The purpose of the Final Project is to apply the concepts and techniques of the module to the analysis of real-world situations or problems. Students are expected to use diverse sources of information and to carry out an original analysis rather than summarise or rehash existing work. Students are encouraged to use situations and data from their own experience where possible.
IMPORTANT NOTE: Please follow the following instructions exactly one by one as each point is very important. And please don’t deviate from these points.
1) You are required to complete a course project that provides an investigation of outstanding examples of leadership, providing an analysis of the leaders’ styles and effectiveness.
2)In Week 5, you needed to choose two leaders (living or deceased) that you will research with regards to their leadership traits, styles, ability to inspire change, etc.( the file for week 5 is attached)
3)The analysis and evaluation of these leadership examples must be based on the concepts you have acquired throughout the module.
4)You should then provide an analysis and evaluation of the information and insights from your journal entries against the research you conducted on the two exemplary leaders.
5)The goal is to connect what you have learned through research to your everyday and professional life. The Final Project is due this week and should follow the given outline:
1.Analysis and evaluation of Leader #1
2.Analysis and evaluation of Leader #2
3.Comparison of the leaders
4.Summary of significant findings and perspectives from journal entries
5.Analysis and evaluation of journal entries to chosen leaders
6)Your Final Project should also include a section on how and where you obtained the information sources.
7)This project should follow a structured approach and should be prepared and presented as a professional business report.
8)Completion of the Final Project will require a thorough understanding and application of business leadership concepts.
9)The experience of these two people must relates to your own insights.( I work as an airline pilot)
10)In the brief to summaries your journal entries in relation to both leaders which you have not done. Please take care to do this in the final project.
11)You need to justify comparison between both leaders in relation to your own situation. (I work as an airline pilot)
12)Leadership issues are presented in somewhat general terms and again there would need to be closer alignment with your own situation. (I work as an airline pilot)
13)Again, please bear your word limit in mind and please be careful not to reproduce material from (project outline) file that is attached below.
14)To prepare for this essay please read the required articles that is attached
15)The following sources MUST be used in the annotated outline PLUS to use extra sources:
The following are the data sources that I intend to use in this study.
Bass, BM 2009, From Transactional to Transformational Leadership. Albany, NY: Free Press.
Pasmore, W. (2014) Developing a Leadership Strategy: A Critical Ingredient for Organizational Success. White Paper, Centre for Creative Leadership
Marx, T 2013, ‘Teaching Leadership and Strategy’, Business Education Innovation Journal, Vol. 5 no. 2, pp. 12-19.
Lang, R, & Rybnikova, I. (2012). Leadership is Going Global.
Malcolm, G. (2002). The Tipping Point: How Little Things Can Make a Big Difference. Boston: Back Bay Books.
Over time, there have been several leadership models with some proving to be valid and instructive in meeting the demands of the people. With the world changing so first and globalization taking drastic turns in shaping the behaviors of people, leadership is becoming a requirement in every organization. People cannot be lead the same way they were over the past centuries if an organization wants to obtain optimal performance. Leadership has to be contextualized to fit into the current situations. In this contemporary world, organizations are in the search for workers who are highly qualified to make the best out of their capabilities in environments that afford them the liberty to demonstrate their sense of responsibility and initiative.
Each and every person’s leadership approach has an important component on how efficiently an organization has to reach its objectives. This is true when people have significant roles and responsibilities in playing decision-making roles. This paper seeks to analyze the different styles and approaches to leadership with respect to the effectiveness of the styles they formulated.
Outstanding Leadership Styles and Effectiveness
There are a great number of leadership styles that are based on different theories. The techniques that are based on individual’s beliefs, preferences, and values as well as other organizational cultures and norms that embrace some particular styles and disseminate others. The styles of leadership are therefore discussed herein as;
This style of leadership is a very moral style that puts the well being of others before the goals of an organization. Servant leaders consider others as an equal to them and not above. They see those they lead as subjects to teach and learn from in any organization. Servant’s leaders are able to lead others and reach a particular laid down goal and do not believe that as leaders they are better than others (Bass, BM 2009). Servant leaders are therefore considered consummate team builders who draw all the strengths from those they lead towards achieving goals and success. These leaders are incapacitated to lead through dictatorship but instead allow people to do what they can well.
Servant leaders are known for their ability to use power honestly without misuse. They exercise their powers legitimately for the benefit of those they serve and see leadership as an approach to garner good and no the opposite. In understanding servant leaders, we need to consider icons like Mandela and Mother Teresa, who served with integrity and honesty. Servant leaders have one objective of serving and not being served (Bass, BM 2009). Being a servant leader is about the one-on-one deliberations and taking care of a day’s details.
Servant leaders also listen and care for those they serve. They are willing to take time to listen to the views of others on matters. They also seek the opinions and ideas of others in making success out of an objective. This attribute of listening makes a servant leader be in position to create an environment where mutual respect is exercised. They help people acquire what they need in any setup. When faced with situations, servant leaders look for better approaches to convince others to see things there way since in their listening, they are open to improvements. They are also able to stretch their constituents and inspire them to service.
This leadership style according to my view is recognizable but may be mistaken as that with less tangibility compared to other leadership approaches. This Approach of leadership puts an individual into a form of influence where he possesses exceptional qualities as his followers perceive. Any charismatic leader incorporates the art of communication as his/hers leadership style. Emotional appeals are also vital in the making o a charismatic leader, and this combines the use of emotional and dramatic appeals that adds credibility in communication (Beycioglu, K., & Pashiardis, P 64, 2015). As with the art of effective communication, a charismatic leader also establishes visions that are vital to achieving success. Such leaders have visions that are solution driven.
Charismatic leaders are also known for their ability to establish trust with those they lead. Integrity has to play a vital role in such leaders and is cultivated when honesty and consistency are practiced in a line of duty. It is essential that such leaders embrace the ethics of truth irrespective of their popularity and should, in other words, enumerate the values that they espouse on others (Beycioglu, K., & Pashiardis, P 64, 2015).This requires that such a leader understands the values and needs of his subjects.
This style of leaderships one that makes an achievement through people. Participative leaders get success in their initiatives through teamwork and by collectively involving other people in achieving a goal. Such leaders are known for their ability to show ownership on those they lead in a manner that makes them feel responsible for the commitments taken in achieving a particular goal.
They make people valued as a vital part of a team by making a group become focused on the journey of cooperative teamwork (Brain, C 2002). In an airport, for example, leaders need to cooperatively involve every personnel in the processes in order for the whole team to make conclusions collaboratively through dialog and reason. Such leaders have the option of drawing from other approaches in order to achieve their goals.
This style of leadership entails the fact that there is no one size that fits all in its approach to leadership. In order to achieve goals, such leaders have to first of all identify their most significant priorities and consider the readiness of those they lead by analyzing their ability and willingness to follow in the steps of the leader. Leaders in this approach should have the capacity to apply the essential styles of leadership that fit a given situation (Lang, R, & Rybnikova, 2012). This style of leadership incorporates four elements that are essential to achieving success. These elements are directing, coaching, supporting and delegating.
This form of leadership involves the motivation and direction of a leader’s subjects through appealing to their self-interests. The power of such leaders is vested in their formal responsibility and authority in an organization. It is upon the subjects of those leaders to obey instructions and follow in the foot of such leaders (Malcolm, G 2002). Such leaders motivate through an approach that reward and punish, for instance, when a worker does what is a requisite of them, he is rewarded.
However, when he fails to achieve that which is required of him, a punishment follows. This style of leadership is known for its nature to overemphasize detailed short termed goals and rules that are standardized (Malcolm, G 2002). This approach is known to work well where an organization’s problems are well-defined since transactional leaders are quite efficient in guiding decisions aimed at cutting costs and improving the productivity levels of an organization.
This kind of leadership is one that incorporates change with such leaders considered people of change and action. Transformational leaders are always considered effective since the changes they bring are always positive. It is important to point out that transformational leaders have the ability to master their emotions and are also required to understand how they respond to motivational and persuasive situations (Marx, T 2013). These leaders are believed not to assume the rationales and logic of responding to change and are considered emotionally intelligent.
Quite leaders are known for their abilities to work behind scenes carefully and patiently instead of making forceful and direct actions. Their aims are to address serious problems while still leaving by their values without hampering the running of an organization (Marx, T 2013). Quite leaders always employ forceful and direct actions that aim at handling situations.
Ryan air Leadership in the era of costly Air Travel
The CEO of Ryan air in the wake of the global economic recession restructured a form of leadership that managed the organization into a competitive state. The Irish millionaire Thomas Antony Ryan cofounded Ryan air with another partner in 1985. Before opening this airline, Ryan was an employee of Aer Lingus a leading air carrier in Ireland. Most of Ryan’s wealth came from this airline since he made this airline company the largest in Europe (Pasmore, W 2014).
Ryan employed the use of the situational style of leadership which expounds that there is no perfect way to lead an organization since situations determine the ways and approaches of making decisions. Ryan was able to venture into the airline industry with his friends and customers viewing him as a difficult man to handle in work related issues.
He never gave room for criticisms and always strived to be different and better in anything. Ryan also had a strong sense of responsibility and was so crucial to the completion of tasks (Pasmore, W 2014). This was depicted when he launched the airline company with the aim of driving growth that was geared towards minimizing and engineering low-cost maintenance in the airline sector.
Tony Fernandez Leadership Style
Born in Kuala Lumpur, Tony Fernandez was originally from Chennai. He was educated and graduated in London as an economist. Fernandez worked briefly with Virgin Atlantic as a financial controller and was considered one of the youngest CEOs in the organization. He then decided to venture into the airline industry and in one of his meetings with the Prime Minister of that time Mohamed; he managed to convince to become a new operator in the Malaysian aviation industry (Siegmund, F 1990). At this time of the meeting, Fernandez had already registered a company called Tune Air. Mahathir agreed to the demands of Fernandez and deemed it suitable and worth giving a try.
Fernandez vision turned Air Asia to become one of the leading airline brands in the world. Many attribute the success of this airline firm to the strong leadership style of Tony. He in his capacity created a good organizational culture that embraced the importance of working as a unit in achieving goals. As a leader he was readily and easily approachable to hi employees and laid a central role in establishing a culture that inspired the conduct and behaviors, values and rules that are vital to the achievement of the missions and strategies of the organization (Siegmund, F 1990). Employees were allowed to access his office with important things that needed to be addressed.
In the contemporary world where business has become more competitive, exercising such approaches to leadership may be considered expensive to an organization. Tony Fernandez approach to leadership made a big impact on the airline industry since it inspired growth. Many of the employees were so happy to be part of the team that inspired the achievement of goals in the company. They were always treated as a family unit, and any of their contributions and ideas were welcomed in deriving better approaches to achieving success. Tony’s leadership style emphasized on the value of building interactions among the staff members in maintaining the state of an organization (Siegmund, F 1990).
The two leaders greatly differed in their styles of leadership. Ryan embraced the use of situational leadership that emphasized that In order to achieve goals, leaders have to first of all identify their most significant priorities and consider the readiness of those they lead by analyzing their ability and willingness to follow in the steps of the leader.
This style of leadership finds solutions to problems when such issues arise. On the other hand, Tony Fernandez applied the participatory form and style of leadership (Thomas, J. C., & Segal, DL 2006). This style of leaderships one that makes an achievement through people. Participative leaders get success in their initiatives through teamwork and by collectively involving other people in achieving a goal. This was Ryan’s style of leadership that spurred the growth of the airline industry.
In my journal, I also noted some other leaders who also had a different style of leadership. In essence, leadership is all about influence. Leaders should, therefore, have better approaches of rallying people behind their visions and dreams. It is important that leaders portray the leadership styles they have in the lives they leave too since people watch and follow in their footsteps.
Bass, BM 2009, From Transactional To Transformational Leadership. Albany, NY, Free Press.
Beycioglu, K., & Pashiardis, P 2015. Multidimensional Perspectives on Principal Leadership Effectiveness. Available from:
Brain, C 2002. Advanced Psychology: Applications, Issues And Perspectives. Cheltenham, Nelson Thornes.
Lang, R, & Rybnikova, I 2012 Leadership is Going Global, in The Encyclopedia of Human Resource Management: Thematic Essays (eds W. J. Rothwell and G. M. (Bud). Benscoter), Pfeiffer, A Wiley Imprint, San Francisco, CA.
Malcolm, G 2002. The Tipping Point: How Little Things Can Make A Big Difference. Boston, Back Bay Books.
Marx, T 2013, ‘Teaching Leadership And Strategy’, Business Education Innovation Journal, Vol. 5 No. 2, Pp. 12-19.
Pasmore, W 2014. Developing A Leadership Strategy: A Critical Ingredient For Organizational Success. White Paper, Centre For Creative Leadership
Siegmund, F 1990, ‘Competition and Performance in the Airline Industry’, Policy Studies Review, 9, 4, pp. 649-663, Academic Search Premier.
Thomas, J. C., & Segal, DL 2006. Comprehensive Handbook Of Personality And Psychopathology Volume 1. Hoboken, John Wiley & Sons.
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