What Kind Of Leader Am I?




Being a leader is accepting a whole lot of responsibility; an effective leader needs to influence the behavior and actions of others. A leader needs to be a people person, he/she will need to think on their feet as sometimes there may not be the chance to consult with others before making decisions. A leader should be assertive and be able to motivate and renew the commitment of followers to ensure that they achieve their goals. From some of my previous blog posts, we have seen leadership and its definitions from scholars around the world; also different styles of leadership.

I would like to be a transformational leader supporting that with the situational leadership model. Judging from the past few months, working and getting acquainted with new team members, I seem to inspire my team members to be better at what it is that we are doing or even if it’s their own personal agenda and my assistance is needed in some way.

Based on the seminar activity carried out in Week 4 on the work of Meredith Belbin, we were asked to identify our team role types using Belbin’s Team Roles.


After carrying out the exercise, I discovered my most dominant team role type is being a Completer, closely followed by the roles of a Co-ordinator, Monitor-Evaluator, and Resource Investigator. The table above gives some insight on a Completer showing that timely completion of work and thoroughness to be my characteristics. I’d say this is true because I am indeed very thorough in the work that I do, searching for errors and omissions, ensuring a level of perfection is achieved. The allowable weaknesses available to being a Completer are I’m inclined to worry unduly and also I was usually reluctant to delegate tasks. The Belbin role gave me insight on I would like my ideal team to be.

Before I began my MBA program, I was more of a Laissez-Faire leader, allowing people around me make the decisions, sometimes even when it involved me personally. But I have come to understand that my voice is important to me and also to the people around me. I’m no longer afraid to air my views or take responsibility due to fear of coming across as silly or not completing a task to its maximum. I realize that, by speaking and taking on responsibilities, by allowing myself make mistakes, I’m learning and improving daily.

In the course of this module, we were asked to make a presentation on the man who turned IBM around, Lou Gerstner.



He has since become someone whose leadership skills I admire. He is a transformational leader. IBM was arguably the most successful private enterprise and it was going down hill and he managed to motivate the employees to do better and not accept defeat. He created conditions for transformation by changing strategy and structure at IBM. Gerstner wasn’t the kind to learn why things were the way they were, he’d rather experience it by living in it, through this method he was able to ascertain the key issues wrong at IBM, ranging from how individuals worked in the organization to how they treated customers. Lou Gerstner saw beyond the present state of IBM, though it took about 10 years to fully revive IBM and have it at the top, he remained consistent and made it happen. I think he is an exceptional leader.

This is a video of him speaking briefly on how he turned IBM around;



A transformational leader engages with followers, focused on the significance of an outcome and in new ways those outcomes can be achieved. I have received feedback from some of my colleagues, describing me in that manner, I engage with my team members and listen to what everyone has to offer. It is fair to say that I’m also a democratic leader. In as much as I receive a lot of positive feedback, there are still some aspects that I need to improve on. Aspects such as being more creative, more time conscious, delegating tasks effectively without being biased. I also need to work on inter-personal skills, get out of my comfort zone and network with people.

One thing that is sure to keep me in the forefront, as a leader is my ability to adapt to change. I have also gained great understanding from researching theories on ethical leadership, change management, leadership styles and the importance of having a diverse work force, I will apply all I’ve learned to my daily routines, it will help keep me prepared and give me a chance to see what works and what doesn’t. All of these and a positive attitude towards winning, and picking myself up after failing at something, will mold me as great leader.


List of References

Culture and Leadership at IBM, (2004). 1st ed, The Case Centre, pp. 1-17, (2014). Louis V Gerstner IBM Leadership (DCP 2010) [Online] Available at: [Accessed 30 Jun. 2014]


Ethical Leadership

Ethics word cloud glowing



Ethics and Leadership meets at various points, thus, ethical leadership can’t be examined without taking a gander at morals and leadership (authority) separately. Ethics are the standards, values and convictions that characterize what is good and bad in conduct. Leadership could be characterized as the specialty of helping, controlling and impacting individuals to act to attaining a typical objective.

By joining these two, one rapidly infers a basic definition for ethical leadership; the methodology of affecting individuals through standards, values and convictions that grasp what we have characterized as good behavior.

Ethics are vital to leadership in view of the way of the relationship between leaders and those devoted to them, the followers. Leaders influence their followers, this implies that their behavior has an impact on the lives of their followers, it could be in a good way or in a bad way. (Yukl, 2012).

Ethics spins around three ideas: “self,” “good” and ‘other’. Moral conduct obliges one to not simply consider what is beneficial for oneself, additionally consider what is useful for others.”

Moral initiative (ethical leadership) is concerned with leaders “doing the right thing” and not just “doing things right.” Leaders are in charge of developing the culture in their workplace or organization. Followers are expected to carry out tasks and display practices that re in line with the culture. At the point when leaders act in a moral way, these movements can raise the whole organization to very high levels of moral principles.

Ethical leadership can be described as both visible and invisible. In being visible, a leader stands out in behavior with regards to how he treats and works with others, his conduct out in the open, in his speeches and actions. The invisible side of ethical leadership lies in the leader’s character, his ability to make decisions, outlook on life, in the set of qualities and standards on which he draws, and in his ability to maintain moral choices in difficult circumstances.

Ethical leaders have to be morally upright all the time, not when somebody’s looking; they are ethical all the time, demonstrating over and over that morals are a basic a piece of the savvy and philosophical structure they use to comprehend and identify with the world.

The advantages of ethical leadership points of interest of moral authority qualities go past the process of just decision making. For the most part, a moral environment is one where leaders can:

  1. Look at ethical dilemmas from a variety of perspectives
  2. Reframe issues that appear to be ethical dilemmas
  3. Take action with a sense of ethical standards
  4. Exhibit the characteristic of conscious reflection.  This may take the form of talking through the dilemma to arrive at the most appropriate solution.

Over the years, studies have observed that in workplaces where leaders have honed ethical leadership abilities, these leaders were highly appreciated by the staff of the organization. (Richardson, 1992).

The way to having a morally run organization is employing morally upright leaders; this simply means for employees to act morally in the work, morally upright persons should lead them. “Ethical leaders have a tremendous impact on how people in their organizations behave and what they achieve”.(Thorton, 2013)

A typical example is of Abimbola who is the director of a company that provides services to the homeless. Several boxes of high brand sweaters were donated to the company. The employees are happy and begin trying on these fancy sweaters. Everyone loves nice things, an unethical leader will let herself get carried away and have herself and her staff pick out what they like before sending the items out to clients. An ethical leader will call everyone to order, including herself, reminding everyone that donations are targeted at a group of people and they should be made available to those people only.

An ethical leader knows that good relationships are the most important standards to go by to have a united workforce. An ethical leader understands that great quality relationships, germinate and grow in the deep rich soil of fundamental principles: trust, respect, integrity, honesty, fairness, equity, justice and compassion which are the most important determinants of organizational success (Covey, 1991). Covey refers to such principles the “laws of the universe.”

Being an ethical leader will be easier if you inculcate the following questions into your daily thinking (Northouse, 2013):

• Is this the right and fair thing to do?

• Is this what a good person would do?

• Am I respectful to others?

• Do I treat others generously?

• Am I honest toward others?

• Am I serving the community?


The morals of a leader may be examined along a range of dimensions that cannot be understood separately. These dimensions are as follows:

1. The ethics of a leader as an individual, which incorporates things like self-knowledge, discipline and intentions

2. The ethics of the follower/leader relationship (i.e., how they treat one another)

3. The morals of the methodology of leadership (i.e., order and control, participatory)

4. The ethics of what a leader does or does not do

These dimensions provide a picture of the ethics of what a leader does and how he or she does it.



List Of References

Berghofer, D. & Schwartz, G. (2014) Ethical Leadership: Right Relationships and the Emotional Bottom Line: The Gold Standard for Success

Covey, R.S. Principle-Centered Leadership (New York: Summit Books, 1991), (2014). Institute For Ethical Leadership – [Online] Available at [Accessed 24 Jun. 2014] (2014) Ethical Leadership Skills. [Online] Available at [Accessed 25 Jun. 2014]

Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage.

Performance, Volume 5, Issue 2, May 2013. The full journal is available at

Richardson, M.D et al. (1992)“Teacher Perception of Principal Behavior—A Study”. Paper presented at the annual meeting of the Mid-South Educational Research Association, Knoxville, Tenessee, November 1992.

Thorton, L.F (2013). 7 Lenses: Learning the Principles and Practices of Ethical Leadership

Van Buren, J.A. Ethical Leadership, Noonmark Nonprofit Services

Yukl, G. (2012). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.

Managing Change



Change management is a style of management that aims to encourage organizations and individuals to deal effectively with the changes taking place in their work”. (, 2014)

On a daily basis, as individuals, the rate of change outpaces our ability to keep up with it. In every environment, most especially the work place, change management is of the utmost importance as certain changes when implemented result in an organization making progress.

When plans are in motion to manage change, some basic principles should be considered:

  1. People react differently to change: There are people who prefer things to remain as they are, because this shows stability and certainty to an extent. Other people are interested in new developments. Problems could arise either way, a stability oriented individual will not be comfortable with rapid change; a change oriented individual can have problems with the fact that nothing is changing.
  2. Change more often than not, involves a loss
  3. The fundamental needs of everyone needs to be met: When reacting to change, people want to be in control, they also feel the need to be included in the change process. If these aren’t met in the process, it could lead to a resistance.
  4. Fear of the outcome should be dealt with
  5. The expectations of staff/people should be managed realistically:  Leaders should not make promises that the y cannot keep, the expectations of people should be kept at a realistic level (TeamTechnology 2014)


While considering the principles listed, leaders or bosses should endeavor to give out information and be honest about the situation. In cases where a large group of people have to be addressed, it is advised that a communication strategy be put into place to ensure everyone is addressed at the same time as this well help avoid misinterpretation of the information, and also avoid information getting lost along the way.  If as a result of change, a loss occurs, an alternative to replace the loss will make it easier for people to cope.


In the 1950’s, a psychologist named Kurt Lewin came up with a change management model, which is referred to as “Lewin’s Change Management Model”, he says there are three stages of change:

  1. Unfreeze: This is the first stage which serves as a wake up call to people, informing and preparing them to accept the change that is about to occur. Unfreezing is intended to strengthen the forces advocating for change; it could also weaken the defenses of those who want things to stay the same. (Normadin, 2012)
  2. Transition: Bearing in mind that change is not a thing that is instant, it is a process, which is why Lewin has called this stage a “transition”, whilst changes are made, transition occurs. New strategies are developed to ensure the progress of an organization; ideally this should also have an effect on the behavior of employees; a positive effect. (Connelly, 2014)
  3. Refreeze: This is where changes have been implemented, accepted and are now permanent. Stability is back in the organization and the changes become a norm. (Connelly, 2014)

Kurt Lewin Change



Having looked at the three stages of change according to Lewin, I’ve come to understand that there will be some employees who are averse to change due to a host of reasons such as:

  1. Fear of the unknown
  2. Loss of job
  3. Poor Communication strategy
  4. Lack of reward
  5. Bad timing
  6. Peer pressure
  7. Lack of trust and support (Adenle, 2011)


Below is a video on some more reasons why employees resist change



Source: ( 2014)


The suggested ways to manage resistance to change are to:

  1. Own the changes: This means it is the responsibility of the leader to implement change.
  2. Get over it: Sharing thoughts and ideas that may not get chosen as the preferred decision as superiors may choose a different direction. Though this can be a put off, it is your duty to make the preferred decision work.
  3. No biased support allowed: Whether you are in support or opposition of the direction change is taking, once the direction has been chosen, full support should be given.
  4. Communicate the change: Effectively communicate with the staff, explaining why a change is needed.
  5. Help employees understand what they stand to gain if they along with the change process.
  6. Listen to the employees: Engage in conversations with employees also let them air their views.
  7. Create a feedback and improvement loop. (Heathfield, 2014)


It is not easy to go through change processes, although there are various models to explain the best ways to go about implementing change, the best ways to manage resistance to change; I would advice that in all of this the change process should be very well thought out, or else it will fail. Organizations should incorporate strategic change processes to ensure it goes on smoothly.



List of References

Adenle, C. (2011) 12 Reasons Why Employees Resist Change in the Workplace. [Online] Available at: [Accessed 21 Jun. 2014], (2014). Definition of Change Management. [Online] Available at: [Accessed 21 Jun. 2014]

Connelly, M. (2014) The Kurt Lewin Model of Change. [Online] Available at:

Heathfield, S. (2014). How to Manage Resistance to Change in the Workplace. [Online] Available at: [Accessed 21 Jun. 2014]

Normandin, B. (2012). Three Types of Change Management Models. [Online] The Fast Track. Available at:  [Accessed 22 Jun. 2014], (2014) Change Management – Five key points for leaders. [Online] Available at: [Accessed 21 Jun. 2014], (2014). Organisation Development for Leaders. [Online] Available at: [Accessed 22 Jun. 2014]

YouTube, (2014). 10 top reasons why people resist change, [Online] Available at: [Accessed 22 Jun. 2014]