A Reflection of the Leader I want to be..

At this stage of my studies of business and leadership, my perception is that the World is hinged around people. Without people there will be no business and leaders. For you to be a Leader, you must have at least one follower. (Kellerman 2007)

Many big businesses often claim that people are their greatest Asset. (Duncan, 2013)

Becoming a situation Leader, is my dream. A leader that adapt to a given situation without compromising ethics, motivate, support and participate in a diverse team. (Yukl, 2010:26)

Adapt and resolve cultural differences in a transparent manner. Knowing that the world is not an ideal place, for me to succeed ad a leader, a mental inventory is required to access my inner self, using the feedback obtained from my followers or those I am leading.

The weekly, class team Leadership role and working on group assignments, gave me a further insight on some of the challenges, leaders contend with. The whole essence was to get the task for the week done collectively, through the other members of the team (Mullins, 2010:434)

My observation includes, some of us would want to hold on to the mantle of leadership for as long as it is possible. This corroborated Dr. Meredith Belbin’s assertion that there is a natural desire that People will embrace roles that work well in their area of comfort (Belbin 2012)

Sometimes, the suppression of the inclinations to encroach on other team member’s role, even when they are not the leader for the week, some sort of role usurping is demonstrated and this make these individuals unnecessarily difficult and sometimes their speech is void of civil expression. Fayol fifth and sixth principles becomes very prevalent in this situation, that is the Unity of direction, One head and one plan for a group of activities with the same objective. (Cole, 1984, pp. 13–14)

It was quite an experience and opportunity to be able to role play leadership, observe different behaviors, without getting into the way of fueling an already volatile situation. Fayol sixth and sixth principle is also demonstrated here, which state that Subordination of individual interests to the general interest The interests of one individual or one group should not prevail over the general good. (Cole, 1984, pp. 13–14)

Would people always act up in the ways enumerated? I have also learnt never to generalize and one of the key attributes of a leader with vision, is to be open minded when reading and interpreting situations and deployment of the most appropriate leadership styles, as the need arises ensure success to remain stay on top.

I will like to thank my Knowledge cast and Seminar tutors, Carole Still and Dr. Beeka respectively for providing an enabling learning environment throughout the Leadership module M005LON. You are a source of motivation and have also demonstrated that not only are Leaders born but Leadership can be taught. I owe my newly acquired leadership skills to both of you, which is an asset to lead any global team. Thank you.

References

Belbin, M. (2012) Dr Meredith Belbin – Belbin team roles [online] available from <http://www.belbin-southafrica.com/rte.asp?id=105&gt; [26 June 2016]

Duncan, R. D. (2013) ‘Nine ways to keep your company’s most valuable asset — its employees’. Forbes [online] 20 August. available from <http://www.forbes.com/sites/forbesleadershipforum/2013/08/20/nine-ways-to-keep-your-companys-most-valuable-asset-its-employees/#295282e44390&gt; [26 June 2016]

Kellerman, B. (2007) What every leader need to know about flowers

[online] available from <https://hbr.org > [16 June 2016]

Mullins, L.J. (2013), Management and Organizational Behaviour, 9^th Edition, Harlow: Pearson Higher Education

Parker, Lee, D., and Ritson, Philip, A., (2005). Revisiting Fayol, British Journal of Management: Anticipating Contemporary Management [online], 16(1), 175-194

Managing Change

“Change is nothing new and a simple fact of life. Some people actively thrive on new challenges and constant change, while others prefer the comfort of the status quo and strongly resist any change. It is all down to the personality of the individual and there is little management can do about resistance to change” (Mullins 2010: 753).

Figure 1

Kurt Zadek Lewin, explained change as a three-phase process, using the framework (see Figure 1) he developed, as renewing the mind, to provoke behavioral change. The first, Unfreeze, phase pull down comfort zone walls, while ensuring survival by a temporary override, of the human defense mechanism. (Lewin 1947).

The transition from the Unfreeze to the Change phase is characterized by the Tuchman and Jensen’s Storming developmental phase. Status quo challenge of where we want to be, as this is not very obvious and not fully defined. While the Freeze phase is associated with a clear and renewed mindset, bypassed defensive mechanisms, fully restored to original comfort levels. (Lewin 1947).

 

With the establishment of how change is initiated and managed the McKinsey 7s model provides an anecdote on how management of change can be influenced in an organization to bring about overall organizational effectiveness. The 7S framework (Figure 2) is multi-dimensional in nature and also applicable to most entities.

Previously organization was seen from the structural perspective that drives who does what, who reports to whom which less emphasis on is there a better way that this can be done? How can organization objective be sustained? As long as the activities of an organization was simple and straight forward the structural focus was all well and good.

However, the global global village, characterized by a host of dynamic activities, such as mergers and acquisition, advance technology introduction and implementation, evolving global marketing strategies and systems, new ways of working, a structured based organization approach may not be able to fully draw and under pin the outcome from the wealth these changes deliver.

 

When Bryan Lowell (ex-McKinsey), evolved the components of the McKinsey 7S framework, it was thought that it would result in a whole lot of crisis rather than addressing the essence of organizational effectiveness. The application of this model was a sharp departure from what organisations where already used to, hierarchical disposition, such as who does what, who report to whom.

The very essence of change in an organization is to ensure that Change implementation in an organization is to result in the overall effectiveness by recreating the mental model and the notion held about organizational effectiveness. Change can be influenced and implemented in an organization, through a careful mapping and working of the interrelated, organizational (7S) factors.

 

Having established that change can be established in an organization, it is pertinent to also ask when should this change take place. The Organisational Life cycle plot as depicted in Figure 3, will be used to demonstrate when to initiate change in an organization.

The organizational life cycle and when should this change occur.

For continuous improvement change will occur at the Growth, Mature and the Declining phases. (Lester et al, 2003)

At the Growth phase there is need to focus in the organizational purpose and in the Mature phase focus on sustenance of of the organization and competitive edge that delivers profitability and finally the Declining phase the organization need to be refocused on downsizing and a total reorganization and all these translating to successful change means that the life cycle starts all over again but failure would mean that the organization cannot be influence by change and the end is imminent. Maupin 2012; Klipper, 1997

Other change management model includes, Adkar, Kotter’s 8-step change, Kubler-Ross five-stage model – the Change Curve models. There are pros and cons associated to all the change management models, however an underlining task is to ensure that the change is seamless, adaptability is made easy for all the employees, including the consequence of the impending change in a transparent manner and the valuation such change will add to the bottom line.

 

References

Lewin, K. (1947) ‘Frontiers in group dynamics’. Human Relations [online] 1 (1), 41–5. available from <http://hum.sagepub.com/content/1/1/5.full.pdf+html&gt; [17 June 2016]

McKinsey (2008) Enduring ideas: The 7-S framework [online] available from <http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/enduring-ideas-the-7-s-framework&gt; [14 June 2016]

Mullins, L.J. (2013), Management and Organizational Behaviour, 9th Edition, Harlow: Pearson Higher Education

Lester, D. L., Parnell, J. A., and Carraher, S. (2003) ‘Organizational life cycle: A five-stage empirical scale’. International Journal of Organizational Analysis [online] 11 (4), 339–354. available from <https://www.researchgate.net/publication/247630894_Organizational_life_cycle_A_five-stage_empirical_scale&gt; [17 June 2016]

Shaw, G. (2015) 4 change management models for your small business – national leasing | Canada’s equipment leasing experts [online] available from <https://www.nationalleasing.com/en/blog/entry/4-change-management-models-for-your-small-business&gt; [16 June 2016]

 

Leadership & Management Styles and Approaches

Introduction

The attainment of competitive advantage by an organization is a direct consequence of the demonstration of excellent professionalism and commitment. These attributes will ensure efficient and sustained qualitative work delivery, without compromising the effectiveness of leaders and managers. There are various leadership styles, enumerated below and this beg the question, which style or approach is more preferred. Blanchard et al (2001)

The theory – Leadership & Management Styles & Approaches

Blanchard et al (2001)

Personal leadership style is behavior driven that focus on the way and manner subordinates are influenced to delivery on a specific task. (Paul Hersey and Ken Blanchard, 1960) stated further that successful work delivery, demands that Managers should exercise their authority, to promote excellent interpersonal working relationships, at all levels.

However, a caveat to ensure successful work delivery, irrespective of working in a homogeneous or diverse team, as expressed by Robert R Blake and Jane S Mouton (1960), is in actually delivering the work and by whom, in other words, the people involved, simply summarised as managerial behaviour. Five management styles, using a nine by nine grid, was evolved to demonstrate how people and getting the job done, impact on the following individual management styles.

• Impoverished management – Do little to get by. Task or the People de-emphasised.
• Authority-obedience – Task is priority over People, consequently, poor interpersonal relations because of the traditional ‘command and control’ style.
• Country club leadership – The opposite of Authority-obedience, where emphasis on the People and not the task, which ultimately lead to enabling the working environment at the expense efficient work delivery.
• Team management – Emphasis is on both People and Task, consequently, high productivity is possibly guaranteed with room for continuous improvement.

To further corroborate these assertions made by Robert R Blake and Jane S Mouton, in another dimension, Rensis Likert (1950) focused on how authority is exercised – behaviour. His research however concluded that Consultative and Participative management and leadership style were by far the most effective, with the shortcoming of not considering the application and operationalising these styles.

Four different styles are presented below in details, to further shed more light on the management and leadership styles.

1. Exploitative/Authoritative – Motivation is achieved by instilling fear on the team because the leader only trust himself and has no confidence in the team members.
2. Benevolent/Authoritative – the leader has some trust in his workers but treats them in a condescending and paternalistic manner
3. Consultative – the leader shows trust and confidence towards subordinates, seeks their opinions and ideas, but retains decision making power
4. Participative – the leader trusts his subordinates completely, seeks and acts on their ideas and involves them in setting goals.

Effective Management Styles & Approaches

An enabling work environment, combined with professionalism and gross dedication to high quality work delivery, would experience lots of delegation of duties to subordinates. Whereas, if the subordinates work delivery cannot be guaranteed, irrespective of the professionalism displayed, a participating and supporting style would be prevalent. (Hersey and Blanchard 1980)

However, an unenthusiastic and incompetent subordinate would require lots of motivation and influence before anything tangible can be drawn from their work delivery. Finally, subordinates’ who exhibit good professionalism but require their work delivery to be guaranteed, selling/coaching style would be a best fit for effective management.  (Hersey and Blanchard 1980)

For instance, founder of Virgin Records and Virgin Atlantic Airways, Sir Richard Branson, has a peculiar management style that would possibly serve as a way of training and developing leaders and managers. His conglomerate has a flat organization, thus eliminating management layers and bureaucracy. Profound autonomy is enjoyed by managers, above all, they are trusted and are held accountable for every actions, although motivated by the prospects of becoming millionaires, due to the juicy financial incentives. Johnson et al, (2008).

The buck no doubt stopped at Richard Branson’s desk, which is the direct consequence conscious influence on the managers to be acquainted with their qualitative deliverables (Mullins 2010: 434, Yukl 2010: 26).

High level of Consultative and Participative management styles has been demonstrated by Richard Branson.

Another distinguished leader, with Consultative and Participative management style is Alan Mulally, CEO of two Fortune 100 companies: Ford and Boeing Commercial. He left Boeing to become the President and CEO of Ford Motor Company in 2006, he took over the restructuring plan and turned Ford massive losses and declining market share around. When asked how he achieved this feat, he simply said “I do things to include everybody. We develop plans; we develop performance goals; we know the range, the payload, the technology, and the learning that comes from accomplishing the goals.” (Kaipa and Kriger 2010)

Conclusion

The Consultative and Participative management styles, would be embraced, if given a choice. Besides, there is no one style or approach fit all.

 

 

 

References

Blanchard, K., Carlos, J. P., & Randolph, A. (2001). Empowerment Takes More Than aMinute (2). Oakland, US: Berrett-Koehler Publishers. Retrieved fromhttp://www.ebrary.com

Buckingham, M. (2005) “What Great Managers Do”. IEEE Engineering Management Review 33 (2), 3-3

CMI (2013) Understanding Management Styles Checklist 236, Chartered Management Institute: London

Johnson, G., Whittington, R., Angwin, D., Regner, P., Scholes, K. (2010) Exploring Strategy Text and Cases Publisher: Pearson Education M.U.A.

Harvard Business Review. (2000). Leadership That Gets Results. [online] Available from: <https://hbr.org/2000/03/leadership-that-gets-results> [Accessed 17 June 2016].

Hersey, P., Blanchard, K. and Natemeyer, W. (1979) “Situational Leadership, Perception, and The Impact of Power”. Group & Organization Management 4 (4), 418-428

Kaipa, P. and Kriger, M. (2010) ‘Empowerment, vision, and positive leadership: An interview with Alan Mulally, former CEO, Boeing commercial–current CEO, Ford motor company’. Journal of Management Inquiry [online] 19 (2), 110–115. available from <http://jmi.sagepub.com/content/19/2/110.full.pdf? > [18 June 2016]

Marcus, B. (2005), What Great Managers Do. Harvard Business Review [online] Available from <www.hbr.org> [Accessed 17 June 2016]

Mullins, L. J. (2016), Management and Organisational Behaviour 11th edn. [online]. Pearson Education Limited. Available from:<http://www.myilibrary.com?ID=897841> 17 June 2016

Nicholls, J. (1985) “A New Approach to Situational Leadership”. Leadership & Organization Development Journal 6 (4), 2-7

Shin, L., Auerbach, B., Sharf, S., Robinson, R., Clash, J., Pontefract, D., Morgan, S., Godfrey, N., Myers, C., Arruda, W., Kruse, K., Vanderbloemen, W., Coleman, A., and Sun, W. (2016) ‘Richard Branson’. Forbes [online] March. available from <http://www.forbes.com/profile/richard-branson/&gt; [17 June 2016]

WomensMedia (2013) ‘7 steps to A truly effective leadership style’. Forbes [online] 24 April. available from <http://www.forbes.com/sites/womensmedia/2013/04/24/7-steps-to-a-truly-effective-leadership-style/#dff2faf15927&gt; [17 June 2016]

Managing diverse teams

 

 

“Research has consistently shown that diverse teams produce better results, provided they are well led. The ability to bring together people from different backgrounds, disciplines, cultures, and generations and leverage all they have to offer, therefore, is a must-have for leaders” (Ibarra and Hansen 2011: 71).

A diverse team may be described as different, varied, distinct etc. therefore, a group of people with a wide range of experiences, cultures, ideology, skills and opinions, (Saylor, 2009). Virtual Teams, are typical example of a diverse team. They function remotely, using modern day technology to establish (online) connection from different geographic locations. On the other hand, groups of two or more people, having similar credentials, background, perspectives and working towards shared and desired objectives are homogeneous teams, but not limited to teams in sports, host communities, business and professional associations and most probably co-located. (Caldicott, 2012).

The World is fast, becoming a global village, the sustenance of an organizational competitive advantage will depend on how well the Strategic capabilities, ‘what organisations have’ and ‘what organisations do well’,  fully leveraged, make all the difference, in team performance delivery and to establish competitive edge. (Johnson, et al, 2014).

The four majors, the Royal Dutch Shell, Exxon Mobil, Chevron and BP, coincidentally, operate in different geographical locations, around the globe, this means that dealing with and resolving cultural differences or diversity issues, becomes imperative. Countries they operate in include, but not limited to Nigeria, Ghana, Angola, Nederland’s, United Kingdom and United States. Using the Hofstede Cultural dimension, in comparing Nigeria values with that of Netherland’s and the United Kingdom, Fig. 2 depicts the resulting plot of cultural differences. A good understanding of these varying cultural values, will promote the effectiveness in managing the diverse teams.

 

Fig 2 shows the six cultural dimensions’ overview, relative to the Netherlands and the United Kingdom is compared with the Nigerian cultural dimension to obtain its cultural drivers. The dimensions demonstrate the likelihood of behavioral pattern that may be attributed individuals from a particular country cultural influence. This outcome is further analysed in Table 1, below  (Hofstede, 2001).

Hofsede’s Cultural Dimensions	Plot outcome and analysis
Power Distance – Individuals in Nigeria are not equal. The dimensional score of 80 is high, hierarchical order is an accepted norm, subordinates expect to be told what to do and immediate supervisor has the last word. (Hofstede et al, 2010)
Individualism – The score of 80 and 89 confirms that the Dutch and British are a highly Individualist and private people. The score of 30, categories Nigeria as a collectivistic society, where shame and loss of face are the consequence of an offence. (Hofstede et al, 2010)
Masculinity – The high score of 60 and 66 by Nigeria and Britain respectively clearly  indicates that Nigeria and Britain is Masculine society where managers are expected to be decisive and assertive, the emphasis is on equity, competition and performance and conflicts are resolved by fighting them out. (Hofstede et al, 2010)
Uncertainty Avoidance  – UK low score 35 means that as a nation will make the day as the presents itself.  A score of 55 means that a clear preference is not established. (Hofstede et al, 2010)
Long Term Orientation – A low score of 13 shows that Nigeria culture is normative instead of pragmatic. The UK and Nederland culture are more pragmatic (Hofstede et al, 2010)
Indulgence – With a very high score of 84 shows that a lot of effort is required to restraint desires and impulses. Nigerian culture is said to be one of Indulgence. (Hofstede et al, 2010)

As part of Shell’s effort to demonstrate that diverse teams add more value to the bottom line, the Diversity and Inclusiveness effort was initiated (Shell, 2014). This effort was misconstrued as female gender focused because Shell was perceived a masculine organization, thus confirming Hofsede’s cultural plot outcome, for UK and Nigeria scores. The transitional evidence through forming, storming, norming to performing as asserted by Tuckman and Jensen (1977),  Table 2A and 2B refers. Women participation, has risen significantly in top echelon of Shell leadership.

Tuchman and Jensen, (1997)

 

 

Table 2A

Table 2B

For example

 

Shell operates in well over 70+ countries.

 

The primary challenge for diverse teams is the actual differences that make up the team, misunderstandings and stereotypes. Diverse teams tend to perform in either the low performing or high performing categories, while homogeneous teams perform in the average performing category, Fig 3. This corroborates Ibbrar’s  et al

 

Maznevski, claims there are three important things that leaders must know and implement in order to build high performing diverse teams: mapping, bridging and integrating depicted in Fig 4 below.

 

Short coming of Hofstede’s Cultural Dimensions

Trompenaars, Hofstede’s a former student developed the seven dimensions of culture, five of the dimension measure relationships and two of them measure time Considering cultural differences in this way provides us an insight into how different people will work together and how it can be applied to creative teams (Hampden-Turner and Trompenaars, 2000, Trompenaars and Hampden-Turner, 2002)

References

Caldicott, M. (2012). Midnight Lunch: The 4 Phases of Team Collaboration Success from Thomas Edison’s Lab (1). Somerset, US: Wiley. Retrieved from http://www.ebrary.com

Saylor URL: http://www.saylor.org/bus208/#4.3.1  The Saylor Foundation Saylor.org Page 3 of 5

Schuman, S. (2010). J-B International Association of Facilitators : The Handbook for Working with Difficult Groups : How They Are Difficult, Why They Are Difficult and What You Can Do About It (1). Hoboken, US: Jossey-Bass. Retrieved from http://www.ebrary.com

Sacher, A. (2009). Organisation Climate and Managerial Effectiveness. Mumbai, IN: Himalaya Publishing House. Retrieved from http://www.ebrary.com

Forstenlechner, I. (Ed.). (2010). Team Performance Management, Volume 16, Issue 5 and 6 : Expats and Citizens : Managing Diverse Teams in the Middle East. Bradford, GBR: Emerald Group Publishing Ltd. Retrieved from http://www.ebrary.com

 

Shell, (2014) http://www.shell.co.uk/about-us/latest-news-and-features/2015-news-and-features/flying-the-flag-for-diversity.html

http://www.shell.com/careers/diversity-inclusion.html

http://www.shell.com/careers/life-at-shell/importance-of-innovation/meet-ceri-powell.html

Cultural Intelligence Centerhttps://www.youtube.com/watch?v=SqzUYll9Hfo https://youtu.be/SqzUYll9Hfo

 

Ethics and Leadership

There are numerous benefits associated in being a Leader and much more, when you are an ethically driven Leader. Behavior drives ethics in accordance with set down routines, rules, procedures, codes and policies that are morally acceptable to people from all works of life.

Ethics cuts across all echelons and are not based on feelings, religion, law, accepted social practice or science. (Velasquez, et al, 2009)

Consequently, when you have an ethically driven Leader, unsolicited and supportive follower ship is ensured and the behaviors and actions are also impacted, apart from building relationships, on the platform of strong influence. (Mullins, 2013).

The followers of a Leader are duty bound to do what is right or wrong based on what they consider best for their conscience. The justification of the end and the means, drawn from the phrase “the end justifies the means” usually ascribed to Machiavelli, although the brainchild, of philosophers John Stuart Mill and Jeremy Bentham, is predicated on morality. (Joshua, 2011).

This blog defines five diverse sources of ethical standards, offered by numerous ethicist and philosophers, to enable us appreciate why a Leader should be referred to as either ethical or unethical.

The five Ethical Standards/Principle are presented as follows:

The Teleological (Utilitarian) principle The Teleological (Utilitarian) ethical principle depends on consequentiality. It tries both to increase the wholesomeness and diminishing damage done.

The Deontological (Rights) principle This principle is based on the concept of “the end does not justify the means.” It is often said that rights imply duties, the duty to respect others’ rights.

The Fairness or Justice principle All equals should be treated equally says Aristotle and other Greek philosophers.

The Common Good principle A relationship based principle, where common systems and conditions in a society, organization or nation are for the common good.

Figure 1 – 4V Framework (kevinxxl.wordpress.com)

The Virtue principle The 4V framework or approach. A Virtue ethics asks of any action, “What kind of person will I become if I do this?” or “Is this action consistent with my acting at my best?”

A virtue driven disposition that enables the best output from our character with full dependence on our values, such as integrity, self-control, compassion, truthfulness, fairness, generosity, beauty, etc. (Velasquez, et al, 2009)

Two great Leaders, one from Nigeria and the other from India would be put under an ethical microscope, using one or more ethical principles enumerated above, aid us to determine the Leaders respective ethical disposition.

Nigerian Leader – features Colonel Dasuki Sambo, retired Nigerian National Security Adviser, NSA. Misappropriation of US$2.1Bln. Money meant for the army to procure military hardware. The Nigeria Army is at war with Boko Haram, an extremist group in Nigeria.

The current Nigeria President, Mohammadu Buhari, ordered Dasuki Sambo arrest and detention on the grounds of misappropriation of public funds. Early days in the Nigerian Army, Major Dasuki Sambo participated in a coup that overthrew General Buhari Military Government. (Laccino, 2015)

Dasuki walks, as a free man today, after securing his releasing from detention, through a legally filed application against the Federal Government at the ECOWAS Court, Abuja.

Using the ethical frameworks above and providing answers to the following questions  Dasuki Sambo’s ethical disposition will be known.

1. Did Dasuki Sambo do the right thing with the US$2.1Bln in question?

2. Has Dasuki told the truth about US$2.1Bln?

3. Is there any demostration of fairness in the disbursement of the US$2.1Bln meant for the Nigerian Army, to defend the Nation?

4. Has Dasuki kept his promise to his Nation and the people of Nigeria, as National Security Adviser?

5. Does Dasuki have respect for human rights? given that two hundred (200) school girls were abducted, with no visible effort, as NSA, to rescue the school girls. (Hesselbein 2010).

6. Is Dasuki’s arrest and detention a case of “pay back” by President Buhari?

Mahatma Ghandi is the next featured Leader in our group case study. Mahatma Gandhi was great leader dedicated to supporting and ensuring the common good of the masses in India. Mohandas karamchand Gandhi was born on 2nd October 1869 in Porbandar, India. His simplistic lifestyle and thinking earned him the honor in India as being the father of the nation. Ghandi values include, self-awareness, the use of weapons of non-violence, especially in the unification of Hindus and Muslims.

Same as above, using the ethical principles would enable us establish Mahama Ghandi’s ethical disposition.

1. Did Ghandi do the right things in India?

2. Was Ghandi truthful to course?

3. Is there any demostration of fairness in Ghandi non-violence philosophy?

4. Did Ghandi kept his promise to his Nation and the people of India?

5. Does Ghandi have respect for human rights? given the co-existence challenges between the Hindus and Moslems?

6. Was Ghandi ever accused of misappropriating public funds Conclusion Gray areas still exist in the application of the different ethical principles.

However, these principles will enhance our understanding in the determination of a morally acceptable behavior. Furthermore, we may, have differences in what constitutes human and civil rights, even what constitutes good and what is bad. Finally, these principles presented herein may not answer all the questions we might have ethical terms. Nevertheless, it has been demonstrated, by great philosophers and ethicist like Aristotle, that the different frameworks discussed would provide same or similar answers, when deployed.

Reference

Alok Sharma (2011) Unfrailed path of man of wisdom [online] available from <the untrailedpath.blogspot.co.uk> ( 28th April 2016)

Barnabas (2012) ‘International journal of leadership studies’. Mahatma Gandhi an Indian model of servant leadership,vol.7 issue.2.

Joshua, 2011. “Difference Between Utilitarianism and Deontology.” DifferenceBetween.net. [Online] Available on http://www.differencebetween.net/science/health/difference-between-utilitarianism-and-deontology/ [4 May 2016].

History (n.d.) Mahatma Gandhi [online] available from <http://history.co.uk/ biographies/mahatma-gandhi> (23 April 2016)

Mullins, Laurie J. author, Mullins, Laurie J, & Dossor, Penny, author. (2013). Hospitality management and organisational behaviour. (Fifth edition). Harlow: Pearson.

Thurston, A., 2015. Nigeria’s Mainstream Salafis between Boko Haram and the State. Islamic Africa, 6(1-2), pp.109-134.

P.A. Nazareth, Gandhi’s Outstanding Leadership, Bangalore: Sarvodaya International Practical Management (2008) Gandhi An Exemplary Leader [online] available from <http://www.practical-management.com/leadership-development/gandhi-an- exemplary-leader.html> (25 April 2016)

Velasquez, M., Moberg, D., Meyer, M., Shanks, T, McLean, M., DeCosse,D., André, C., and Hanson, K. (2009) ‘This framework for thinking ethically is the product of dialogue and debate’ [online] <Available at https://t4.scu.edu/terminalfour/page/directEdit#edit/20/en/7864&gt; Zenn, J., 2012. Boko Haram’s Dangerous Expansion into Northwest Nigeria.CTC Sentinel, 5(10),