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 coworker. (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

They maintain contacts

(RI)

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.

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