executive leadership 2012

ANGLIA RUSKIN UNIVERSITY

FACULTY: ASHCROFT INTERNATION AL BUSINESS

SCHOOL

MODULE TITLE: EXECUTIVE LEADERSHIP

MODULE CODE: BC415007S

ACADEMIC YEAR: 2011/2012

SEMESTER/TRIMESTER: 2-(MBA) BUSINESS ADMINISTRATION

STUDENT ID NUMBER: 1134784/1

SCH OOL O F A CC OUN TIN G AN D MAN AGE MENT

L IMI TED

HAND IN DATE: AUGUST 13 T H , 2012

SUBMITTED: AUGUST 13 T H , 2012

WORD COUNT: 4,000 WORDS

EXECUTIVE LEADERSHIP

BC415007S 134784/1

TABLE OF CONTENTS

Executive summary i

1.0 Introduction 1

2.0 Crit ical ref lect ion on recent leadership and its effect iveness 3

2.1 Leadership styles 3

2.1 Motivat ion and Job sat isfact ion 4

2.3 Emotional and social intel l igence 6

3.0 Theoretical concept of the above leadership elements 8

4.0 Recommendation for future leadership development 11

5.0 References i

6.0 Bibl iography

7.0 Appendices


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EXECUTIVE SUMMARY

Leadership is a fundamental requirement of an organizat ion’s survival . The

dynamics an organizat ion goes through during its l i fe cycle, demands leaders

who are f lexible and adaptive to change. Leadership styles become a cr it ical

requirement in expedit ing such changes because not al l styles are suitable for

al l s ituat ions. In this report, various leadership styles and theories have been

described; some of the theories explored include :

Trait Theory

Behavioral Theory

Contingency or Situat ional Theory.

There are many leadership styles which are suited to dif ferent organizat ional

sett ings such as ; Visionary, Transformational , S ituat ional and Transact ional

Leadership. This report detai ls a cr it ical analysis of the writer’s leadership

experience with in the Trinidad and Tobago Pol ice Service , where she was a

supervisor of Information Technology Unit .

The writer as a newly appointed lea der of the department identif ied three

leadership issues as cr it ical for restoring organisat ional and developmental

goals to help her in pursuit of personal growth, through al ignment of a mission

in attaining her vis ion. The three leadership chal lenges addressed in th is

report include:

Leadership styles

Motivat ion and Sat isfact ion

Emotional intel l igence

along with other recommendations for a future leadership development pla n.


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1.0 INTRODUCTION

Leadership is the provision of guidance to others i n execution of a shared

dream. This s imple def init ion implies that leadership exists only i f there are

people to be led and there is a circumstance that demands it . Leadership is an

art of inspir ing others to achieve share d dreams (Hersey & Blanchard, 1996,

p.34-39); i t p lays an instrumental rol e in the success of any organizat ion . An

effect ive leader is one who is able to motivate his subordinates and inspire

them to commit themselves to the vis ion a nd object ives of an org anizat ion, he

should possess leadership ski l l s that are suited to organis at ional dynamics.

This means that she/he should know that an organizat ion goes through various

stages during which it encounters varied chal lenges that require special

leadership strategies to expedite them. According to Bennis, Spreitzer and

Cummings (2001, p.128), an effect ive leader is a leader who is able to adopt a

f lexible leadership style that bef its the dynamics of organizat ional l i fe.

There are many leade rship styles in existence today; some of the most

common styles include servant leadership, transformational leadership,

vis ionary leadership, transact ional leadership, and autocrat ic or coercive

leadership (Davis, 2011, p.47). The writer of this paper is a supervisor of

Information Technology Unit in the Trinidad and Tobago Pol ice Service , though

with l i tt le experience in Information Technology, she wields in excess of

f i f teen years ’ experience in pol ic ing. In this new designation, she has to

coordinate act ivit ies of a team of female off icers who are tasked with the

responsibi l i t ies of ensuring that communicat ion channels a re up and

funct ioning at al l t imes. Some of her other duties include:

Assigning, direct ing and reviewing th e work of subordinate

Planning and carrying out the training and development of staff

Evaluating employees work performance,

Planning, scheduling and coordinating work operat ions

Solving problems related to the work supervised


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Determining material , equipment and faci l i t ies needed

Part icipat ing in projects relat ing to assigned responsibi l i t ies

Monitors and ensure security f i les are not compromised

Determining the needs and developing plans to meet the needs of

customers

The writer was promoted to this posit ion in early 2009 after meeting

leadership evaluat ion cr iteria by her senior unit supervisor which was

identif ied in a SWOT A nalysis The evaluat ion found a close associat ion of the

writer’s personal ity traits and type A personal ity attr ibutes such as sensit ivity

to t ime, result -oriented, abi l i ty to lead others by example, ambit ious, and, the

abi l ity to mult i -task (Fr iedman, 1996 p. 31). The transcripts of the SWOT

quest ionnaire are attached to the appendices a -t) . Besides her formal

occupation as a supervisor within the pol ice service, she is also engaged in

counsel ing youths, teaching aerobics and charitable act ivit ies along the East

West corridor. She is also Vice-Chair of the Calder Hal l Youth Organisat ion,

advisor to the Big Sister Foundation and a member of the Associat ion of

Business Executives. The abi l ity to involve in these hordes of informal

act ivit ies whilst working in the pol ice service is one of the strengths that were

identif ied by her supervisors to warrant promotion in to this new role.

The writer’s vis ion is to become an effect ive leader by bridging the

weaknesses identif ied in her SWOT assessment , while leveraging on her

strengths. The weaknesses include impatience, exasperat ion, and irr itat ion.

She is obsessed with results in al l she d oes and easi ly gets frustrated and

irr itated when results are not forthcoming (Friedman, 1996, p.32). She was

promoted to this posit ion amid leadership cr ises in the unit which had

resulted in high staff turn -over, low motivat ion leading to poor performanc e

and high confl icts among the subordinates in the unit .


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2.0 CRITICAL REFLECTION ON RECENT LEADERSHIP AND ITS EFFECTIVENESS

At the t ime of promotion to leadership of the Information Technology Unit , i t

comprised mainly of female employees who had been led in the past by men.

This Information Technology department is one of the 32 units that make up

Trinidad Tobago Pol ice service which has an overal l populat ion of 6,399 ful l

t ime pol ice off icers and 790 supplemental off icers. There was a dire need for

change leadership as evidenced in the transcripts attached to the appendix

and the writer was promoted to this posit ion with senior management’s trust

and confidence of restoring order in the unit .

From the exist ing problems which the writer was briefed upon he r promotion,

it was evident that the lapses stemmed from poor leadership qual it ies and

styles that were obl ivious to subordinates’ diversity. As the new leader she

considered leadership styles, motivat ion and job sat isfact ion, emotional and

social intel l igence as cr it ical leadership issues of concern in addressing the

problem. Their appl icat ion and effect iveness are as described below:

2.1 LE A D E R SH IP STY LE S

Previous supervisors of the Information Technology Unit were

predominantly male off icers who employed transact ional and autocrat ic

leadership styles characterized by issuance of orders which demanded

str ict adherence by the subordinates. They did not l isten to the pl ight of

their subordinates and lacked leadership ski l ls to al ign the object ives of

the employees with the vis ion and goals of the organizat ion. They

employed one-way top-down communicat ion which did not al low them to

l isten to their subordinates’ complaints and views on t he way they wanted

to be led. The subordinates were not given avenues of communicat ing

their issues to the management and only received orders from above as

evidenced in most of the research responses in the transcripts attached to

the Appendix. Most of the respondents cited transformational, vis ionary,


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situat ional, and servant leadership as the most appropriate leadership

style that wil l restore motivat ion and commitment among the subordinates

in the Information Technology unit . The writer considered

Transformational and Visionary leadership as the most effective styles of

solving leadership cr is is. The change leadership employed identif ied the

organizat ional vis ion which is maintenance of law and order and employed

inspirat ional ski l ls to make subordinates commit themselves to its

achievement. The new leader’s ski l ls and attr ibutes such as integrity and

effect ive communicat ion as cited in quest ion one of the transcripts in the

attachment were instrumental in effect ive implementation of the above

proposed change leadership. The key strategies involved interpretat ion of

the organizat ion’s vis ion to the subordinates and creat ing value and

meaning to their work. Many of them were able to identify higher reasons

of working such as self -actual izat ion and fulf i l lme nt than money.

Transformational and vis ionary leadership led to improved motivat ion, low

staff turnover and improved qual ity of work as seen in f igure 2 in the

appendix.

2.2 MO TIV A T IO N A ND JO B S A TIS FA C T IO N

From the attached research transcripts, i t is clear t hat lack of motivat ion

among the employees in the Information Technology department is one of

the primary causes of poor performance. Some of them felt undervalued

and exploited instead of being appreciated for their efforts at work. From

this background information, it was apparent for the writer to employ

motivat ional ski l ls to promote job sat isfact io n among the subordinates.

The basic motivat ional ski l ls employed by the writer included recognit ion

of subordinates’ efforts by word confirmation, promotion, recognit ion of

their object ives and commitments in l i fe, and inter -personal

communicat ion (Grenway, 2008, p.21; Petroni &Colacino, 2008 , p. 22).

Word confirmation of subordinates’ efforts involved praising dist inguished


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performers and encouraging them to keep up the spir it of hard work.

Those who did not merit this recognit ion were also encouraged to improve

their performance. The writer implemented promotion strategy at the

unit ’s level by delegating supervisory roles to high performers and

encouraged others to fol low suit in order to prepare themselves for future

supervisory roles in the larger pol ice service , she also communicated their

recognit ion to senior management. Delegation of duties promoted self -

management among the team members which reduced le adership

involvements. Inter -personal communicat ion between the writer and

subordinates, also, among subordinates themselves promoted unity of

purpose and teamwork which were essential in reducing confl icts and

promoting employees’ commitment to the organi zat ional object ives. The

writer employed open door pol icy to enhance inter personal

communicat ion.

Recognit ion of subordinates’ commitments in l i fe made them feel valued

by the organizat ion and boosted th eir motivat ion to work. This open door

pol icy encouraged open communicat ion from the subordinates without

vict imisation. The writer’s act ive l istening ski l ls were essential in

understanding the subordinates’ pl ight. She then used communicat ion

ski l l s to correlate these commitments and the organizat ion’s ob ject ives.

The subordinates were able to see how achievement of the organizat ion’s

goals is cr it ical in achievement of their personal object ives and self -

actual izat ion. The cumulat ive effects of motivat ion led to the improvement

in employees’ job sat isfact i on as seen in improved performance, decl ine in

conf l icts, complaints and disagreements, and a reduction in staff turnover

rate (Manzoor, 2011, p.3 -4). Behavioral and contingency theories are well

explored in this change leadership plan. The writer used her personal

behavioral traits and the premise of s ituat ional theory to motivate


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employees to higher commitment to the Trinidad and Tobago Pol ice

Service.


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2.3 EMOT IO NA L A ND SO C IA L IN TE L L I GE NC E

Emotional and social intel l igence is the leadership abi l ity to identify and

control one’s emotions and others’ (Kluemper, 2008, pp.1407). Emotional

intel l igence is essential in identifying one’s leadership strengths and

weaknesses and developing measures to expedite weaknesses while taking

advantage of opportunit ies b orne from strengths. It helps a leader to

understand the strengths of the subordinates and develop a good inter -

personal relat ionship with them. According to Davis (2011, p.35), there are

two major perspect ives of emotional intel l igence; inter -personal and intra-

personal intel l igence. The former embodies the abi l ity to understand other

people; i t helps a leader to know how other people work, what motivate s

them, and how to develop a working relat ionship with them. Intra -personal

intel l igence is one’s abi l it y to comprehend self ; i t helps a leader to access

personal thoughts, feel ings, the way of working, l ikes and disl ikes,

purpose, and the relat ionship between them. Ruderman et al . (2001, p. 3 -

4) underscores that the knowledge of self is helpful to a leader in

developing a leadership style which is authentic to one’s personal ity and

building motivat ional phi losophies for success in leadership. The key

competences in emotional intel l igence include self -awareness, self -

regulat ion, motivat ion, empathy, and socia l sk i l ls . Self - regulat ion helped

the writer to manage internal states through adaptabi l ity, self - control ,

trustworthiness, and conscientiousness. Motivat ion helped the writer in

developing a guide to faci l i tate achievement drive, commitment, and

optimism among the subordinates. Empathy or awareness of others was

cr it ical in leveraging diversity, developing fol lowers and developing a

service orientat ion geared towards leadership change that enhances

performance (Davis, 2011, p.38). The writer’s social ski l ls were used in

effect ive communicat ion, inf luence, conf l ict management and resolut ion,

cooperat ion and col laborat ions, a lso bui lding team bonds.


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The knowledge of her subordinates was sought through team interact ions

and interpersonal communicat ion betwee n them. She lobbied for team

building sessions from senior management to enhance team interact ion to

expose subordinates’ strengths and weaknesses. Self -awareness and

knowledge of the subordinates were used in developing a team culture

that values staff diversity and promote performance (Luca & Tarricone,

2011, p.369). The effect ive implementation of emotional intel l igence and

i ts f indings was helpful in promoting teamwork among the unit ’s

employees and consequent improvement in performance. Behavioral

theory is well explored in emotional intel l igence because personal traits

and behavior of the writer were used in promoting team cohesion among

the subordinates (Masoudi, 2011, pp. 540-543).The overal l effects of the

appl icat ion of emotional intel l ige nce, employees’ motivation,

transformational and vis ionary leadership styles led to high performance

in the Information Technology unit , low staff turnover, a decl ine in

conf l icts among subordinates and the new supervisor. These indicators

were ref lected in the f irst and subs equent years of performance appraisals

in the unit . The writer was capped as the most effect ive and productive

supervisor in the history of that department . A research was conducted in

the pol ice service after two years of the writer’s reign as the supervi sor of

Information Technology Unit to f ind out which department employees

preferred most to work in. The opinion pol l indicated that 70% of them

would prefer Information Technology department as shown in f igure 1 in

the appendix. The results show a big per formance improvement when

compared to 10% of 2007 during the reign of the writer’s predecessor as

shown in f igure 3 in the appendix. A performance assessment of 2010 on

how each department faired towards the achievement of key performance

indicators (KPIs ) for that year indicated that I nformation Technology unit

was the most productive at 52% when compared to two other top


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performing units or departments. The results show that the writer’s

leadership style was effect ive.


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3.0 THEORETICAL CONCEPT OF THE ABOVE LEADERSHIP ELEMENTS

The success of any group entity or organizat ion is determined by its

leadership. The posit ive dif ference in the performance of Information

Technology Unit seen during the tenure of the wr iter as the unit ’s supervisor

underscores that di fferent leadership styles have dif ferent impacts on leader -

led relat ionship and performance of an organizat ion. There are dif ferent types

of leadership styles such as transact ional, transformational, vis ionary, and

situat ional leadership.

Transact ional leadership, also referred to as managerial leadership, is

characterised by str ict adherence to an outl ine of commands. This

leadership style uses reward and punishment as a motivat ional tool.

According to Bass (2008, p.50), people working under a transact iona l

leader are motivated to work hard in order to be rewarded and evade

punishment . The predecessor of the writer employed a managerial style

of leadership characterised by issuance of orders and commands to the

subordinates. The system denied the latter a c hannel of communicat ing

their pl ight to their leaders leading to frustrat ions and high staff

turnover (Vroom & Jago, 1974, p.325). This was expected because one

way communicat ion leads to lack of understanding by the communicator,

who is the supervisor in this case. This wil l consequently result in

dissat isfact ion and eventual quitt ing of jobs by employees.

Transformational leadership entai ls motivat ion of subordinates and

connecting their individual object ives in l i fe with the vis ion and goals of

the organizat ion (Al imo, Metcalfe & Alban-Metcalfe, 2001, p.5-8). Its

popularity is based on its abi l i ty to identify subordinates with the

organizat ion’s object ives and goals , which promotes greater

commitment to work. Burns is one of the proponent theorists of

transformational leadership. In his book t it led “ Leadership”, i t is

underscored that transformational leadership transcends usual

relat ionship between a leader and fol lowers and inspire them to a


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higher commitment to work that leads to personal fulf i l lment and self -

actual izat ion (Davis, 2011, p.11; Burns, 1978). It makes subordinates

feel they are part of ownership of the organizat ion. This higher

inspirat ion can be achieved through leader’s focus on organizat ion’s

vision, appeal ing to the senses of fol lowers, creat ing value and meaning

in their work, and disseminating adequate information on roles, duties,

and organizat ional phi losophies.

Visionary leadership entai ls sett ing a vision and mobil is ing fol l owers to

the commitment of its achievement. A vis ionary leader translates the

vis ion of an organizat ion into a meaningful and individual ised

phi losophy, consistent with each individual’s object ives and motivate s

them to its pursuit . According to Wang, Chic h-Jen, and Mei-Ling (2010,

p.3925), vis ionary and transformational leadership leads to improved

organizat ional performance.

The use of motivat ional and inspirat ional ski l ls by the writer transformed the

perception of her subordinates about their work and improved their

commitment to the vis ion of the organisat ion . Such ski l ls inc luded open -door

pol icy, act ive l i stening ski l ls , involving subordinates in the decision making

process by l istening to their opinions and integrat ing them in to the work plan.

According to Saleem, Mahmood, and Asif (2010, p.215), motivat ion of

employees promotes their loyalty in their leader and emotional attachment to

the organizat ion which leads to job sat isfact ion. A sat isf ied employee is self -

driven and performs assigned work with minimum supervision (Ukandu &

Ukpere, 2011, p.11523). In general , job sat isfact ion leads to improved

performance and low staff turn -over (Saleem, Mahmood, & Asif , 2010, p.14).

The effect iveness of the appl icat ion of emotional and social intel l igence is well

grounded in theory. According to Kafetsios and Zampetakis (2008, p. 715),

emotional intel l igence promotes social relat ionship and trust among

employees in an organizat ion. The two organizat ional elements improve


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employees’ job sat isfact ion and good performance. Blake, Sheperd, and

Mouton (2008, p.144), argues that the most effect ive leadership style is the

one that leverages on the balance between concern for organizat ion’s workers

and its vis ion.


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4.0 RECOMMENDATION FOR FUTURE LEADERSHIP DEVELOPMENT

The writer has succeeded in h er leadership role as a supervisor of Information

Technology unit ; however, there is st i l l an opportunity for improvement and

thus the need to explore more f ields of effect ive leadership. From the

leadership experience, the writer identif ied team trust , motivat ional ski l ls ,

effect ive communicat ion, developing an effect ive working team and personal

leadership as f ields of leadership growth to be explored. The vis ion is to

become an effect ive change l eader in the pol ice service. Described in table 1

below are the leadership development act ion plan and required support

materials and tools. The rat ionale of the leadership development plan is the

fundamental bel ieve that while leadership is an inborn trai t , i ts success is

greatly inf luenced by a leader’s traits, behaviors, and the situat ion that

requires leadership Bennis (2007, p.4).


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Leadership Strategy Required skills an attributes Actions Tools and support materials Timeline

Effective communication

Clear communication up, down, and across the Unit’s ranks, consultative actions, confidence, and active listening skills

Attending workshop seminars on effective communication skills, initiating self- help reading programs of communication skills through online support and literature on communication skills, and leadership consultation from successful leaders in various capacities.

Support of top management of Trinidad and Tobago Police Service, seminars and workshops, a coach and a mentor, and assessment questionnaires to assess progress

The program will commence on 1st October, the year 2012 and last for five weeks. Assessment will be done after every fortnight to ascertain whether the program is effective or not.

Motivational skills

To know what drives and motivates team members of Information Technology Unit, to develop motivation skills, to promote trust and team-work spirit in the team, to develop abilities to correlate personal objectives of subordinates and the vision and goals of an organization, and to know personal leadership weaknesses and strengths

Lobbying for team interaction through team building sessions for the department, lobbying for rewarding of distinguished performers at work, living the vision and objectives of the organization, adopting professional coaches and mentors, implementing an open-door policy which is essential in developing inter-personal relationship and friendship between the writer and subordinates

Police Service’s support, workshops and seminars on motivational skills, developing emotional intelligence, developing inter-personal relationship with subordinates, coaches and mentors, and distribution of prints of organization’s philosophies such as mission and vision to the subordinates

The program Events will take Two months beginning from the Second week of November 2012. The writer will go Through the development plan for two weeks and then conduct her subordinates. Through the same Program for the remaining six weeks of the program. Two Team building sessions will be scheduled in the second and fourth week of the program. An evaluation of emotional and social intelligence progress will be evaluated at the third and sixth week of the program to measure effectiveness of the intervention program.


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Team trust

Open Communication, honesty, self-awareness and knowledge of team

members, self-confidence, self-awareness, knowing what motivates

subordinates and how to develop skills that promote trust and

confidence among them

Attending leadership trainings, seminars, and workshops, personal

meditation and reflection, and allowing others to assess the writers weaknesses and strengths and my values, and being open to criticism and willingness to take

advice.

Coaches and mentors, assessment tools like DISC questionnaires , Organizational support

and reading materials on how to develop trust among workers

A six weeks’ program will be implemented after communication

program. A coach will guide the writer through a single session every week with a professional

coach. Reading and self-reflection throughout the program will be critical. Evaluation of personal value system will be done by at

least two external contact evaluators on weekly basis. A team building session with subordinates will be organized when the training

program ends.

Personal leadership profile

To develop emotional intra-personal intelligence, to know personal weaknesses and strengths, self-knowledge of the writer’s character and developing it into a personalized leadership profile.

Administering Questionnaires seeking opinion and views of others about the writer, consulting other successful leaders on effective leadership style that suits my work situation and personality type, researching on the leadership styles of previous supervisors to know why they failed or succeeded, and carrying out a research in the external organizations on the various leadership styles and their effectiveness

A coach and a mentor, Team members, Materials on developing leadership skills, organizational support assessment questionnaires.

The program will take five weeks following team trust. Evaluation of the writer’s personality development and strengths will be done at the beginning and end of the program to assess the reliability of the program. Coaching and training on how to use the exposed personality strengths to develop leadership opportunities will also be employed.


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Developing an effective working team

Clear purpose, effective processes and systems, good communication, cooperation and participation, mutual trust, commitment, supportive environment and appropriate leadership

Professional training on building teamwork, workgroups, and teams through seminars and workshops, extensive reading on teamwork, consulting successful team leaders on how to promote teamwork in a work group, and developing a Consultative leadership with subordinates to find out how they want to work.

Organization’s support subordinates cooperation. Mentors and coaches, literature on leadership, and evaluation and assessment toolkits for assessing progress

The training program will last for six weeks after developing a personalized leadership style. There will be two mentorship and coaching sessions per week. An assessment questionnaire will be administered to the subordinates to seek their views on the way they want to be led at the training’s end.

Table1: Recommended leadership development plan


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The above leadership development plan wil l be implemented in s ix months as

seen in the t imeline column of the table. The assessment cr iteria wil l entai l

the administrat ion of two assessment quest ionnaires at the beginning and end

of the leadership plan to col lect people’s opinions of the effect iveness of the

writer as a supervisor of the Information Technology department. The f indings

from the two assessments wil l be compared to verify whether the intervention

program is effect ive or not. The vis ion and obj ect ives of the plan are specif ic,

measurable, attainable , real ist ic and t ime bound (S.M.A.R.T) . This is because

the required ski l ls and attr ibutes in the plan are key elements of effect ive

leadership consistent with theoretical expectat ions. For instance, the writer’s

leadership style is transformational and vis ionary as described above. The two

leadership styles embody attr ibutes of effect ive communicat ion, motivat ion,

and team trust (Burns, 1978; Davis, 2011, p.12).


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7.0 Appendices

S.W.O.T ANALYSIS OF LEADERSHIP WITHIN THE T.T.P.S INFORMATION

TECHNOLOGY (IT) UNIT

Transcript 1

1. In your opinion what are the personality traits of the supervisor?

(list at least three)

a. Optimistic

b. Trusting

c. Persuasive

d. Aggressive

2. Please explain briefly two of the traits in question 1

a. Optimistic trait: I have worked with the new IT supervisor for the last two years

during the time which I have known her as a person who believe in

possibilities. She has never given up in any task assigned to her even when it

was hard to many of us

b. Persuasive trait: There was a time when I thought of quitting my job. I

consulted her and she strongly encouraged and persuaded me to stay. She

challenged me to change the organization if I thought it was not a good place

to work at.

3. In your opinion, what are the strengths of the Supervisor?

a. Good communication skills

b. Good relationship with others

c. Trustworthiness


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4. What are her weaknesses?

a. Unwilling to admit defeat

b. Easily gets frustrated when results are not forthcoming

5. In your opinion, what are the solutions to the weaknesses?

a. The new supervisor should learn that one instance of failure is not an overall

verdict of failure. She should accept to learn from failure and defeat.

6. What are possible threats she will face if promoted to IT supervisory role?

a. Constant conflicts among the subordinates

b. Insufficient support from senior management

7. Do you think the new supervisor will succeed?

a. Yes! This is because of his personality traits listed in question 1

8. Which is the most effective leadership style for change in IT department?

a. I don’t know

9. What is/are the current problem (s) in the IT department?

a. Trust

b. Communication breakdown

c. Failure of management to appreciate workers

10. Cite a justification for your believe that there is a leadership problem in IT unit

a. A colleague of mine was transferred from this unit after telling the supervisor,

that she did not like how she spoke to her


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Transcript 2

1. In your opinion what are the personality traits of the writer?


a. Strong willed

b. Persuasive

c. Ambitious

d. Ability to multi-task


a. Ambitious trait: The new IT supervisor once shared with me during a lunch

break that she will become a senior of Trinidad and Tobago Police Service

someday. I think the new appointment confirms her ambitions




to work at.

3. In your opinion, what are the strengths of the writer?

a. Aggressive

b. Consistency


a. Impatience

b. Easily irritated


a. N/A


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a. Internal organizational politics

b. The poor performance record of predecessor


a. It depends on her leadership style.


a. Transformational and situational leadership style

9. What is/are the current problem(s) in the IT department?

a. Trust

b. Low salaries

c. Inaccessibility to management


a. N/A


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Transcript 3



a. Friendly

b. Warm

c. Ambitious

d. Aggressive

e. Has the ability to lead


a. Friendly trait: I have never seen her frowning. I have known her as a smiling

person

b. Aggressive trait: I worked with her and during she always completed her

assigned tasks ahead of most of us


a. Aggressive

b. Good communication skills. She is precise and clear in her communication


a. Obsession with result pursuits

b. Workaholic


a. Should learn to accept either a positive or negative outcome in any work


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a. High expectations in the department


a. She will succeed because of her aggressiveness


a. Visionary leadership style


a. Trust

b. Low salaries



a. A colleague of mine was transferred from work last year when she was

considered to be lazy


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Transcript 4



a. Honesty

b. Understanding


a. Honesty: I have her as a person who does not hide anything when called upon

to give an opinion or advice someone.


a. A good and positive personality


c. Good relationship with others




a. Should learn to accept either a positive or negative outcome in any work


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b. High staff turnover

c. Lack of sufficient support from senior management


a. She will fail because of high staff turnover and lack of support from senior

management


a. Transformational leadership style


a. No avenues to express grievances

b. Trust

c. One-way dictatorial communication from supervisors to workers


a. N/A


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Transcript 5



a. Trustworthy

b. High integrity

c. Hardworking

d. Supportive

e. Sensitivity to time


a. Trustworthy: She is trusted by many workers in IT unit compared to her

predecessors.

b. Hardworking: This is her second promotion since joining Trinidad Tobago

Police Service. There is no any other person who was employed the same time

with her who has achieved this.


a. Her good listening and understanding attribute



d. She know the problems in the Unit because she has worked in it for a long time


a. She easily trusts people. This can be used by wicked subordinates to plot her

down fall

b. She is over-confident with her way of doing things


a. She should not trust many people


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b. She should surround herself with positive people


a. Low salary


c. Low motivation among employees in the department


a. I don’t think




a. Autocratic leadership

b. Inability of supervisors to listen to subordinates’ plight

c. Trust


a. I was denied an off to take my child to hospital


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Transcript 6



a. Strong-willed

b. Careful

c. Enthusiastic

d. Aggressive


a. Aggressive: She has already undertaken measures to establish the effective

means of solving

b. Problems within the short time of her appointment


a. Aggressiveness

b. Good relationship with others

c. Easily trusted because she consults her subordinates


a. She involves many people decision making. Ill-motivated ones might mislead

her


a. She should not trust many people


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a. Ill-motivated and greedy subordinates

b. Lack of employees’ motivation

c. Bureaucratic management style


a. She can succeed if she develops a good relationship with her subordinates





b. Poor motivation among subordinates

c. Trust


a. The supervisor do not appreciate worker’s efforts


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Transcript 7



a. Strong willed

b. Persuasive

c. Ambitious


a. Ambitious trait: The new IT supervisor once shared with me during a lunch






to work at.


a. Aggressive

b. Consistency


a. I don’t know any of her weaknesses, if there are.


a. N/A


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a. Internal organizational politics

b. The poor performance record of predecessor


a. It depends on her leadership style.




a. Trust

b. Low salaries



a. N/A


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Transcript 8



a. Friendly

b. Ambitious

c. Aggressive


a. Friendly trait: I have never seen her frowning. I have known her as a smiling

person

b. Aggressive trait: I worked with her and during she always completed her

assigned tasks ahead of most of us

c. Ambitious trait: The new IT supervisor once shared with me during a lunch




a. Ability to bond with people

b. Aggressive

c. Good communication skills. She is precise and clear in her communication

d. Good understanding skills



b. Lack of leadership experience

c. She is over-ambitious


a. She should go slow and expect anything in an undertaking


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What are possible threats she will face if promoted to IT supervisory role?


b. Lack of motivation in the department

c. Laziness among her subordinates


a. She will succeed if she expedites her above weaknesses


a. Situational and servant leadership styles


a. Autocratic Leadership

b. Lack of trust among the subordinates

c. Imposing male supervisors on female workers


a. N/A


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Transcript 9

1. In your opinion what are the personality traits of the writer? (list at least three)

a. Trusting

b. Understanding

c. Cautious

d. Exacting

e. Honesty


a. Honesty: I have her as a person who does not hide anything when called upon

to give an opinion or advice someone.


a. Trustworthiness




a. She lacks leadership experience

b. She will not be able to lead people who are mostly older than her


a. She should widely consult older and successful leaders in her duties


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xxiii


a. Older employees might ignore her leadership because she is younger


c. Lack of sufficient support from senior management


a. She will fail because of high staff turnover and lack of support from senior

management


a. Transformational leadership style



b. Lack of sufficient motivation

c. One-way dictatorial communication from supervisors to workers


a. No avenue of expressing your problems to the supervisors


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Figure 1

PEOPLES PREFRENCE ON WHERE TO WORK IN THE TTPS, DURING 2007 TO 2009

Figure 2

RELATIVE ACHIEVEMENT OF KPIS IN THE TTPS BETWEEN THE PERIOD 2007 TO 2009.

70%

20% 10%

PERCENTAGE OF PEOPLES PREFERENCE OF WHERE TO WORK IN THE TTPS

INFORMATION TECHNOLOGY UNIT SPECIAL UNIT OTHERS

52% 38%

10%

PERCENTAGE PERFORMANCE OF THE TOP THREE UNITS IN THE TTPS



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xxv

Figure 3

PERCENTAGE PREFERENCE OF WHERE TO WORK IN TTPS BETWEEN 2000 TO 2006

52% 38%

10%

PERCENTAGE PREFERENCEOF WHERE TO WORK IN TTPS BETWEEN THE PERIOD 2000 TO 2006


executive leadership 2012

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