Why Should Any One Be Led By Me

Leadership & Change

Source: Tony Manning / Strategist 2015

Just like conjoined twins, change and leadership can not be separated and that can be because a good leader has to sail the “waters” of change which are always “rough” and may be filled with risk, however some people sail these “waters” successfully only to find that the changes they “fought” for had a small effect or they helped strengthen the state of affairs (Spence n.d.). Actions in the work environment are influenced by the behaviors of leaders and that is why leaders have the responsibility to change the organization’s strategy and monitor the change because managing change is one of the most challenging roles of leaders, that is to say companies that encourage and promote change survive in highly competitive systems, however most leaders today do not understand change and how to effectively get people in the company to change even with the increased number of theories and models about change (Gilley, McMillan, Gilley 2009).

According to research carried out by McKinsey & Co, 70percent of change start-ups in organizations fail because changing an organization requires improving old systems which may be difficult but the real problem is that changing may involve unknown factors that may or may not affect individuals, therefore individuals fear because change threatens their stay in the company and this leads to resistance and it may be said that individuals resist, using the Theory of Constraints which “suggests that addressing the three questions about change sequentially helps overcome resistance to change and achieves buy-in from all of the key players and questions include: what to change, what to change to and how to cause the change, so managers should use this theory (Umble and Umble 2014). Most managers formulate actions to make performance better but some managers may disagree with change saying that they are okay with current systems being used and no change should be made, this may be caused because individuals do not see the problem or they are comfortable with the problems around the company but with the Theory of Constraints, managers should listen to these individuals’ “perspectives” and they should understand them which will help managers explain the problem and its effects to the company and managers should not also forget that people have different “backgrounds and experiences” and that their reactions to change may be affected by that, therefore managers should allow different thinking of what can and cannot be changed and also consider developing a common “criteria” that makes “a good solution” which will solve the problem of individuals that have different ways of solving the problem in the organization (Umble and Umble 2014).

In the video above, Sherri Hartzell (2013) helps explain Kotter’s 8 step change model and the steps include: “establishing a sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains to produce more change and anchor change in the organization’s culture”, she also mentions that employees do not easily accept change but it is the role of the manager to communicate and motivate them to allow the change and the manager also needs to identify people with in the organization that will help see that process of change is smooth in the organization.

Source: IndianCarsBikes.in 2015

Looking at Ford as our example, in 2006 the auto-maker was almost filing for bankruptcy because the company made a loss of $12.7billion, in the same year Alan Mulally was made the leader of the company (Mckinsey&Company 2013). Mr. Mulally realized that the problem at Ford was the culture and it needed to change because his very first role as a leader was to communicate the importance of teamwork which was meant to enable managers work together and reduce “internal rivalries” (Legget 2014). Mulally embarked on “positive leadership” and this helped the employees at Ford to always have an idea that pushed them forward and they also participated as one team because under the new leadership “everyone’s contribution was respected” (Nisen 2013) and with the change in the leadership style, Ford was back into being a profitable company.

As I conclude, I would like to say that managers should understand that change is part of the organizational factors that will determine the success or failure of an organization, the earlier managers begin to change their organizations, the better. That will be because due to globalization, managers have to deal with issues like technological change which is very rapid due to new innovation and issues of cultural diversity with in the organization. According to Kotter’s 8 step change model, we can get to understand that leading change can be done slowly and continuously hence it is a process that involves leaders and followers participating and contributing towards the positive change of an organization (Kotter International 2015).

References

Automonster (2010) Ford Motor Company Posts $2.1bn profit: Exceeds Expectations in 2010 1st Quarter [online] available from <https://www.indiancarbikes.in/auto-news/ford-motor-company-21-bn-profit-2010-1st-quarter-8979/> [08/June/2015]

Fast Company (2010) Why Change is So Hard [online] available from <https://www.youtube.com/watch?v=RpiDWeRN4UA> [09/June/2015]

Gilley, A. McMillan, S.H. Gilley, W.J. (2009) ‘Organizational Change and Characteristics of Leadership Effectiveness’ Journal of Leadership & Organization Studies [online] 1 (16), 38-47. available from <http://jlo.sagepub.com/content/16/1/38.full.pdf+html> [08/June/2015]

Hartzell, S. (2013) Explaining Kotter’s 8 Step Change Model [online] available from <https://www.youtube.com/watch?v=3fOQ_XjCcyA> [09/June/2015]

Manning, T. (2015) Tony Manning / Strategist [online] available from < http://www.tonymanning.com/strategy-concepts/> [10/June/2015]

Mckinsey & Company (2013) ‘Leading in the 21st century: An interview with Ford’s Alan Mulally’ Insights & Publications [online] available from <http://www.mckinsey.com/insights/strategy/leading_in_the_21st_century_an_interview_with_fords_alan_mulally> [08/June/2015]

Kotter International (2015) Kotter’s 8-step Process for Leading Change [online] available from <http://www.kotterinternational.com/the-8-step-process-for-leading-change/> [09/June/2015]

Legget, T. (2014) ‘How Ford’s Alan Mulally turned around its fortunes’. BBC News [online] 1st July. available from <http://www.bbc.co.uk/news/business-28087325> [07/June/2015]

Nisen, M. (2013) Alan Mulally Explains How He Turned Around Ford. [06/November/2013] available from <http://www.businessinsider.com/alan-mulally-leadership-style-2013-11?IR=T> [08/June/2015]

Spence, R. (n.d.) From Status Quo to Success [online] available from <http://www.leadersthatlast.org/pdfs/the-practice-of-adaptive-leadership-review.pdf> [09/June/2015]

Umble, M. Umble, E. (2014) ‘Overcoming Resistance to Change’ Industrial Management [online] 1 (56), 16-21. available from <http://web.b.ebscohost.com/bsi/pdfviewer/pdfviewer?sid=b25fccc2-4e87-4dd1-aOea-eb23clf92a3b%40sessionmgr113&vid=14&hid=125> [10/June/2015]

Most Effective Leadership And Management Styles of Managing People At The Work Place

6 Replies

Source: Imperial College London 2015

Research has come to believe that management is more of a science which explains the structures involved while leadership is more of an art which explains the flexibility involved (Torres 2013). Even if the differences between management and leadership are more than the similarities, sometimes they can be interlinked but an individual having both management and leadership skills is very rear (Popovici 2012). Some of the differences may include: Leadership is the art of making decisions while motivating followers to move towards the organization’s vision and also empowering individuals to achieve a common goal while Management is the science that deals with “day-to-day running of an organization” (Toor 2011), Leadership is the art of influencing, guiding and making individuals follow the leader at will in-order to achieve a common goal while Management is the science that involves planning, organizing, coordinating, commanding and control individuals in an organization in-order to achieve a common goal (Popovici 2012). However the difference between the two is not that big because both management and leadership work to achieve a common goal which also associates both of them with success, that is to say that in both roles of management and leadership involves a person having a vision to manage resources, develop and empower individuals to achieve a common goal (Young and Dulewicz 2008).

With the increased level of change in the working and global environment, the theory of leadership called “Great man” that was characterized by the common “command and control” has slowly faded out of the picture because organizations are realizing that employees are “the most important and valuable assets” that need to be “managed and led with care”, therefore research has proved that the most effective approach of managing subordinates is a combination of charismatic and transformational leadership but first lets look at charismatic leadership which is the ability of a leader to “influence” others using his “personal charisma” while transformational leadership is the ability of a leader to influence change and “guide that change” in the organization (Pathak 2012) hence that is to say that when the two are combined, leaders and followers get to experience a new style of leadership called participative leadership where all inputs from different individuals are taken into considerations and it helps individuals participate in decision-making and finally the style promotes good relationships in the organization that are characterized with trust and loyalty from both the leaders and followers in-order to achieve the organization’s goals (Popovici 2012).

In the video we see a coach motivate and push one of his best players to his limits in-order to influence the whole team because as a leader, the coach identified the best player that other players looked up to and he was able to transform the team to one that is hard-working.

According to the CMI (2013), I do agree that “there is no single ideal, as the best approach because different organizations have different employees and that means that different problems and may require a different type of approach to influence, motivate and get the employees to work together in-order to solve that kind of problem so that the organization can achieve its goals so the best approach will be the one that fits the organization in a given situation.

Source: The Marquette Educator 2013.

In the picture above we have Nelson Mandela who was both a charismatic leader and transformational leader because he motivated and influenced the people of South Africa to stand and fight the dark days of apartheid and I think he is the perfect man to fit the model that was mentioned above, which is Charismatic-transformational model which was written about by Pathak (2012) and I feel it is the ideal model because the charismatic leadership involves a leader having a vision, integrity, charisma and tenacity while a transformational leader involves a leader being inspirational, motivational and stimulating which are all the qualities I feel Nelson Mandela had (Mansah-Owusu 2015).

As I conclude, I would like to say that leadership and people management is the most important factor that an organization looking for success in the 21st century should consider that and that is to say from the transformational theory which is about individuals being “motivated by the task that must be performed” (Leadership-Central.com 2015) and for the charismatic leadership theory which is about an individual showing and having a creative vision, caring and showing concern to member’s needs as a leader and most importantly showing concern for the environment (Yukl 1999) but however there may be some set backs about both theories. Like the transformational theory according to leadership-control.com (2015), say that a leader may not only have to wait for “extreme cases” in-order to make important decisions as the theory may suggest.

References

DiFranco, T. (2012) The Death Crawl scene from facing the Giants [online] available from <https://www.youtube.com/watch?v=-sUKoKQIEC4> [15/June/2015].

Henk, B. (2013) An Extraordinary Champion of Social Justice: Nelson Mandela (1918-2013) [13/December/2013] available from <https://marquetteeducator.wordpress.com/2013/12/13/an-extraordinary-champion-of-social-justice-nelson-mandela-1918-2013/> [10/June/2015].

Imperial College London (2015) Human Resources [online] available from <http://www3.imperial.acuk/hr/procedures/support/opportunities/expectations> [10/June/2015].

LeaderCast. (2013) Seth Godin on the Difference Between Leadership and Management [online] available from <https://www.youtube.com/watch?V=Xx2SV2bYSfU> [13/June/2015].

Leadership-Central.com. (1970) Transformational Leadership Theories [online] available from <https://www.leadership-central.com/transformational-leadership-theories.html#axzz3dEvEoYhB> [online].

Mansah-Owusu, G. (2015) What Can Mandela teach us about leadership in organizations? [online] available from <https://www.theabp.org.uk/news/what-can-mandela-teach-us-about-leadership-in-organizations.aspx> [11/June/2015].

Pathak, M. (2012) ‘Leadership with impact’ Human Capital [online] 1 (16), 28-32. available from <web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=c36d79bc-3f00-4cea-822e-1a95422ab718%40sessionmgr4005&vid=1&hid=4206> [14/June/2015]

Popovici, V. (2012) Similarities And Differences Between Management And Leadership [online] available from <http://www.utgjiu.ro/revista/ec/pdf/2012-02/19-popovicivirgil.pdf> [11/June/2015].

Torres, L.S. (2013) ‘Leadership Vs. Management: Differences and Similarities’ Credit Union Business [19/September/2013] available from <http://www.creditunionbusiness.com/2013/09/leadership-vs-management-differences-and-similarities/> [12/June/2015].

Toor, R.S. (2011) ‘Differentiating Leadership from Management: An Empirical Investigation of Leaders and Managers’ Leadership & Management in Engineering [online] 4 (11), 10-320. available from <http://web.b.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=08d4900b-c513-4fc9-ba88-fd4ba04874fe%40sessionmgr114&vid=1&hid=124> [10/June/2015].

Young, M. Dulewicz, V. (2008) ‘Similarities and Differences between Leadership and Management: High-Performance Competencies in the British Royal Navy’ British Journal of Management [online] 1 (19), 17-32. available from <http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=d88119a7-0595-4dee-ae16-a0da1b1be0a5%40sessionmgr4004&vid=2&hid=4112> [11/June/2015].

Yukl, G. (1999) ‘An evaluation of conceptual weaknesses in transformational and charismatic leadership theories’ The Leadership Quarterly [online] 2 (10), 285-305. available from <https://www.sciencedirect.com/science/article/pii/S1048984399000132> [10/June/2015].

The Challenge of Managing Diverse Teams

4 Replies

Source: Kaleidoscope Consulting 2012

Research has proved it that high diversity at the workplace provides positive results when organizations are working in global environments, it is also proved that people become innovative when working in diverse teams which helps in the development of the economy (Grozinger, Matiaske 2014). Managing diversity has become a major issue in the 21st century because managers have to deal with the differences between people like “race and gender”, cultural differences, religion and sexual differences which the organization cannot do by its self so leaders have to understand the issue of diversity (Childs Jr 2005).

Considering Apple as an organization, its major push to high success all comes back to Apple managing and understanding diversity because at Apple innovation is highly inspired by different ideas from different people around the world (Cook 2014).

From the video we get to understand that Steve Jobs created a company that honors individuality, human dignity and equality among all employees which empowers them to be themselves and in such an environment, innovation and creativity is inspired.

The research that was carried out by Hofstede shows us that considerable differences do exist among cultures on the given factors such as “individualism-collectivism, uncertainty-avoidance, power-distance and masculinity-femininity”, for example in the United States One can experience high levels of “individualist culture” where efforts from individuals are rewarded highly while in countries like Japan, teamwork and people functioning together is highly rewarded (Tung 1993).

However Hofstede’s framework has been used and criticized by many researchers but most researchers find it “legitimate” because it explains behavioral differences of employees in organizations based on six cultural dimensions (Blodgett, Bakir and Rose 2008).

One may ask, what is the importance of organizations focusing on the creation of diverse teams?, well the answer is that diverse teams have members with different cultures and the first reason is that difference in cultures creates friction among the members hence interaction effectiveness is reduced among the members and decisions take a longer time to be made and this is because “culture is a society’s or defined group’s assumptions and norms for how people interact with each other and approach what they do”, since different groups develop different cultures under which they can “operate and function with in an organization hence that means people with different cultures come together to form one team and that also means they come with “different predefined notions about how a group should proceed”, so the culture may have some effects on the “behavior and interaction” with in the team hence hindering quick decision making (Distefano, Maznevski 2000). However,”culture affects what we notice, how we interpret it, what we decide to do about it and how we execute out ideas”, therefore diverse teams have a great amount of resources in terms of human capital with which creation and innovation of solutions to solve the organization’s challenges that may be complex and also a wide range of working models which will help create new ideas and business cannot be good without the performance of diverse teams because they “perform at high levels, with results exceeding even their own expectations”, its like watching a football team play because all players in the team understand what each one of them can do best from the team “combinations” that is to say they “develop” a continuous “shifting dynamic that incorporates innovation into cooperative structures” hence the key to unlock “creative synergy” is through communication with in the team (Distefano, Maznevski 2000).

Using Mckinsey’s 7S Framework, we can say a leader can manage diverse teams using strategy, structure, systems, culture, style, staff and skills to solve a team’s communication problems, improve relationships with in the team and achieve the team’s goals and that can be done through a “strategic assessment and alignment model that will encourage “discussion” around team operations and communication (Singh 2013). Team interaction issues can be properly dealt with in a diverse team using the Mckinsey’s 7S framework because the framework helps to compare the team’s affairs now with the “desired state”, therefore a leader should understand the factors that affect the team’s interaction and find ways on how to best align them with the model hence the leader should have a strategy to use to ensure good interaction in the team (Singh 2013).

Source: Airbus People & Culture 2015

The diverse team working at Airbus exceeds 58,000 employees and that also includes 100 nationalities from each region and these people help to the dynamic and enterprising business environment contribution, the company values the “special experience and expertise that come from its world world wide team” which means that the company values the different ideas, vision and knowledge from different cultures all over the world and also adding on to that at Airbus an increasing number of employees are women and they also work in roles that are considered traditionally male roles hence gender balance issues are reduced (Airbus 2015).

However if the diverse teams are not properly managed, the team will have problems like “conflict, poor communication, in-group out-group behavior and isolation which will eventually lead to “high turnover, low productivity, poor solutions, low job satisfaction and poor attitude to diversity” (Sammartino, O’Flynn and Nicholas 2002).

References

Apple. (2014) Diversity- Inclusion Inspires Innovation [online] available from <https://www.youtube.com/watch?v=qxKFDnzluOs> [1/June/2015].

Airbus. (2015) ‘Leveraging Employee Diversity’ People & Culture [online] available from <http://www.airbus.com/company/people-culture/> [1/June/2015].

Blodgett, J. Bakir, A. Rose, G. (2008) ‘A Test of the validity of Hofstede’s Cultural Framework’ Advances in Consumer Research [online] [35] 762-763. available from <http://web.b.ebscohost.com/bsi/pdfviewer?sid=83856a5d-d9ce-4be4-bee6-6966e870b317%40sessionmgr113&vid=28&hid=115> [4/June/2015].

Childs Jr, J.T (Ted). (2005) ‘Managing Workforce Diversity At IBM: A Global Hr Topic That Has Arrived’ Human Resource Management [online] 1 (44), 73-77. available from <http://web.ebscohost.com/bsi/pdfviewer/pdfviewer?sid=ce2cc232-cofd-4915-9d2a-76ad93e851a0%40sessionmgr114&vid=4&hid=115> [2/June/2015].

Cook, T. (2014) Inclusion Inspires Innovation [online] available from <https://www.apple.com/diversity/> [1/June/2015].

Distefano, J.J. Maznevski, M.L. (2000) ‘Creating Value with Diverse Teams in Global Management’ Organizational Dynamics [online] 1 [29] 45-63. available from <http://web.b.ebscohost.com/bsi/pdfviewer/pdfviewer?sid=83220ed1-df22-4c34-a5c4-6d7d578bd65b%40sessionmgr111&vid=4&hid=115> [29/May/2015].

Grozinger, G. Matiaske, W. (2014) ‘Managing Diversity’ Management Revue [online] 3 [25], 163-165. available from <http://web.a.ebscohost.com/bsi/pdfviewer/pdfviewer?sid=9566ceb7-f88b-4095-9f0a-5267fa01bcc7%40sessionmgr4003&vid=4&hid=4212> [3/June/2015]

Kaleidoscope Consulting. (2012) Team Coaching [online] available from <http://www.kaleidoscopeconsulting.com.au/team-building-melbourne/> [4/June/2015].

Sammartino, A. O’Flynn, J. Nicholas, S. (2002) Managing Diverse Work Teams: A Business Model For Diversity Management [online] available from <http://fbe.unimelb.edu.au/_data/assets/pdf_file/0003/747507/managing_diverse_teams_business_model.pdf> [2/June/2015].

Singh, A. (2013) ‘A Study of Role of Mckinsey’s 7S Framework in Achieving Organizational Excellence’ Organizational Development Journal [online] 3 [31] 39-50. available from <http://web.b.ebscohost.com/bsi/pdfviewer/pdfviewer?sid=865badbd-7b5c-49c6-b3ac-dfe970e3bea3%40sessionmgr112&vid=4&hid=115> [30/May/2015].

Tung, R. L. (1993) ‘Managing Cross-National and Intra-National Diversity’ Human Resource Management [online] 4 [32], 461-477. available from <http://web.b.ebscohost.com/bsi/pdfviewer/pdfviewer?sid=d2cf14df-7daa-4415-874d-a344b2f8c603%40sessionmgr110&vid=1&hid=115> [4/June/2015].

Leadership And Ethics

2 Replies

Source: James Madison University 2015

People have always defined leadership in their own perspectives but all the different definitions involve a leader intentionally influencing other people in-order to guide and provide directions for activities that make an organization successful that is say leadership involves showing followers the right path that encourages and motivates them to achieve a shared goal (Yukl 2013).

Organizations today require a leader to be ethical when making decisions and leading others. Ethics refers to the rules or moral standards that a particular group of people in a community follow (Somerville, Wood and Gillham 2007). Having understood the meaning of leadership and ethics, we have come to a very important concept that organizations value and that is ethical leadership which has become a considerable factor for success.

With the increasing number of scandals in large organizations, ethical leadership has become very important in most businesses, therefore from a standard point of thinking, ethical leadership is basically how leaders are supposed to behave fairly and how they make decisions based on principles and they also have care for their employees and the community which involves ethics and values in their personal and professional lives (Brown, Trevino 2006). From another perspective ethical leadership involves leader that have to motivate their followers by making them understand the organization’s purpose and values so they can turn their vision into reality (Freeman, Stewart 2006).

In the video above we hear Sam Palmisano talk about the importance of a leader listening to his/her employee’s options in-order to solve the company’s problems and he also talks about the values like a leader being humble hence he also talks about how hard it is to manage people.

There are two types of theories that will help us understand ethical leadership which include; deontological and teleological theories.

Deontological theory can be said that it’s a theory that judges an action based on rules or duties, for example when a student enrolls into a school and he/she follows the school rules, that is said to be morally right but if he/she fails to follow the school rules, then the student is morally wrong while for the Teleological theory it can be said that it is a theory that judges an action based on the consequences, for example if a doctor has a dying patient and a patient that needs a heart transplant but remember the dying patient has 30 minutes because he/she is badly injured from a car accident and most of his/her organs are failing but the heart is fine and the other patient has all his organs working and with this transplant he/she would live for another 20 years, if the doctor carries out the transplant then the action is considered good (Cline 2015).

The 4 V model or Virtue based theory, it is based on the individual’s character that is to say when an individual does an action that will make him/her a good or bad individual which involves values, behaviors and individual accountability that will enable one judge him/herself according to their personal traits hence this model focuses on people developing better traits like “kindness and generosity” which help individuals to make the right decisions in life and also teaches individuals how to fight “bad habits of character” like “greed and anger” (Cline 2015).

Source: The Wall Street Journal 2013

Sam Palmisano will be our choice of an example of an ethical leader although he is now retired from IBM, he was able to increase the organization’s “market capitalization to $ 218billion” and he did all this by being an ethical leader and the very first thing he did was to recognize the old company’s culture which was “command and control” which he changed to leadership style of values and instead of competition he encouraged collaboration across and in the entire organization but most importantly he had his focus on the organization’s vision which he made sure it was known and understood by all employees and as a good leader he was able to encourage other leaders within the organization by listening to all employees’ opinions and he also abolished “IBM’s corporate executive committee” which helped him to transform the organization (George 2012).

However as I conclude, I must say leadership is like a hydra with many heads that overtime it presents us with the faces of unethical leaders like Saddam Hussein and Adolf Hitler as well as the ethical leaders like Nelson Mandela and Mother Theresa (Bass, Steidmeier 1999). And this leads us to the current scandal that has proved that most leaders are unethical and this scandal includes the arrest of seven Fifa officials on charges of “systematic and deep rooted corruption and racketeering conspiracy over the awarding of the 2018 and 2022 World Cup to Russia and Qatar” and also on allegations that the officials received bribes to make the decisions and it is said that the corruption stretches 24 years back (Mclean 2015). With all that, if leaders avoid the unethical path, we then can avoid the 2008 economic crisis.

References

Bass, M.B. Steidmeier, P. (1999) ‘Ethics,Character, and authentic transformational leadership behavior’ The Leadership Quarterly [online] 2 [10], 181-217. available from <http://www.sciencedirect.com/science/article/pii/s1048984399000168> [28/May/2015].

Brown, E.M. Trevino, K.L. (2006) ‘Ethical leadership: A review and future directions’ The Leadership Quarterly [online] 6 [17], 595-616. available from <http://www.sciencedirect.com/science/article/pii/S104898430600110X> [29/May/2015].

Cline, A. (2015) Deontogical, Teleological and Virtue Ethics [online] available from <http://atheism.about.com/library/FAQs/phil/blfaq_phileth_sys.htm> [23/May/2015].

Freeman, R.E. Stewart, L. (2006) ‘Developing Ethical Leadership’ Business Roundtable Institute for Corporate Ethics [online] available from <http://www.corporate-ethics.org/pdf/ethical-leadership.pdf> [30/May/2015].

George, B. (2012) ‘How IBM’s Sam Palmisano Redefined the Global Corporation’ Harvard Business Review [online] available from <https://hbr.org/2012/01/how-ibms-sam-palmisano-redefin.html> [25/May/2015].

James Madison University. (2015) Gilliam Center For Free Enterprise and Ethical Leadership [online] available from <https://jmu.edu/cob/centers/gilliam-center/index.shtml> [21/May/2015].

IBM THINK (2011) IBM CEO Sam Palmisano with Errol Morris on Successful Leadership Values [online] available from <https://www.youtube.com/watch?v=hd5_y2FkbZQ> [25/May/2015].

Launder, W. (2013) ‘Bloomberg Taps Ex-IBM Chief Palmisano to look Into Data Practices’ The Wall Street Journal [online] available from <http://www.wsj.com/articles/SB10001427887324767004578489041635155664> [24/May/2015].

Mclean, R. (2015) ‘Day of reckoning for besieged FIFA’ City A.M 28/May, 32.

Somerville, I. Wood, E. Gillham, M. (2007) ‘Public relations and the Free organizational publication: Practitioner perspectives on the brave new (media) world’, Journal of communication Management [online] 3 [11]. 198-211. available from <https://www.emeraldinsight.com/doi/pdfplus/10.1108/13632540710780193> [28/May/2015].

Yukl, G. (2013) Leadership in Organizations. Edinburgh Gate: Pearson