Leadership

Leadership MAN3121

Table of Content

Table of Content..........................................................................................................................................2

1.0 Introduction...........................................................................................................................................4

2.0 The Position to Which I Aspire.............................................................................................................6

2.1 The Position.......................................................................................................................................6

2.2 Requirements.....................................................................................................................................6

Knowledge...........................................................................................................................................6

Skills....................................................................................................................................................7

Attributes.............................................................................................................................................7

Critical Elements to Success................................................................................................................7

3.0 The Leadership Style to Which I Aspire................................................................................................8

3.1 My Leadership Style Based on Traits Theory....................................................................................8

3.2 My Leadership Style Based on Behavioral Approach........................................................................9

Leadership Gird.................................................................................................................................10

Likert’s Systems Model.....................................................................................................................11

3.3 My Leadership Style Based on Situational Theory...........................................................................12

Normative Decision Making Model..................................................................................................12

3.4 My Leadership Style Based on Integrative Approach......................................................................13

Charismatic Leadership.....................................................................................................................13

Shared and Distributive Leadership...................................................................................................14

4.0 Analysis of Own Strengths and Weaknesses.......................................................................................14

4.1 Strengths..........................................................................................................................................15

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4. 2 Weaknesses....................................................................................................................................16

5.0 Comparison of Current Attributes With Future Desired Attributes.....................................................17

6.0 Developing Capacity...........................................................................................................................19

6.1 What I have done.............................................................................................................................19

6.2 What I am doing..............................................................................................................................20

6.3 What I intend to do..........................................................................................................................20

6.4 Additional Development Needed.....................................................................................................21

7.0 Measuring Success..............................................................................................................................22

8.0 References...........................................................................................................................................23

9.0 Appendix.............................................................................................................................................26

Appendix 1............................................................................................................................................26

Appendix 2............................................................................................................................................27

Appendix 3............................................................................................................................................29

Appendix 4............................................................................................................................................32

Appendix 5............................................................................................................................................33

Appendix 6............................................................................................................................................34

Appendix 7............................................................................................................................................36

Appendix 8............................................................................................................................................39

Appendix 9............................................................................................................................................40

Appendix 10..........................................................................................................................................41

Appendix 11..........................................................................................................................................42

Appendix 12..........................................................................................................................................43

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1.0 Introduction

“Management is doing things right, Leadership is doing the right thing” (Drucker, 2006)

Studying to be a manager is what we do as students of business management but being a leader is

just as important in the field of business. Leadership is essential to successfully achieve the

necessary targets and with organizations being made of diverse individuals and leadership is

necessary to lead them effectively in order to do this. I would like to be a leader because it is

about guiding people and achieving not alone but with the help of others. (Arnold, 2012)

From an early age banking and management has been a passion for me and being exposed to the

Banking industry at a very early age by my father I became fascinated by the intricate and

challenging nature of the work involved. Being a business built on trust, tact and clever

management of both cash and relationships it appeals to me as being a challenging industry

where many enter both only a few understand the nuances and excel. The reason for me pursuing

a degree in business management and marketing along with CIMA which is management

accounts are for the above reason as I want to achieve, be a successful, efficient and effective

leader in the industry.

As individuals we each have differing set of values and this is shaped mostly by our

environment, people we associate with, experiences, interest etc which in turn provide guidance

in shaping our personality, behavior and goals. My personal set of terminal values is as follows. I

want a comfortable life, achieve success in the Banking industry, influence people positively,

and work life balance along with peace of mind. In order to achieve the aforementioned goals the

instrumental values I believe in are hard work, precision, being trustworthy, being ethical,

empathetic and efficient.

Therefore both my management style and leadership style will reflect my instrumental values as

well as targeting the terminal values in the long run. Management is organizing and coordinating

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those activities in order to achieve organizational objectives. Leadership is someone who directs

people to achieve these organizational objectives successfully. (Drucker, 2006). My abilities in

both areas as accessed through a self assessment indicate I have 10 out of 12 points in terms of

leadership and management both. Though I may not have extensive industry experience and it’s

mostly based on school, university and internship experiences I still believe it indicates my

potential in both areas. (See Appendix 1)

A closer look at how my leadership abilities will help me in the future to achieve my life goals

and achieve in the industry is looked at in detail in the following sections.

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2.0 The Position to Which I Aspire

2.1 The Position

My vision in life is to become a successful professional in the financial and banking industry in

the next five years and to become the CEO of a Bank in about 20 to 25 years.

Therefore the position I aspire to is the position of CEO which is my final goal in terms of the

corporate ladder upon which I have my sights set as of now. This is a crucial leadership position

as the CEO has to act both as a leader of many people working under him as well as the

organization as a whole.

2.2 Requirements

As CEO of a bank the requirements in terms of knowledge, skills and attributes are compiled as

follows from an analysis of the job description. (See Appendix 2)

Knowledge

In terms of basics needed to become a CEO it is required that the candidate has 20 years of

experience in the bank as an executive which includes specifically 10 years in retail, banking

operations, retail credit and trade services. He or she should also be head of business in a bank

and be responsible in terms of contribution towards the banks objectives.

The person should also expertise in areas such as corporate banking, trade finance, retail

banking, strategic and risk management as well as general management.

Skills

Decision Making skills Team building skills

Communication skills

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Influencing skills

Attributes

Achievement orientation

Responsible

Risk management

Initiative

People orientation

Conceptual thinking

Agent for change

Judging

Sensing

Critical Elements to Success

Managing effectively and carrying out the functions of managements such as planning,

organizing, monitoring and controlling as well as leading the people and organization efficiently

is important. Taking initiative to bring about new improvements, making necessary changes and

mitigating the resistance towards it are required. Utilising the skills and attributes mentioned

above in the correct manner and mix so as to get the overall benefit out of it will be critical to

success as well. Though some of these attributes are inherent already and I may have the

capability it is still important for me to understand the areas which are lacking or need

improvement and work on them to make me a stronger, efficient and effective leader.

These are the characteristics needed to be a successful leader in the banking industry and ones

which are relevant for me as an individual who wants to attain this position one day in the future.

A more detailed study on whether I have what it takes to be a leader as such and what I could do

to overcome my shortcoming have been analyzed.

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3.0 The Leadership Style to Which I Aspire

If asked to identify the leaders I admire or who have influenced me positively and for whom I

have the utmost respect in terms of being good leaders then I would have to mention my father

who is my first inspiration and the main reason for me to aim the position of a CEO, the next

would be my colleague with who I have been working with for almost 2 years and who has

taught me a lot of things in terms of leading people and teams. Finally I would mention there are

remarkable introverted women manager who have showed that not only women but also

introverts can be excellent leaders.

What I admire about them and which I wish to emulate are mainly their hard work, the

responsibility they take, credibility, efficiency, knowledge, task orientation, people management

etc. A more detailed list can be seen in Appendix 3. I am invariably looking at specific traits and

behaviors of leaders in terms of deciding their effectiveness and this shows I draw leadership

based on traits approach and behavioral approach.

3.1 My Leadership Style Based on Traits Theory

Kirkpatrick & Locke’s Traits of Successful Leadership

Though no specific list indicating the exact attributes of a leader is indicated it has been

identified that certain traits go hand in hand with successful leaders and this list contains

characteristics such as honesty, integrity, self confidence, cognitive ability, business knowledge,

drive and desire to be present in a person. (Dalglish & Miller, 2010). Along with this list some

other personality traits for effective leadership are long term orientation, preparedness, belief in

people as well as team work, self awareness, trustworthiness and enthusiasm are some elements.

(Keup & Keup, 2006).

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I am someone who is honest as I usually don’t hesitate to voice my opinions or choose to bluff if

something is wrong. Having self confidence is sometimes lacking in people but I believe that I

have too much self confidence which is not good as others may mistake it to be arrogance or

pride. Integrity and cognitive ability are some of my strengths. Also the drive and desire to lead

and achieve is apparent since my school days which has given me the position of a leader many

times in schools clubs, activities and organizing events.

My personality indicates I am open to new experiences though I don’t go out of my way to seek

them out, conscientiousness is one of my biggest strengths as I am a well organized, self

disciplined, efficient and reliable person which is reflected in the way I study, organize my

schedules, reports and daily work. People tend to find my work efficient and reliable when it

comes to team work and they identify me as an asset rather than a liability. I am an agreeable

person too though an introvert. I am outgoing and sociable but only after I really get to know a

person and sometimes this may take time. I am also highly neurotic therefore am able to work

under pressure without it impairing my capabilities. All these show that I do have the potential to

be a good leader but it is still at an early stage and these traits need to be developed more in order

to be successful one day. (See Appendix 3)

3.2 My Leadership Style Based on Behavioral Approach

In contrast to the trait theory the behavioral approach looks at the behavior of successful leaders

in order to identify what differentiated them from their followers. Though it is a belief that

behavior could be taught to make a person a leader, success that way is not wholly certain as

behavior which is suitable in one situation is not so in another. Overall certain behaviors have

been identified as more effective than others and this categorizes leaders based on their task

centered behavior and people oriented behavior. (Peters, 2005)

My leadership style as identified under the behavioral approach is illustrated by the Leadership

gird and Likert’s system below.

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Leadership Gird

The two bases for leadership behavior focused on under this approach which is concern for

people and concern for the task bring out seven different leadership styles and out of these my

gird style is “Status Quo” where leadership is based on balance and compromise between leader

and follower. I undertake and approve results that are popular but I’m careful and mindful of any

unnecessary risk which may be taken. Also I seek the opinion of others in order to see whether

my opinions are accepted by others to ensure constant acceptability.

When working in teams as the team leader I tend to collaborate with all members regarding their

opinions and thoughts regarding decisions being made, tasks enforced and actions being taken in

order to make sure I have their approval and usually the results are good. Risks are taken but

only after considerable thought regarding it.

Being only a 5,5 is just like a glass being half full, therefore I should aim to be a 9,9 in order to

be a better and effective leader. (Dalglish & Miller, 2010)

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Likert’s Systems Model

According to this system four varying styles of leadership is prevalent such as Autocratic

leadership, Benevolent, Participative and Democratic leadership. Out of these I fall under the

democratic leadership based on my behavior on three occasions. The confidence and trust I place

on my team members as a team leader, the feeling of freedom they feel when around me and my

level of involvement with them identify me as being democratic.

As a team leader I make it a point to understand the strengths of each person and show that I

have confidence in their ability to perform the tasks given. Whilst taking a decision or testing an

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idea I always make sure every member is aware of it and also their opinions and ideas regarding

it and how to change or differ it is always encouraged and utilized. Due to this the team feels free

around me and to discuss or ask for help as they know I am always their when they need help

and am open for discussion.

This identification was done when I asked my team mates to categorise under the four types and

being a democratic leader I believe is strength I believe which is predominant for the success of

the team as well as to produce results, which we have done so in past occasions.

(Dalglish & Miller, 2010)

3.3 My Leadership Style Based on Situational Theory

Situational approach in identifying leadership evaluates how a leader reacts in various situations.

A leader can be effective in a certain situations and may fail in another; therefore this approach

tries to identify the situational factors which cause the effectiveness of a leadership style.

(Fairholm & Fairholm, 2009)

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Normative Decision Making Model

According to the contingency theories used to illustrate the normative decision making model

shows how I react as a leader when taking a relevant decision. My decision making shows I

solve a problem by a making a decision based on the information and circumstances available at

the current time. (See Appendix 4)

This I believe is effective for me as certain decisions need immediate decisions to be taken and

team members may not be available for collaboration. Other times there is sufficient time for

decisions to be taken by collaboration and discussion. (Dalglish & Miller, 2010)

3.4 My Leadership Style Based on Integrative Approach

An integrative approach looks at all the aforementioned elements such as traits, behavior and

situations to identify leadership style of an individual. (Peters, 2005)

Charismatic Leadership

Charismatic leadership of a person is identified by nine effects which are categorized into three

elements such as referent power which is the capacity to influence followers through traits,

expert power which is the capacity to influence based on one’s special knowledge or skill and

job involvement which is the capacity of a follower to contribute to the objective. Therefore

combining all three makes a successful leadership style. (Fairholm & Fairholm, 2009)

I believe I am somewhat of a charismatic leader as I tend to influence people by my traits such as

hard work, integrity, responsibility as well as my knowledge in the area of study as I tend to be

prepared on the assessment information and initial research. Team members understand that I

believe in hard work and on them being responsible for their tasks therefore they undertake to do

it well. Knowing I will help with problem areas they do not hesitate to ask for help or opinions

and this I feel makes them more involved in the tasks. Communication is considered essential for

charismatic leadership as the leader will have to appeal to followers and paint encouraging

pictures to motivate and guide them which I have done many times when motivating them by

appealing to their competitive nature and the strength of the group as we have members who are

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strong in terms of capabilities in different areas which gives us a competitive advantage as well

as a comparative one. (See Appendix 5)

Shared and Distributive Leadership

Unity is considered to be strength. This is the same concept on which the shared and distributive

leadership operates and that if shared power exists then the power is more. Here the leader

delegates power to all levels so as to engage individuals and make them responsible and

accountable for their task and work.

The five requirements for this leadership style is as follows. Empowering all team members is

relevant and making them share the same goal is necessary. This is what I as a leader make sure

is done when working a as a group on assignments in college. All members are clarified and

motivated regarding reaching a higher distinction mark for the assessment whilst their strengths

are identified and responsibilities given according to it. One person will be good in the marketing

aspect and will be responsible for that section whilst another will be good at initial research etc.

Each member is assured of their importance to the group and their capabilities respected by

endorsing key responsibilities to undertake which they are willing to perform. Merging everyone

and creating a feeling of being one is essential for the team’s success and I believe I am quite

effective and efficient in building teams and leading them to achieve goals.

(Pearce & Conger, 2003)

All the styles mentioned above show my leadership style in different dimensions such as based

on traits, behavior, situation and as a combination. There are some underlying characteristics

seen in all these which can be summed up as I am more people oriented but with the task in mind

as the end result. My style of leadership is to know and understand the people I’m leading in

order to achieve the goals and objectives needed and though my skills in leading may be still

immature it shows I have what it takes to be a good leader when leading.

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4.0 Analysis of Own Strengths and Weaknesses

A leader needs to possess certain traits, characteristics, attributes, behaviors and strengths. As a

leader and based on my leadership style and self assessment the following strengths and

weaknesses have been identified.

4.1 Strengths

Personality Profile - I am open to new experiences, though not voluntarily I do not mind

trying something different if needed. I am highly conscientiousness which means I’m

reliable, well organized and self disciplined. People find me agreeable and easy to trust

and open up to. Neuroticism allows me to work well even under pressure. Surgency is yet

strength as well. (See Appendix 3)

Charisma - Excellent written and oral communication – Able to appeal to people, grasp

their attention, influence them and when make sure I say solid facts so that people trust

what I say (See Appendix 5)

Cognitive Ability – In terms of gathering information my sensing score is way above

average, it is almost double the amount it should be which shows I do not rely on

intuitively taking risks but rather wish to gather actual fact before deciding. In terms of

evaluating data my score is above average again showing I prefer to think before taking

decisions which is a more reliable method. (See Appendix 6)

Power and Influence – I believe my strength in terms of using power is that I prefer not to

use Coercive power but mostly opt to using Referent, Expert and Legitimate power. (See

Appendix 7)

Influence Tactics – I tend to influence people with rational persuasion, collaboration,

ingration and legitimating tactic more. I tend to avoid exchange, coalition and pressure to

influence which is how a good and just leader should. My overall score out of 55 is 33

which show I have some sort of influence on people. (See Appendix 8)

High Emotional Intelligence – Able to not only sympathise but also to empathise with

people, understand their side and get them to openly discuss their opinions or problems.

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Able to manage people effectively by understanding how to handle each individual. (See

Appendix 10)

Conflict Management – I tend to use Collaboration frequently to manage conflict and this

is a definite strength as it is recommended due to being a joint effort on all parties

involved in the conflict and is an equal method to solve problems or find solutions. I also

do not use Force and very rarely Avoidance therefore this is an advantage as they are not

recommended ways to manage conflict. (See Appendix 9)

Neither high nor low self monitor – Neither too adaptive nor too resistant. I will adapt or

resist according to the situation and if a matter needs no such factor then I tend not to

make it a barrier. (See Appendix 11)

High internal locus of control – Tendency to attribute successes and failures to ones

internal factors rather than to the external environment, therefore I believe that it is up to

me to make my own successes and I work towards it without depending on externalities

such as other people, luck etc. (See Appendix 12)

4. 2 Weaknesses

Personality Profile - Quite Introverted – A leader is expected to be introverted due the

need to manage people, deal with them and influence them. The fact that I am introverted

person may give the impression that I cannot control or manage people and they may take

advantage or control me. Also my level of adjusting to something or someone is

relatively low when compared to the other four elements of the personality profile.

Change is constantly and being able to adapt accordingly is important for a leader and

this is a weakness if I find it somewhat challenging to do so. (See Appendix 5)

Cognitive Ability – In terms of gathering information my intuitiveness is below average

which is a weakness as women are known for their intuition. The feeling score in terms

of evaluating is also minutely below average but by about 0.06. (See Appendix 6)

Power and Influence – I tend to use Connection power and this is not really a good

element as it is using external elements to influence a person who feels obligated or has

to perform due to the connection causing bias. (See Appendix 7)

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Influence Tactics – I could probably use inspirational appeals more. (See Appendix 8)

Conflict Management – I tend to use Accommodation often and Negotiation sometimes

when managing conflict and this should be reduced as it is a weakness to accommodate

conflict or to try and negotiate which may feel like giving in to the conflict. (See

Appendix 10)

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5.0 Comparison of Current Attributes With Future Desired Attributes

My current attributes which have been identified with the use of my leadership style and an

analysis on current strengths and weaknesses in relation to the attributes and skills needed in the

future to become a CEO is essential in order to analyse and evaluate whether I have the

necessities to achieve that specific position and whether I needed to further develop and

strengthen my capabilities.

Current Attributes Future Desired AttributePersonal Profile – Conscientiousness, agreeableness and Neuroticism.

To be a CEO an individual needs to be well organized, prepared and reliable which I am and will continue to improve on. Also an agreeable person therefore those working under me will not be aggravated and demotivated but rather feel encouraged to work and get along. Top management will be under constant stress and pressure and this not hindering the quality of one’s work is definitely essential and one which I am able to do. Extraversion is needed to lead and manage people as introverts do not gain the recognition they should as they do not push themselves forward to be seen

Charisma – Good interpersonal and intrapersonal communication skills where I am confident when I speak, in control of what I say, ability to grasp the attention when speaking in presentations and frequently use emotive language.

Necessary when leading people and organizations which I have but it needs a lot of development as I am still not very comfortable with speaking in public and I have to start using more facts when speaking which will be influential as a leader.

Cognitive Ability – My sensing and thinking ability is excellent in terms of gathering information and evaluating.

The job description of CEO requires cognitive ability and my intuitive ability to gather information needs improvement as I intuition is needed when having to take decisions on the spur of the moment of when having to make important business decisions.

Power and Influence – Referent power, expert power and legitimate power

Ability to use personal power rather than positional power is a more viable method which I need to focus on as those who use personal power will be able to implement

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change rather than be perceived as autocratic.

Influence Tactics – Rational persuasion, collaboration, legitimate tactics and ingration

Inspirational appeals are those which will motivate and encourage people to perform because they want to rather than because they have to and this could be a tactic which I may need to develop in using in the future to inspire people to achieve as a leader needs to be inspirational.

Conflict Management – Collaboration being used to manage conflict between colleagues and team members

Conflicts will differ and the ability to use the different conflict managing techniques will differ according to each situation. Identifying which tactic needs to be used when in order for it to be effective is something I need more experience in to cultivate that knowledge.

People orientation and Task orientation – Leadership style is based on balance and compromise between leaders and team members.

Though my leadership style is 5,5 which is status quo it can improve to be 9,9 as sound based on contribution and commitment which is the highest mix of being both task and people oriented and desired to be the best style in terms of my future.

High Emotional intelligence and Internal locus of control

EI is important when working with and managing people as an organization consists of people who differ and knowing how to deal with each of them and get them to achieve the set goals is a challenge which I believe I able to do but may need more experience in the working industryInternal locus of control is something which will make me keep challenging myself and I should cultivate this element.

Self Monitoring – Neither high nor low This needs to be high as an individual who can evaluate himself/ herself will be able to accept change and develop which is necessary in a competitive industry.

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6.0 Developing Capacity

Through the analysis of my leadership style and the attributes needed for the future it can be seen

that leadership potential is present but it is not enough on its own to achieve in the future.

Development is needed and how I propose to do this is as follows.

6.1 What I have done

2007 – Completed G.C.E Ordinary level examinations in order to gain basic knowledge

2008 – Completed preliminary certificate in Marketing to gain initial marketing knowledge and

exposure

2008/2009 – Partook in drama, script writing, productions and event organizing in order to

develop organizational skills, people management skills and managing teams.

2010 – Completed G.C.E Advanced level examination in order to gain more specific knowledge

regarding accounting and economics which is needed for the banking industry as well as English

literature which improves my oral and verbal communication skills in English.

2012 – Attended future leaders training workshop for local university selected students which

helped gain leadership skills, conflict management, managing people and learning to manage

diversity.

2012 – Attended conference addressed by Professor Abdul Kalaam on the development of

leaders regarding how to inspire, influence and motivate oneself and individuals.

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6.2 What I am doing

2010 – 2013 – Currently doing the Bachelor’s degree in Business management and Marketing

which helps to cultivate the relevant knowledge, research and writing skills, presentation skills,

working and leading teams and learning to adapt to people and new situations.

2011 – 2014 – Doing the CIMA qualification to gain industry relevant knowledge which is

management accounting. This is necessary for banking and will be an added advantage.

2012 – Initiated the start of a voluntary charity organization which will teach how to face

problems in the bigger world outside of college, communicate with various people, influence

them, improve decision making skills and risk management

6.3 What I intend to do

2013 – Start working as a management trainee in a bank and gain experience and exposure to

working with diverse people, work under pressure and cultivate my skills practically.

2013 – Banking exams to gain knowledge of banking and business acumen which is needed to be

CEO of a bank.

2017 – Complete an MBA which will increase research, analytical and various skills relevant to

be a leader. Also it will help understand how to manage time effectively when trying to balance

work and studies.

6.4 Additional Development Needed

Development is needed specifically in the following areas such as need to change from an

introvert to an extravert, develop higher emotional intelligence, influential tactics, and intuitive

ability. Improve to being a leader who focuses on contribution and commitment and conflict

management techniques.

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In order to do this I need to expose myself to more training and different experiences. Trainings

such as public speaking, conflict management, managing practical project works outside of

college, practical application of the knowledge studied through books are essential.

Leadership development can be cultivated through assessing oneself and identifying the areas

which need to be focused on. Strengths should be utilized fully whilst weaknesses should be

developed and turned into strengths. Self discipline, experience and education are three tools

which can be used to do this. (Shahani, n.d.)

In terms of self discipline self monitoring should take place. This will also improve my

monitoring skills to be a high self monitor as I am currently neither high nor low in this element.

Experience on the job or in the relevant field is needed too which is lacking for me. I am

planning to start working in a bank as a management trainee in February, 2013 as soon as I finish

my degree. Education is the most important of all in developing relevant capacity and this can be

done using programs which are feedback intensive such as self evaluation, peer evaluation and

360 degree evaluations. Training under a mentor in the banking industry is crucial as banking is

competitive and a mentor would be able to coach the nuances needed to gain a competitive

advantage and succeed. My father being in the banking industry for more than 30 years and

being in a senior management position himself will be able to provide personal coaching and I

strongly believe this will be an advantage. Skills based programs and personal growth programs

such as public speaking, business career development are trainings which help develop research,

presentation and feasibility audit skills which converted into action will be invaluable.

Conceptual knowledge programs such as the current leadership module and assessment needs to

be undertaken frequently in future to further leadership abilities and understand the

technicalities. (Leadership Skills and Training, n.d.)

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7.0 Measuring Success

Following training and developing capabilities will not be effective unless it is beneficial and

whether training helped develop my capabilities can only be identified by measuring it.

Measuring tacit elements such as attributes and skills is not easy but it needs to be done and the

following methods could be used.

Self assessment and evaluation – Many assessment are available in books or online for

individuals to try and determine their scores such as the test to evaluate one’s influencing

ability, emotional intelligence, leadership ability etc which can be done every six months

after each training to see if a difference exists. Doing an evaluation right after training

will only show a short term change but if done after about six months of the training then

it will show the long term development achieved.

Evaluations by others – Peer evaluation, subordinate evaluation and 360 degree

evaluations are some which can be done and this will be more specific as the tendency for

others to notice changes in us is more than our tendency to pick changes in our self. This

will be more accurate when a large number of people evaluate us. They may notice

elements we don’t notice and this feedback will be beneficial to measure development

and success. Praise from others is the most valuable when identifying success.

Career advancements – Rewards such as advancements in career and promotions show

that we have been successful and is a more tangible method of indentifying success.

Being promoted to leadership positions and giving opportunities to lead is a good

indicator.

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(Drucker, 2006)

8.0 References

Arnold, J. D. (2012, September 14). Why Lead Now. Why Lead Now. Retrieved September 12,

2012, from http://whyleadnow.com/

Dalglish, C., & Miller, P. (2010). Leadership: understanding its global impact. Prahran, Vic.:

Tilde University Press.

Drucker, P. F. (2006). Classic Drucker: essential wisdom of Peter Drucker from the pages of

Harvard Business Review.. Boston: Harvard Business Review Book.

Emotional Quotient Inventory (EQ-i). (n.d.). Emotional Intelligence Consortium - Articles,

Research and Information on Emotional Intelligence. Retrieved August 1, 2012, from

http://www.eiconsortium.org/measures/eqi

Fairholm, M. R., & Fairholm, G. W. (2009). Understanding leadership perspectives theoretical

and practical approaches. New York: Springer.

Keup, E. J., & Keup, P. (2006, April 17). 5 Key Traits of Great Leaders | Entrepreneur.com.

Business News & Strategy for Entrepreneurs. Retrieved September 13, 2012, from

http://www.entrepreneur.com/article/163590

Leadership Skills and Training. (n.d.). Impact Factory. Retrieved September 18, 2012, from

http://www.impactfactory.com/p/leadership_skills_training_development/issues_1327-1104-

81184.html

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Locus Of Control & Attributional Style Test. (n.d.). Queendom: personality tests, IQ tests, mind

games, love tests, career tests. Retrieved August 1, 2012, from

http://www.queendom.com/tests/access_page/index.htm?idRegTest=704

Pearce, C. L., & Conger, J. A. (2003). Shared leadership: reframing the hows and whys of

leadership. Thousand Oaks, Calif.: Sage Publications.

Peters, T. J. (2005). Leadership. London: Dorling Kindersley.

Self-Monitoring Personality Quiz: Do you censor what you say? Find out if you're a low or high

self-monitor and how this affects your personality. (n.d.). Personality Psychology Tests -

www.outofservice.com - created by Jeff Potter. Retrieved August 2, 2012, from

http://www.outofservice.com/self-monitor-censor-test/

Shahani, A. (n.d.). Top 7 Steps To Develop Leadership Skills. Top7Business. Retrieved

September 16, 2012, from http://top7business.com/?Top-7-Steps-To-Develop-Leadership-

Skills&id=2113

The Big Five Personality Test. (n.d.). Personality Psychology Tests - www.outofservice.com -

created by Jeff Potter. Retrieved August 3, 2012, from http://www.outofservice.com/bigfive/

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9.0 Appendix

Appendix 1

All the even numbered activities indicate leadership tasks and my score for this is 10 out of 12.

All the even numbered activities indicate management tasks and my score for this is 10 out of 12

as well, where 2 points are allocated for ones marked ‘often’ and 1 point for those marked

‘sometimes’.

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All the activities in the list have been done by me often or sometimes show that I have exposure

to both leadership and management tasks. Developing goals for each project, developing budgets

for events and producing action plans to successfully finish projects and events have been done

by me often in college, school and personal life. In the same way supervising team members,

students in school, encouraging them to involve themselves and participate and supporting

people in completing tasks they find hard or with which they need help is something I do often.

These activities may have been done by me in school and college rather than at work but it

shows my potential in both areas even if it is at an immature stage.

Appendix 2

JOB TITLE : GENERAL MANAGER/CHIEF EXECUTIVE OFFICER

ROLE PURPOSE :

The GM/CEO carries the overall responsibility to ensure the long term sustainable growth

and profitability of the bank in keeping with its long term vision, mission while ensuring

adherence to the core values of the bank. He/she will ensure that the bank will provide a

high level of service to its customers while complying with both internal and external

policies, procedures and regulations and maintaining its status as a responsible corporate

citizen.

KNOWLEDGE & EXPERIENCE/QUALIFICATIONS

EXPERIENCE/SKILL HOW THEY ARE ACQUIRED

Areas of Expertise

Corporate Banking Retail Banking Trade Finance

At least 20 years as an Executive in a Bank

which should include 10 years or more

experience in Retail and Corporate Credit,

Banking Operations and Trade Services. The

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General Management Strategic and Risk Management

Skills

Conceptual Thinking Business Acumen Relationship building and networking Ability to interpret complex business

requirements Team building skills Change Agent Judgment and taking calculated risks Attention to details Sense of urgency Planning and organizing Knowledge of banks products and

ALCO procedure Knowledge on best Banking

practices/procedures

jobholder should preferably have been a

Business Head of a Bank and been responsible

for maximizing profitability in various types of

business units.

PREFERRED QUALIFICATIONS

The jobholder should have a good University Degree.

Professional qualification in Banking, Accounting & Finance and / or at least 20 years of relevant experience.

An MBA would be an added qualification.

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Appendix 3

(The Big Five Personality Test, n.d.)

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(Dalglish & Miller, 2010)

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Appendix 4

(Dalglish & Miller, 2010)

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Appendix 5

(Dalglish & Miller, 2010)

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Appendix 6

Cognitive Ability

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(Dalglish & Miller, 2010)

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Appendix 7

Power and Influence

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(Dalglish & Miller, 2010)

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Appendix 8

Influence Tactics

(Dalglish & Miller, 2010)

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Appendix 9

Conflict Management

(Dalglish & Miller, 2010)

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Appendix 10

Emotional Intelligence

(Emotional Quotient Inventory (EQ-i). n.d.)

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Appendix 11

Self Monitoring

(Self Monitoring Personality Quiz, n.d.)

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Appendix 12

Locus of Control

Locus Of Control & Attributional Style Test., n.d.)

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