MY VISION OF LEADERSHIP: A REFLECTIVE ANALYSIS

What type of leader do you believe you are or would like to become? How ready are you to lead others?

Action Centred Leadership: Adair’s Model (Source: CULC Moodle, 2015)

Adair (1979), emphasized in his model on what an effective leader should do to gain the trust and commitment of his followers and for the success of an organizations performance. He argued that task needs, team maintenance needs and individual needs should be in balance so that none are neglected through undue focus on either of the others. Thus, being bossy or autocratic would hinder these functions from being duly achieved.

Transformational Leadership: (Burns Model, 1978)

I am personally fascinated and motivated by the Semco’s case where he transformed from being an authoritarian leader to a democratic one. He basically accomplished the very goals of Burns (1978) transformational leadership, which includes: (1) Making employees aware of the importance of tasks outcomes (2) Inducing them to transcend their own self-interest for the sake of the organization or team and (3) Activating their higher-order needs. He sought to lead and drive change within the employees by inspiring and motivating them to become their own leader and finding themselves onward.

Due to these reasons, followers felt trust, admiration, loyalty, and respect towards him. They were motivated to do more than originally expected to do, been able to voice out and give opinions about how and what could be done in the organization made them feel worthy, valued and respected.

A T.V personality who has also inspired my view of leadership is Oprah Winfrey. There is a popular quote she often says ‘don’t worry about being successful but work toward being significant and the success will naturally follow”. This quote often makes me ponder about leadership, being a successful leader should not be the ultimate goal of your endeavours. Making a difference, changing lives for better, developing that leadership skills or abilities in a unique way. A leader can be anything from transformational, democratic, autocratic, etc. But there has to be something that makes you stand out from the crowd. For Oprah I think what really worked for her was the charismatic abilities she possessed which put her on top of her game. Northhouse (20o4) described the charismatic leader as one who has a sense of confidence, moral values, a fierce and a type of dominant personality to influence others. (Source: Jennerz41, 2011)

Oprah was more of a charismatic leader who captured and changed many peoples’ lives with her unique skill. Thus, my understanding of leadership has swiftly upgraded from just knowing and applying these leadership theories, but also being able to develop my natural abilities and personal traits from it. I have received a few feedbacks from my colleagues and it’s been really motivating and served as eye-opener to area of my weaknesses. The Belbin profile system that was introduced to us described my team role contribution as a Plant (someone who is creative and imaginative) and Shaper (someone who is challenging and has the courage to overcome obstacles). Well, I hope to believe its all true.

Moving forward with my MBA, i intend to work better on my leadership skills and styles generally. I have been identified by my peers to exhibit more of a laissez-faire (genuine) leadership style. I believe to be great and successful in my future leadership role , i have to directly or indirectly have  all the different leadership styles and be able to put them into practise.

References:

Burns, J.M. (1978). Leadership. New York: Harper & Row.

Carole, S. (2015). Changing Nature of Leadership.’Action Centred Leadership- Adair’s Model. (Online). Retrieved from https://culcmoodle.coventry.ac.uk/pluginfile.php/208919/mod_resource/content/0/M005%20E04%20U6K1%20leadership%20Jan%202015.pdf On 7th September, 2015.

Northouse, P.P. (2004). Leadership: Theory and Practice. Third Edition. Sage Publications: London.

Jennerz41 (2011). Oprah Winfrey: ‘Transformational Leadership’. (Online). Retrieved from https://www.youtube.com/watch?v=9zDMoj7D3b8 On 7th September, 2015.

LEADERSHIP AND CHANGE

“Change is nothing new and a simple fact of life. Some people actively thrive on new challenges and constant change, while others prefer the comfort of the status quo and strongly resist any change. It is all down to personality of the individual and there is little management can do about resistance to change” (Mullins 2010:753).

(Source: Google images)

Change is an inevitable and constant feature. It is an inescapable part of social and organizational life and we are all subject to continual change of one form or the other (Mullins 2013).

Yulk (2013) stated that ‘Leading change is one of the most important and difficult responsibilities for managers’. It involves guiding, encouraging, and facilitating the collective efforts of members to adapt and survive in an uncertain and sometimes hostile environment. The top management team usually guides major change in an organization, but other members of the organization can initiate change or contribute to its success.

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Many efforts to implement major change in an organisation are often unsuccessful, and resistance to change is a major reason for failure. Resistance is seen as a normal part of the process and for this reason, it is always expected (Steinburg, 1992). Change involves moving from ‘known to the unknown’ which is mostly the reason for resistance (Nadler et al, 1981). The ability to adapt to a change in an organization differs in amongst individuals (Darling, 1993). This is as a result of individuals experiencing change in different ways (Carnall, 1986). Some individuals move through the change process fast while others may not (Scotte and Jaffe, 1988). Most big organisation’s failure is mostly linked to employees’ resistance (Martin, 1975). People typically transit through a series of emotional stages as they adjust to the need for a drastic change in lives. Understanding each of these change process helps leaders guide and facilitate change (Yulk 2013).

Resistance to change is viewed as an inevitable aspect of the change process, one which counterbalances the pressure or forces encouraging change (Bedian 1980). He identified four causes of resistance to change:

• Parochial self-interest
• Misunderstanding and lack of trust in management
• Contradictory assessments of the implications of change
• A low tolerance for change

Organisational change alters the status quo and frequently entails a loss of power for some individuals and groups and a gain for others. The success of a major change will depend to a great extent on how well leaders communicate the reasons why proposed change is necessary and beneficial. Success is more likely if leaders articulate a vision of a better future that is attractive enough to justify the sacrifices and hardships the change will require. A clear vision helps guide and coordinate the decisions and actions of many people.

A useful model that can help managers manage change is the Lewin’s (1995) force-field model. He proposed that the change process is in three phases: unfreezing, changing, and refreezing. In the unfreezing phase, people come to realize the old ways of doing things are no more adequate. This recognition may occur as a result of an obvious crisis, or result from an effort to describe threats or opportunities that were not evident to most people in an organization. In the changing phase, people look for new ways of doing things and select a promising approach. In the unfreezing phase, the new approach is implemented and it becomes established.

(Lewin’s Change Management Model)

All three phases are very important for successful change and will only work consecutively that is, you cannot move to change before unfreezing or freeze without changing. Moving too quickly through the stages can endanger the success of a change effort. Basically, the model is all about reinforcing change, accepting the change and maintaining it into the future. Some of the key limitations of this model are: disregard for the transformational and radical changes, the role of power and politics in an organisation is also ignored. Kanter (1992) accused the model of being ‘quaintly linear and static’, and wildly inappropriate’. But nevertheless, I still think this model is useful and relevant for today’s managers in understanding the change process because it is quite simple and easy to understand. Handling resistance among employees is one of the most difficult challenges managers face and outweighs every other aspects of the change process (O’Conner, 1993).

Change in the workplace is inevitable, and a managers’s role in helping his employees embrace that change can make a difference in ensuring a smooth transition. Walt Disney is great example of a leader who adapted and managed change efficiently. Walt Disney is known as the greatest and most influential motion picture producer and snowman. He seeks to change the status quo by articulating to followers the problems in the current system and a compelling vision of what a new organization could be. He was known for moving and changing things in a big way, by communicating to followers to a special vision of the future, and tapping into followers’ higher ideals and motives.

(Source: Celina, 2013)

Conclusively, managers should help their employees understand that change can often bring unexpected benefits as this can help them think more positively about change in the future.

References

1. Bedian, A. G. (1980). Organisations: Theory and Analysis. Hinsdale, IL: Dryden Press.
2. Carnal, C. A. (1986), ‘Toward a theory for the evaluation of organizational change’, Human relations, Vol. 39 No.8, pp. 745-766
3. Celina, K (2013). Walt Disney- Transformational Leadership. (Online). Retrieved from https://www.youtube.com/watch?v=T3Wu4P8CZxk On 4^th September 2015.
4. Gary Yukl (2013). Leadership in organizations. 8^th Pearson Education Limited, London.
5. Kanter, R.M., Stein. B., & Jick, T. (1992). The Challenge Of Organisational Change. New York: Free Press.
6. Martin H.H. (1975), ‘How we shall overcome resistance’. Training and Developmental Journal, Vol. 29 No. 9, pp. 32-4
7. Mullins J. Laurie (2013). Management and Organisational Behaviour. 10^th Pearson Education Limited, London
8. Nadler, D.A. (1981). Managing organizational change: an integrative perspective, the journal of Applied Behavioural Science, Vol. 17 No. 2, pp. 191-211.
9. Scott, C.D. & Jaffe, D.T. (1988). ‘Survive and thrive in times of change’, Training and Development Journal, pp. 25-7
10. Steinburg, C. (1992). ‘Taking charge of change’, Training and Development. Vol. 46 No 3, pp. 88-93.

MOST EFFECTIVE LEADERSHIP & MANAGEMENT STYLES & APPROACHES

‘’Which personal style should managers adopt to ensure success? What is the most effective approach to managing the work of subordinates? These questions have been extensively researched and debated over the last century, and while the general consensus has moved away from ‘command and control’ management and leadership towards more consultative and participative approaches, there is no single ideal, as the best approach may vary according to circumstances and individual characteristics (CMI 2013)”.

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There is a continuing controversy about the difference between leadership and management. Rost (1991) defined management as an authority relationship that exists between managers and subordinates to produce and sell goods and services. He defined leadership as a multidirectional influence relationship between leader and followers with the mutual purpose of accomplishing real change. Managers may be leaders, but only if they have this type of influence relationship. Rost suggested that leading was not necessary for a manager to be effective in producing and selling goods and services. However, leading is essential when major changes must be implemented in an organization, because authority is seldom a sufficient basis for gaining commitment from subordinates or for influencing other people whose cooperation is necessary, such as peers and outsiders.

Northhouse (2013) proposed that leadership is similar to management in many ways. Leadership involves influence, working with people, concerned with effective goal accomplishment, and so is Management. In general many of the functions of management activities are consistent with the definition of leadership. But leadership is also different from management.

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Many Scholars, in addition to Kotter (1990), argue that leadership and management are distinct constructs. For example, Bennis and Nanus (1985) maintained that there is a significant difference between the two. To manage means to accomplish activities and master routines, whereas to lead means to influence others and create visions for change. Bennis and Nanus made the distinction very clear in their frequently quoted sentence, “Managers are people who do things right and leader are people who do the right thing’’.

(Source: Google Images)

The primary functions of management, as first identified by Fayol (1916), were planning, organizing, commanding, co-ordinating, and controlling. These functions are still representative of the management today especially in the formal organisations. However, the validity of these functions has generated controversy over recent years for describing managerial work (Stephen et al, 1984). Mintzberg (1975) described the functions as ‘folklore’ and indicates the formulations are not supported by the work of research. The Fayol functions may still work in some formal organisations but would not be able to cope with the conditions of 21^st century due to modern rapid changes like employees participation decision making, the model’s absence of attention to issues relating to sensitivity of human needs and so on.

Blanchard Situational Leadership II Model (Source: Google Images)

Thus, I believe the most effective approach to managing the work of subordinates is through the ‘situational approach’. Hersey and Blanchard (1969a) developed this approach based on Reddin’s (1967) 3-D management style theory. It stresses that the leadership is composed of both directive and supportive dimension. It suggests that leaders should change the degree to which they are directive or supportive to meet the changing needs of subordinates based on the assumptions that employee’ skills and motivation vary over time. The essence of situational leadership demands that leaders match their style to the competence and commitment of the subordinates.

Henceforth, in agreement with the discussion stated above by the Chartered Management Institute (2013), I believe that as an effective leader, you should to be able to recognize the needs of your employees and adapt your own style to meet those needs. An example of a leader, who worked this way, was the late Steve Jobs CEO of Apple Inc and he is a good example of a leader that fit my idea on how I would like to be led. He incorporated this leadership style during his time. He would task out comprehensive responsibilities to excellently qualified people, each with his or her talents and spend days speaking with these persons and their respective teams directly instead of broad agenda meetings, committees, etc. When quality ideas are being raised in the process, he would bring the idea to fruition.(Source: Ragni, 2010)

His type of leadership skills promoted openness amongst subordinates, hindering situations where the best ideas do not make it to the top or where internal politics take precedence over working in any aspect of the company’s goal towards improvement.

Most bad leadership happens as a result of control or command style of management, where the opinions of the employees are hardly heard or listened to, leaving the employees feeling less respected in the organization. This kind of scenario makes the top management ignorant of what really happens in the workplace, which can in turn make his/her directives misguided.

Conclusively, managers or aspiring managers who intend to lead successfully and smartly should establish a strong relationship with their team, recognize employees when they do a good job, be transparent, accept feedbacks but at the same time find their own unique way to lead for the purpose of overall good results.

References

1. Bennis, W.G., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York: Harper and Row.
2. Fayol, H. (1916). General and indusrial management. London: pitman.
3. Hersey, P., & Blanchard, K. H. (1969a). Life-cycle theory of leadership. Training and development journal, 23, 26-34.
4. Kotter, J. P. (1990). A force for change: How leadership differs from management. New York: Free Press.
5. Mintzberg, H. (1975) ‘Manager’s job: Folklore and fact.’ Harvard Business Review. Vol. 53, pp. 49-61.
6. Northouse, G. P., (2013). Leadership. ‘Theory and practice’. 6^th SAGE Publications Ltd.
7. Ragni (2010). ‘Steve Jobs talks about Managing People’. Retrieved from https://www.youtube.com/watch?v=f60dheI4ARg On 24^th August 2015.
8. Reddin, W.J. (1967). The 3-D management style theory. Training and Development Journal, pp. 8-17.
9. Rost, J.C. (1991). Leadership for the twenty-first century. Westport, CT: Greenwood.
10. Stephen, J., & Dennis, J. (1984). The classical Management functions: Are they really outdated? (Online). Retrieved from http://web.b.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=1112c442-d686-4054-a55e-29856127eb66%40sessionmgr113&vid=11&hid=118 On 24^th August 2015.

THE CHALLENGE OF MANAGING DIVERSE TEAMS

“Research has consistently shown that diverse teams produce better results, provided they are well led. The ability to bring together people from different backgrounds, disciplines, cultures, and generations and leverage all they have to offer, is a must-have for leaders”

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According to the Chartered Management Institute, “A team is a group of people working towards common goals and objectives and sharing responsibility for the outcomes. Teamwork is a necessity, not an option, for the success of an organisation (Adams 2008). Building successful teams requires effective leadership with emphasis on trust, clear communications, full participation and self-management (ACAS 2007).

Diversity can be described as any dimension that is being used to differentiate groups and people from one another (Giovannini 2004). Diversity management goes beyond what is required by legislation designed to promote equal opportunities and prevent discrimination. It comprises an approach, which recognises and values differences and aims to make positive use of the unique talents and perspectives within the workforce. The focus is on individual rather than minority groups (CMI 2008). However, with the expansion of globalisation, awareness of the global complexities involved in cross-cultural interactions has been expanding thus, having impacts on the workforce worldwide (Moran et al, 2013). The extent to which team members vary with regards to personality, demographic attributes, and functional specialisation has implications for group processes and outcomes (Yulk 2013).

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Differences are challenging, they question people’s views, perceptions and attitudes and require individuals to see things from a different point of view (Mullins 2013). Managing diversity does not mean that managers champion their own values and try to shift other people’s values to conform and match their own. It goes beyond what is required by legislation designed to promote equal opportunities and prevent discrimination. It comprises an approach, which recognizes and values differences and aims to make positive use of the unique talents and perspectives within the workforce. It focuses on individuals rather than minority groups (Mullins 2013).

Groups with diverse members are likely to be less cohesive, because people tend to be less accepting of others who have different beliefs, values and traditions. Diversity can also impede communication when members use different language, jargon measures, or criteria. On the side, having members with different perspectives, experiences, and knowledge can result in one or more creative solutions to problems. The importance of diversity for group performance varies somewhat for different types of groups and different situations (Horwitz et al, 2007). In spite of the potential benefits from managing diversity, there are a number of criticisms and perceived limitations. Whilst acknowledging that the positive management of diversity aims to promote an inclusive culture in which individuals are valued and respected, the Chartered Management Institute points out that diversity management should not be mistaken for equal opportunities or be merely a question of legal compliance. Managers should avoid handling diversity issues insensitively; invading employees’ privacy; failure to consult and gain commitment throughout the organisation; or falling into and ‘us’ and ‘them’ mentality.

Hofstede Model, 1980 (Source: Google images)

Despite obvious advantages from an appreciation of culture and its effects, it is not easy for everyone to feel comfortable working in a multicultural environment and this is where diversity management comes in. The Hofstede model on dimensions of culture is a useful framework for managers in  understanding diversity because of its focus on cultural influence. Hofstede’s model suggests national characteristics impact teams and organizations (Hofstede 1980). He initially identified four dimensions of culture: Power distance, uncertainty avoidance, individualism and masculinity (Hofstede 1980). A fifth dimension of culture- long term/short term orientation, was later included.

The valuing of diversity is not only a means to improve employees’ performance, but it is also a moral assertion (Moran et al, 2013). Choosing the right people for a job is very important especially in an organization like the Oil and Gas industry for maximum performance and this is why diversity is being embraced. For example, a program titled “Women Career Development Program’ was introduced by Shell when the company noticed the significance of gender diversity in order to draw the attention of women to work for them (Shell 2013). Likewise, Bp also issued a report on the importance of diversity growth in the Oil and Gas industry (Bp Plc. 2013).

Managers especially through positive action can improve diversity. There should be implementation of training programs for cross-cultural managers to shape diversity policy. A good manager should know how to manage anger issues, provide feedbacks to colleagues, should not display any sort of preferential treatment, encourage freedom of expression amongst workers, and treat others like he would like to be treated. The results of leaders in managing diversity in workplace usually reflect on the overall organizational success and competitiveness at the end of the day. So therefore, it is important for leaders to take diversity management as a major issue so as to tackle and help innovate ways to improve human commitment and performances at work.

References

1. CMI (2008).  Chartered Management Institute. ‘Implementing a Diversity Management Programme’ Checklist 152.
2. BP plc. (2013). Global Diversity and Inclusion Report. (Online) Retrieved http://www.bp.com/content/dam/bp/pdf/Press/Full-report-Diversity-and-Inclusion-BP-Rigzone.pdf On 26th August 2015.
3. Adams, S. (2008). ‘A-Class Teams Achieve A-Class Results,’ Manager: The British Journal of Administrative Management. Pp 21-3
4. ACAS (2007). Teamwork: ‘Success Through People advisory booklet,’ p.34
5. CMI (2011). Chartered Management Institute. ‘Steps in successful team building: Checklist 088’.
6. Giovannini, M. (2004). What gets measured gets done: achieving results through diversity and inclusion’, The Journal for quality and participation 27(4), 21-25.
7. Hofstede, G. (1980). Culture’s Consequences: International Differences in Work-Related Values, Sage Publications.
8. Horwitz, S. K., & Horwitz, I.B. (2007). The effects of team diversity on team outcomes: A meta-analytical review of team demography. Journal of Management, 33, 987-1015.
9. Moran, S. (2000) ‘’Comprehensive Evaluation of a Diversity Training Initiative in a Global Company,’’ Unpublished master’s Thesis, Arizona State University.
10. Mullins J. Laurie (2013). Management and Organisational Behaviour. Pearson Education Limited, London. 10th Edition.
11. Shell (2012) Shell’s Diversity and Inclusion Strategy Develops Women’s Role in the Oil & Gas Industry [online] Retrieved from http://www.shell.com/kwt/aboutshell/media-centre/news-and-media-releases/2012/empowering-women-leadership-in-the-oil-and-gas.htm1 On 26th August 2015.
12. Yulk, G. (2013). ‘Leadership in organisations’. Pearson Education Limited, London. 8th Edition.

LEADERSHIP AND ETHICS

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

In order to properly interpret the definition stated above, one must first define the meaning of ethics and leadership as different terms. Ethics are code of conducts and moral principles, which guides the behaviour of individual in context to right or wrong (Trevino 2003). Leadership, is a relationship by which one person influences the behaviour or actions of other people (Mullins 2013)

Ethical leadership has been defined in several ways; several studies identified behaviours, values, and motives (e.g., honesty, trustworthy, altruistic, fair) to describe ethical leaders. A key characteristic was leaders efforts to influence the ethical behaviour of others (Trevino et al, 2003). Examples include leader statements about ethics significance, ethical guidelines dissemination for members of the organisations, modelling ethical behaviour to set a visible example for others, including ethical behaviour in the assessment of performance, and criticising or punishing unethical behaviour. It is also useful to make a distinction between an individual’s ethical  leadership and the ethics of certain types of leadership behaviour, and both types of ethics are difficult to evaluate (Bass et al, 1999).

There are two major principles of ethics, which can be used to evaluate these behaviours they are Deontological (Rules) and Teleological (Consequentialist). The Deontological point of view holds that goodness or badness is evident only in the action itself. For example lying is bad because it is bad in itself. While the Teleological view of ethics holds that the goodness or badness of an action is evident only in the consequences of an action; whether a lie is good or bad depends on the consequences of that particular lie at that time (Mullins 2013).

However, both deontological and teleological are plainly important in the way we deal with ethical issues in our everyday life. Unfortunately, they are very different ways of reasoning, which can lead to contradictory outcomes in some cases. For example, an exclusively duty-based view of ethics usually runs into problems sooner or later such as absolutism, or the problem of making decision on which duty to come first in a particular situation (Mullins 2013).

Dr. Grace 4-V Model (Source: Centre for Ethical Leadership, 2014)

According to Dr. Grace, the 4-V model of ethical leadership which is a framework, aligns the internal factors consisting of beliefs and values, with the external factors which are behaviour and actions. To become leaders who make a difference, there is need for commitment to the common good and embrace an inner journey of integrity. The components of these model emphasises on what an ethical leader should possess  which are:

• Values: Understanding and commitment to individual core values is the beginning of ethical leadership.
• Vision: Ability to frame actions particularly in services to others
• Voice: Process of articulating vision to others in an authentic and convincing way that leads to motivation
• Virtue: Striving to do what is right or good

(Source: Google images)

Example of an ethical leader who falls under this framework is Jim Skinner, McDonald’s.  He is a company chief who had vision and value through striving hard to the level of being a CEO in 2004, led the company to a 40% earnings bump in four years and a focus on customers. Now he is steering McDonald’s toward more healthy food options for kids and programs like National Hiring Day, which saw much-needed jobs offered to 60,000 Americans (MBA 2015).

It is not enough that managers are intelligent, industrious, and competent in their technical specialty, because studies have shown that, despite these desirable qualities, they might be ineffective if they are untrustworthy, selfish, vindictive, compulsive, over controlling, insensitive, and abrasive’ (Hogan et al, 1994).

An example of such  unethical leadership is the Kenneth Lay- Enron case. The imprisonment of several of Enron’s leadership group, was one of the most reported situation of ethical misconducts. The company was not only bankrupted but also destroyed Arthur Andersen which was one of the biggest audit firms in the world. This video sheds more light into the unethical behaviour of ‘Arthur Anderson-Enron’ leadership.

 (Source: Lodato, 2012)

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Henceforth, ethical leadership invariably involves the concept of personal integrity, as this is an attribute that best describes leadership effectiveness. The most basic definition of integrity emphasises on consistency and honesty between the espoused values and behaviour of an individual (Yukl 2013).

Conclusively, the leaders of an   organization should make ethical behavior as part of the company’s scheme, reinforce it in the criteria used to evaluate and reward followers performance and have business ethics trainings for staffs so as to sustain and preserve a culture that encourages good ethical behavior. Job pressure among employees (which is one of the reasons for unethical behavior) can be reduced through management’s commitment and communications. Above all, it is vital for the leader to model proper behavior as well as espousing it.

References

1. Bass, B. M., & Steidlmeier, P. (1999). Ethics character, and authentic transformational leadership. Leadership Quarterly, 10, 181-217.
2. Gary Yukl (2013). Leadership in organizations. 8^th Pearson Education Limited, London.
3. Hogan, R., Curphy, G. J. and Hogan, J. (1994). What we know about leadership: effectiveness and personality, American Psychologist, 49: 493– 504.
4. Katie, L., and Jihee, S., (2014). ‘The Centre for Ethical Leadrship’. Retrieved from http://participedia.net/en/organizations/center-ethical-leadership On 20th August 2015.
5. Lodato, N. (2012). The rise and fall of Arthur Andersen. (Online). Retrieved from https://www.youtube.com/watch?v=G8RqguCAoG4 On 26th July, 2015.
6. MBA (2015) 10 Most ethical CEOs of 2015 (online) Retrieved from http://www.onlinemba.com/blog/10-most-ethical-ceos-in-corporate-america/ on 1^st August 2015.
7. Mendonca, Manuel, and Kanungo, Rabindra. Ethical Leadership. Buckingham, GBR: Open University Press, 2006. ProQuest ebrary. (Online) Retrieved from http://site.ebrary.com/lib/coventry/reader.action?docID=10197021 on 1^st August 2015.
8. Mullins J. Laurie (2013). Management and Organisational Behaviour. 10^th Pearson Education Limited, London
9. The Centre for Ethical Leadership (2014). ‘The 4-V Model of Leadership’ (Online). Retrieved from http://www.ethicalleadership.org/our-history.html On 24th August 2015.
10. Trevino, L. T., Brown, M., & Hartman, L.P. (2003). A qualitative investigation of perceived ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 55, 5-37.