Leadership - leader, followers, situational

1. Table of ContentsAbstract................................................................................................................31. Introduction..................................................................................................32. Miss X – Manager, Centralized Lifecycle Management...........................4

2.1 Background and Current Role...........................................................................................42.2 Evaluation of Leadership Style.........................................................................................5

2.2.1 Personal Values.........................................................................................................62.2.2 Flexibility...................................................................................................................7

2.3 Identification of Leadership Style – The Affiliative Leader.............................................82.3.1 Critique......................................................................................................................8

3. Mr XX – Service Manager, Global Secure Access..................................103.1 Background and Current Role.........................................................................................103.2 Evaluation of Leadership Style.......................................................................................11

3.2.1 Team Leadership via Project Delivery....................................................................113.2.2 Managing his own team...........................................................................................12

3.3 Identification of Leadership Style – The Democratic Leader.........................................123.3.1 Critique....................................................................................................................123.3.2 Approach for his own Team....................................................................................13

4. Mr X – Senior Operations Manager, Network Support.........................154.1 Background and Current Role.........................................................................................154.2 Evaluation of Leadership Style.......................................................................................16

4.2.1 High Visibility.........................................................................................................164.3 Identification of Leadership Style...................................................................................18

4.3.1 Critique....................................................................................................................184.4 Conclusion......................................................................................................................19

References..........................................................................................................20

BMLS5103 – Leadership Styles Nor Helmee Bin Abd Halim

Abstract

This paper presents an evaluation of three different leaders in XYZ Malaysia, a multi-national

company headquartered in the USA. The company is located in Cyberjaya, the heart of MSC,

Malaysia. XYZ Malaysia is an offshore hub covering global outsourcing network support and

services. The three chosen star leaders are Miss X, manager of a Centralized Lifecycle

Management team covering global IBM company. Her team is located in India and she is

managing the entire team remotely from Cyberjaya. The second star leader is Mr XX, Service

Manager of Global Secure Access. His team is a subset of a larger Service Management portfolio

dedicated to Shell OIL account. The final star leader is Mr X, Senior Operation Manager of

Global Customer Support Services. The team is part of the global network support and incident

management covering global sourcing accounts. There are at least twenty more managers in

Cyberjaya office, but the three star leaders were chosen because each one of them is unique and

different in many ways. Each profile includes their current role and background, evaluation of

each profile leadership style through observations and identification of the leadership style based

on the criteria given.

1. Introduction

A simple leadership definition as defined by Bass (1960) is the power or ability to lead other

people. The concept of leadership comprises a wide range of different interpretation regarding

the characteristics of the leader, behaviors or traits, impact on employees and their activities.

Leadership plays a critical role in an organization for business success as well as to stay

competitive in the market.

In 1967, the first researcher Fred Fiedler (1967), identified three major components in

leadership process; 1) Leader 2) Follower 3) Situation. He developed his contingency model of

leadership theory based on these components. Further research by Hollander (1978) discussed

the transactional approach to leadership called interactional framework. As shown in Figure

1.1, the framework depicts leadership as a function of three elements; 1) The leader, 2) The

followers, and 3) The situation.

Figure 1.1 – An Interactional Framework for Analyzing Leadership

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According to Hollander (1978), leadership process can be examined by each level of

analysis separately as well as examine the interactions among the three elements, represented by

the overlapping areas in the above figure. In the following chapter, we will describe and evaluate

the three chosen star leaders on how the three elements affects each other in the leadership

process.

2. Miss X – Manager, Centralized Lifecycle Management

2.1 Background and Current Role

Miss X or “Miss X” was born in 1980. She is the youngest among three star leaders. She comes

from a family of five, where her father is a retired supervisor while her mother is a full time

housewife. In 2001, she graduated from Multimedia University, Cyberjaya with a degree in IT

software engineering. Three years ago she completed her MBA from the same university.

Miss X started her career in the same year she graduated as a Service Desk Analyst in

HP. After a short stint in HP, she joined IBM for Technical Solution Specialist. After three years

with IBM she moved on and joined another multinational company, Shell OIL as an Operations

Engineer. In 2008, Shell OIL IT operations were outsourced to three different bundles, XYZ for

network bundle, HP for Desktop services and T-Systems for hosting services. Her current

position is Operations Manager managing Incident Management team for the IBM company.

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Ironically, the account that she was familiar with during the early days of her career. In this role,

her responsibility covers incident management for forty two and ten sub accounts of IBM.

Her role is quite challenging when she has to manage her followers in India remotely

from Cyberjaya. She is managing a team consists of fifteen followers. The primary responsibility

of the team is to interface with customers on incidents related to network and technical issues,

and collaborating with customers and other XYZ internal teams for resolution process. Miss X

ensures all complaints are entertained by her followers and managing customer’s expectations

for resolution progress. She also required to ensure the team is working cohesively, keeping her

followers motivated to handle customer’s issues and ensure they achieve the goals set by the

business unit. Figure 2.1 shows the followers of Miss X.

Figure 2.1 Miss X’s Direct Reports.

<<omitted>>

2.2 Evaluation of Leadership Style

Miss X generally adjusts and adapts to the situation in fulfilling her everyday responsibilities.

2.2.1 Personal Values

2.2.1.1 Easygoing

Judging by Miss X’s personal appearance and personality, she lives her life to the fullest. She

always looks calm, no sign of stress and looks comfortable in her current role. Her characteristics

are also echoed by one of her followers when asked to give an opinion about her. “She’s cool

and gives autonomy to us to deliver our tasks”, commented by Siddesh or Sid. Her style is seen

matches with one of the common leadership styles – laissez faire. It is also her personal choice

of leadership style in her response to my brief interview while preparing this report as depicted in

Figure 1.2.

Figure 2.2 – Snippet of Miss X’s response.

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2.2.1.2 Protective

Another example of how Miss X maintains her relationship with her subordinates is she did not

jump into conclusion too easily. In customer orientation environment, communication skills are

very important. Due to many factors like cultural differences and language barriers, customers

may get offended when they misinterpret the message they received via email. The customer

usually escalates to the manager to share their dissatisfaction over the issue and demanded stern

action to be taken. Her reaction in mitigating this issue is she will investigate the allegation

herself and immediately send an apology note to the customer. She will then hold a discussion

with the employee and discuss how to improve the situation in the future. Most of the time, it is

merely a misunderstanding as choice of words used is not appropriate. She did not punish her

staff as suggested by the customer, but she used a different approach by providing training in

remediating the issue. As we continue to learn from mistakes, her followers feel protected and

they will try to avoid it in the future. This situation is witnessed by myself since the customer

looped me since we work under the same business unit.

2.2.1.3 Caring

This may sound something small but Miss X remembers her followers’ birthday. She will not

just send a simple “happy birthday” notes, but she will include some meaningful lines showing

that she really cares about them. She does this to her peers as well. At the end of every quarter,

she organizes a small birthday bash for them. Her followers felt appreciated and their sense-of-

belonging, increased by her kind gesture.

2.2.2 Flexibility

As combining leadership styles have been argued to be the preferred way by many researchers,

Miss X is seen to apply a different leadership style to complement the dynamic working

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environment she lives in. As cited by Issue, Held and Reaiche (2015) referring to Murphy

(1941), situational theory was developed to highlight the importance of situational factors and

how they impact leadership effectiveness. Leadership is naturally situational and this theory

highlights that there is no better single leadership style for all situations, and conversely

encourages leaders to consider the impact that situational variables can have on the effectiveness

of a behavior.

2.2.2.1 Flexi-hours

One of the corporate goals is cost-savings policy across the board. Implementing “hiring freeze”

by each business unit is one of the objectives in achieving that goal. Many teams, including her

team are impacted by this policy. Sadly, people leave and no replacement is granted. She uses

her creativity within her capacity and allows her followers to “work from home”. Her

justification for doing this is to allow her followers to be more productive as they can start

working on them remotely as they don’t have to beat the morning rush hour. Upon completing

their work, they can spend the additional hours with their loved ones instantly. Her flexibility in

tackling this issue improves the morale of her followers, they become more productive as well as

improves the wellbeing of the team. Since Miss X and I are from the same business unit, her

team productivity report is accessible and it shows all “green” despite scarce human resources.

2.2.2.2 Self-discipline

Although Miss X sounds like a soft “lady boss”, from a different angle she is very self-discipline

especially dealing with time-sensitive situation. For example, when she organized a meeting at

3pm and she expects everybody to be in the meeting sharp at 3pm too. Most of the time she will

be there five minutes early. It has been observed many times since our teams cross path in many

meetings together. This value demonstrates a great example of how to respect other people’s

time. Instead of her keeps sending reminder to be punctual, she leads by example. People respect

her value and they recognize her as an easygoing and strict at the same time.

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2.3 Identification of Leadership Style – The Affiliative Leader

2.3.1 Critique

Based on the above descriptions, Miss X demonstrates a great example of “people oriented”

leader. It matches with affiliative leader as it creates emotional bonds and harmony in the

team. This style is part of the six Emotional Leadership style identified by management theorists,

led by Daniel Goleman (2002).

She puts her followers first than anything else. She handles most of the situations in her

team with strong empathy, she builds close relationship with her followers and she

communicates proficient with them in achieving the goals. The “friendly” approach, she has

been applying with her team members remove the power distance between her and the team.

Acknowledgement from her follower proves that she is truly a people oriented leader.

In a different scenario, she protects her followers well, but not too defensive. She forges

strong emotional bonds with her followers. Her followers know that they have a strong leader

that they can rely on. Preston, Moon, Simon et al (2015) mentioned that emotional bonds lead to

immense loyalty from the individual. By remembering her followers birthday and send nice

wishes is another good trait of how she builds relationships with her followers. All these sets a

solid foundation in establishing positive team chemistry. (Preston et al, 2015).

Miss X understands that just being nice is not sufficient to sustain a healthy and

productive team. Therefore, she combines her leadership style with other styles and adapt

accordingly to situations. She adjusts her style to whatever limitation laid out in front of her. An

example to support this notion is when she uses flexibility in the attendance rules. In the “hiring

freeze” situation, instead of disagreeing with the management, she “bends” the rules. She allows

her team to work from home primarily to boost their motivation. Despite an increased of

individual workload resulted from replacement restriction, her followers felt motivated since

they were given flexibility to manage their work schedule. Her decision was not only able to

maintain team performance, but also improves their wellbeing.

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Miss X demonstrates high self-discipline too. She uses her power to educate others to

respect other’s time. The meeting example is a great example, as it sets precedent in all other

situations that her followers must respect the deadlines given to them. To a certain extent, Miss

X may use her different source of power to punish her followers for not meeting the deadlines.

Preston, Moon, Simon et al (2015), conclude that while this leadership style is effective

in building a positive work environment and group culture, there are some disadvantages

associated with it. Affiliative leaders predominately remain constructive in the feedback they

provide, under-performing workers tend to go unrecognized, which thereafter, fosters

mediocrity. This group of employees will start to become content with their performance, as

affiliative leaders leave such issues unaddressed, it leads to poor performance of the specific

followers. This group of followers lack of clear direction that is needed in order to course-

correct, thus they must rely on themselves to improve their performance. If corrective measure is

not taken properly, it will lead to an overall poor group’s performance, cause disruption in the

harmony and disorientation of the followers.

3. Mr XX – Service Manager, Global Secure Access


Mr XX is widely known by his initials “MR XX”. He is another young leader in the

organization. He was born in the year of the “dragon” of the Chinese zodiac, 1976. MR XX is

married with three kids. He was graduated abroad from the University of Western Australia with

double degrees in Electrical Engineering and Business Commerce (Accounting and Finance).

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After completing his higher learning, he started his professional career as an IT engineer

at the age of twenty five years old. In total, he has spent almost fifteen years in IT industry,

specializing in network security which is now becoming his subject matter expert. In 2005, he

joined Shell OIL as a service manager covering network security landscape. Three years later he

transitioned to XYZ after Shell OIL completed the global IT outsourcing service project.

His current role is interfacing with Shell OIL, internal XYZ service delivery teams and

support teams. He acts as the focal point for all new service requirements and onboarding,

escalation point for service interruption and coordinating with XYZ internal teams for service

delivery, support structure and maintenance. In Cyberjaya office, he made his presence felt

through his strong character and vocal in expressing his opinions. His expertise, experiences, and

passion have made him a role model for others, especially the younger generation in XYZ.

MR XX used to be individual contributor, in other words manager role with no direct

reports. Until two years ago, when his scope of work was enlarged, two analysts have been

assigned to sustain the operation of the team. People around him may look him as a rookie in

leadership roles, but practically through his own experiences and observations of how other

leaders do “people management”, he managed to adapt and cope well to his added

responsibilities. Figure 2.1 shows the team structure of MR XX.

Figure 2.1 – Service Management – Secure Access

<<omitted>>


Since MR XX used to work alone as an “individual contributor” and only recently he was

assigned with two employees, we will examine him based on these two situations. Individual

contributor does not mean that the person has no involvement in people management. In fact, his

responsibilities can be even challenging as he needs to manage two or three different teams for a

certain period of time depending on project duration. For example, service improvement projects

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may take up to six months or more to be completed. During this period, the service manager acts

as a team leader for many followers from different teams to achieve project’s goal.

3.2.1 Team Leadership via Project Delivery

3.2.1.1 Traits

MR XX has strong technical and communication skills which give him a huge advantages

dealing with a large group of followers from different background. He has a strong command in

English which makes him easy to communicate the objectives of the project and to guide people

to work on the same direction. He knows the subject very well and often acts as the middle man

should two or more teams have differences in opinions. He always there when people need him,

his presence and visibility have significantly contributed to the success of his many projects.

3.2.1.2 Decision making

Countless times, I have been involved in projects led by MR XX. Most of the time, he

decentralizes his decision making process. He often leaves to the followers to decide the best

solution to a problem. For example, when the teams were required to provide realistic service

level agreement (SLA) to deliver a particular service. Theoretically, as a service manager, he

would suggest the shortest lead-time in order to please the customer. But MR XX chose to get

the delivery teams to come out with the realistic lead-time and justify why number of X days are

needed to deliver the service. If the team provides weak justification, MR XX would challenge

and get them to revisit the process. This approach has given positive impact to both customer and

delivery teams. The customer gets comprehensive feedback with justification and delivery teams

would deliver the service in a timely fashion since they made the decision.

3.2.1.3 Recognition and Rewards

Satisfied customer usually will send a nice thank you notes or even invite for lunch or dinner, but

for MR XX he will not take credit for himself but he celebrates success as a team. He always

believes in the team effort and therefore he will share the notes or extend the lunch or dinner

invites to the team. If the team is too big then he will select key persons in each team to join the

event.

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3.2.2 Managing his own team

3.2.2.1 Coach

The approach that he takes to lead his own team is mostly the same. He added coaching as part

of his action plan. Since MR XX and I are peers and we both are the same age, we talk and

exchange ideas a lot. He believes in visibility and reachability are two important elements

dealing with customers. Customers will escalate to the next level if he is not reachable when they

need him badly. MR XX is reachable via many ways, from mobile phone, email or via corporate

instant messaging. Customers don’t need long time to hear from him back, MR XX checks his

email regularly and will not keep an email unattended for more than a day. He sets a good

example and coach his followers to be visible and reachable.

3.2.2.2 Trust

Using XYZ flexible working hours as an example, MR XX do not really track his followers

clock-in and clock-out. Sometimes they have to attend meetings during odd hours so they

manage their own time or can even work from home the next day. Referring to the same policy

that MR XX embraces, as long as they are reachable and no negative impact on productivity,

then he’s fine.

3.3 Identification of Leadership Style – The Democratic Leader

MR XX demonstrates a different set of qualities and values in the process. In general, his

approach is matched with democratic or participative style.

3.3.1 Critique

Many empirical studies (Bolden, Gosling, Marturano, and Dennison, 2003) and (Bosiok & Sad,

2013) defined democratic leadership style by a leader who involves team members in decision

making and management. The leader encourages team members to participate in goal setting,

determining methods and procedures, providing inputs, ideas and suggestions for solving

relevant problems, as well as participating in the decision making process itself. The leader does

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not give detailed instructions or control his or her team members. Democratic style is part of the

six leadership styles (emotional intelligence) founded by Daniel Goleman (1998).

Although MR XX is recognized as SME in his area, he would rather let the team to

decide for the best solution. Using the SLA determination as an example, with his strong

technical experience and other personal values, MR XX just acts as a reference point and

provide advice when necessary. This approach is aligned with Goleman (1998) description, it’s

an open approach to leading, where decision making is shared and the views of a team are valued

and contribute to the vision, goals and decision that are made. The style allows team members to

feel included in the team. It offers equality of power, and group decision making.

According to Preston et al (2015), a democratic leader provides intrinsic motivation to

the team. Research has proven that intrinsic motivation initiates creativity and innovation. Highly

motivated team will go above and beyond any task assigned to them. Using the reward and

recognition approach used by MR XX as an example, the team knows that they will be rewarded

if the customer is delighted with the output the project. Based on the above justification, the

approach used by MR XX in meeting his project goals is proven to be effective. As theorist and

researchers (Goleman, 1998; Preston et al, 2015) argue that democratic style has its limitation

like social-loafing for non-performer team members, MR XX employs a different approach like

coaching.

3.3.2 Approach for his own Team

An empirical study conducted by Giancola (2010) mentioned that a democratic-minded leader

prefers highly talented followers. The leader sets goals where all team members should have

equal knowledge and skills for them to actively participate in the decision making process. In

other words, the leader does not condone “passengers” in the team. To achieve the goal, the

leader has to build good relationship by adding an element of trust and at the same time the

leader groom or coach them. MR XX in this case does all this to his team. He coaches his team

to be highly competent with their work. Both MR XX and his followers have strong relationship

and trusted each other.

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4. Mr X – Senior Operations Manager, Network Support


Mr X or Mr X is the eldest among four siblings. Mr X graduated from a local university with a

degree in IT. He started his professional career in 2000 at a well-known system Integrator

company called Solsis as an application engineer. In 2002, he joined Shell OIL and transitioned

to XYZ in 2008 as part of the outsourcing service project. Mr X is chosen as top three star

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leaders because of his vast experiences climbing the corporate ladder from junior analyst,

engineer, team leader, manager and currently as a senior manager of Global Customer Support

Center organization.

His team consists of twenty six followers from various technical fields like security,

proxy, DNS, DMR XXP, remote access and few others. The team operates round the clock, 24x7

shift. The primary deliverable of his team is to monitor network services availability and

provides active and reactive support for multiple customers like Shell OIL, IBM and few other

customers around the globe. While Mr X’s primary deliverables are to ensure his team

collaborate with peers in other work-centers like India, Singapore and Philippines. Apart from

that, he also ensures all incident tickets are being assessed, process, execute and close within the

agreed SLA and at the same time managing customer expectations.

From people-management perspective, Mr X has quite a large number of followers

reporting to him with various backgrounds like contractors, technical skills, knowledge, cultural

differences and nationality. The majority of his followers are Malaysian then followed by Indian

and Filipinos. Managing large number of people will be the area of interest for Mr X. With Mr

X’s vast experience added to his strong personalities and leadership style have been seen to be

the key success factor for him to be around today in XYZ Cyberjaya. Figure 4.1 shows the

followers of Mr X.

Figure 4.1 – The Team

<<omitted>>


Naturally, Mr X has good personalities, good physiques, energetic, high assurance and very open

in stating his views. He has charismatic attributes which have brought him to where he is today.

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Based on his career growth history, Mr X spent less time on technical hands-on since his

leadership talent has been recognized by the top management much earlier. He applies his

experiences to guide his followers effectively.

4.2.1 High Visibility

4.2.1.1 Reachable

Mr X made his presence felt by his reachability and approachable by others. Mr X is always

there at the right time, at the right place. His excellent interpersonal skills and great relationship

with others have been instrumental to him. Through my own experience, Mr X owns every issue

goes to him until it gets resolved. Though the issue is not within his capacity, he will find

alternatives like connecting the issue with his counterparts from another team and ensure it gets

sorted out. All his values have made him a role-model to his followers and others in the work-

center.

4.2.1.2 By-the-book Policy

Managing a large group of followers have made him to lead “by-the-book”. He does not take

chances with his followers with may lead to other problems. For instance, his team nature of

work requires them to be in the office all the time. Unlike the two previous leaders, “work from

home” is not tolerated for at all. He has strong reason doing this as the team is abiding to a strict

contractual obligation with customers. Any unattended “trouble ticket”, will translate to financial

impact, XYZ will be penalized for breaching the support agreement.

4.2.1.3 High Performance Standards

Mr X always strives to be the best. His career growth history justifies this notion. He creates

short-term and long-term goals and ensure he achieves it. His team always made headlines in the

monthly newsletter for their achievements. Mr X is creative and innovative in keeping his

followers best performance. He develops processes, continue enhancing the process and impose

high work ethics are the recipe for his effective leadership approach.

4.2.1.4 Walk-the-Talk

He leads by example. He sets most of the rules for his followers. One rule which has been seen

difficult to follow by his followers when he imposed strict break policy. 12-hour shift is tough

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and tiring for some especially on “graveyard” shift. People constantly use it to go for a long

break. Unfortunately for some, they abuse the flexibility given to them. They went for extra-long

break, which has severed team productivity. Mr X employed new ruling, which allows only 30-

minutes break each session and their movement is tracked by the door-access system. No

exception for him too, as he has to adhere by not taking long lunch break.

4.2.1.5 Stand-up, Speak-up

In a recent benefit harmonization project led by local HR, some of the ex-Shell OIL staff benefits

have been cut. Few of his followers, including himself were affected by this new policy. The

approach used by HR was seen to be vague since there was no concrete reason for doing so. Mr

X and many others (including me) were not happy and he took a step forward represent the team

to express our dissatisfaction. With Mr X’s openness and assertiveness characters, he practiced

what he thinks was right for his followers. The followers admire his efforts and see him as one of

many leaders that they can rely on.

4.3 Identification of Leadership Style

From the above descriptions, Mr X is the pacesetter. He perfectly meets the criteria of

pacesetting approach.

4.3.1 Critique

As cited by Preston et al (2015) referring to Murphy (2011), characteristic of pacesetter is

obsessed about doing things better and faster, and asks the same for everyone. The pacesetting

method allows high-skilled leaders exemplify their skills over those tasks in the hopes that their

followers will follow. Using Mr X’s “reachability” as an example, his approach to gain

visibility from others is by ensuring he is reachable most of the time. By getting reachable,

customers will be kept informed regularly and thus, resolution time will be faster and improves

team performance. Ultimately, new tasks keep coming and by closing the old task in timely

manner improves team productivity as well as improve employees’ motivation since the

workload is well managed.

Goleman (1998) mentioned that pacesetter leader will create a high energy team since

the leader initiates everything in the team. Using “sets high performance”, lead “by the book”

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and “walk the talk” examples by Mr X, he created and defined the rules for his followers. He

defines the goal, owns the rules and he ensure every team members sticks to it, including

himself. He sets the momentum of the team and the style Mr X possesses yields and maintain

good performance results as described earlier. His style is seen effective and suitable for the type

of business and followers he manages.

The other thing that people admire Mr X’s leadership quality that he fights for people’s

rights. With good reason, Mr X will stand, speak up and not just simply adopt whatever new

ruling and policy which he believes impacting the morale and motivation of his followers. As

argued by Goleman (2002), it is not easy to maintain the high energy and enthusiasm of

followers under pacesetter leader if the morale is low and lack of motivation will obviously

impact the overall performance of the followers.

4.4 Conclusion

Based on the above discussion on the leadership process for three XYZ star leaders, we can

conclude that there is no one style of leadership fits all situations. Our leadership approach is

derived from the interactions among the leader, the followers, and the situation. In order to be an

effective leader, we must be flexible and able to adapt our approach to fit the situation.

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References

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Bosiok, D., & Sad, N. (2013). Leadership styles and creativity, 1, 64–77.

Fiedler, F. E. (1967) A Theory of Leadership Effectiveness, New York: McGraw-Hill.

Giancola, D. P. (2010). Democratic Coaching : A Case Study by Democratic Coaching : A Case Study.

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Goleman, D., Boyatzis, R. E., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School PressJL & Newstrom JW. eds J Pierce & J Newstorm, McGraw-Hill, Irwin Boston, pp. 674-687.

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Issue, S., Held, C., & Reaiche, C. (2015). T h e J o u r n a l o f D e v e l o p i n g A r e a s THE EMERGING ROLE OF, 49(6).

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Preston, G., Moon, J., Simon, R., Allen, S., & Kossi, E. (2015). The Relevance of Emotional Intelligence in Project Leadership. Journal Of Information Technology & Economic Development, 6(1), 16-40.

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Leadership - leader, followers, situational

Leadership & Management

Transcript of Leadership - leader, followers, situational