number and mix

Unified commitment they are a team, not a group

A collaborative climate aligned towards a common purpose

High standards of excellence they have group norms

Principled leadership the central driver of excellence

External support they have adequate resources

Dr. Meredith Beblin was one such scholar who also studied team work for many years and he concluded that team members tend to assume different roles. He further went on to state

team role as a tendency to behave, contribute and interrelate with others in a particular way. Through his studies he defined nine team roles that stress on team success.

Beblin Models nine team roles, were categorized into three clusters, they are:-

1. Action Oriented

a) Shaper (SH) b) Implementer (IMP)

c) Completer Finisher (CF)

2. People Oriented

a) Coordinator (CO)

b) Team Worker (TW) c) Resource Investigator (RI)

3. Thought Oriented

a) Plant (PL) b) Monitor- Evaluator (ME)

c) Specialist (SP)

The table below Illustrates Beblin Model

Action Oriented Roles Shaper (SH) Motivates the team by

challenging improvements.

Implementer (IMP) Endorses all good ideas are made realized and

practised.

Complete Finisher (CF) Checks if all tasks are complete periodically.

People Oriented Roles

Coordinator (CO)

Assumes the duty of the controller, through coordination and

Team Worker (TW) Ensures all members corporate through motivation.

Resource Investigator

(RI)

They maintain contacts

with external stakehoders and explore the option of bringing together the

resources as expected by

the team.

Thought Oriented Roles Plant (PL) Innovators of the team. They supply the team

with new ideas as requested with in the given time frame (most times).

Monitor- Evaluator (ME) They follow up behind the Plant to deceive if the ideas shared are worth

investing in. once the idea is chosen they are also give it the strategic

approach required.

Specialist (SP) They are specialized team members who possess knowledge and

skill on certain tasks, thaey are also looked upon as the expert who

would finish the job.

In conclusion by using Beblins Role, the team could be further enhanced and by bring balance in tasks, power, resources, etc This will also help identify the weakness in the team help explore avenues of how it could be resolved internally or seek help from outside.

References

Kendra Cherry (2011). Leadership Theories: 8 major leadership theories [online] < http://psychology.about.com/od/leadership/p/leadtheories.htm> [10th December 2013]

Steve Zeitchik. 10 Ways to Define Leadership [onlnie],< http://www.businessnewsdaily.com/3647-leadership-definition.html> [10th December 2013].

Fred Fiedler (1958). Fiedler's Contingency Theory [online] < http://www.leadership-central.com/fiedler's-contingency-theory.html#axzz2nYOBMZup> [11th December 2013]

Changing Minds. Cognitive Resource Theory [online] < http://changingminds.org/disciplines/leadership/theories/cognitive_resource.htm> [118th December 2013]

Val Singh, et al (2008). Newly appointed directors in the boardroom: How do women and men differ? European Management Journal, Volume 28.

Uma D. Jogulu (2010). Culturally Linked Leadership Styles? European Management

Martin Adeney (2012). Lord Marshall of Knightsbridge obituary [online]

[10th December 2013].

Simon Calder (2012). Lord Marshall: Executive who turned British Airways from a sleeping

giant into a world leader [online] < http://www.independent.co.uk/news/obituaries/lord-marshall-executive-who-turned-british-airways-from-a-sleeping-giant-into-a-world-leader-7920614.html> [10th December 2013].

Training Zone. British Airways, Leadership & Emotional Intelligence [online] [10th December 2013].

HR council Canada (2012). Workplaces that Work [online] < http://hrcouncil.ca/hr-

toolkit/workplaces-teams.cfm> [11th December 2013].

Larson, C. E., LaFasto, F. M. J. 1989. Teamwork: What must go right, what can go wrong.

Newberry Park, CA: Sage.