Student Name:

Student ID:

Karan Chhabra
J16020679

Degree Title:
Level:

MBA (International Marketing)

PG

Module:
Module code:
Seminar Tutor:

Leading in a Changing World

M005
Dr. Poh Phaik See

Assignment title:
Word count:

5 Blogs
3,757 words

WordPress.com Blog
Link:

www.culcj16020679.wordpress.com/

I, Karan Chhabra confirm that this submission is my own work and I accept
all responsibility for any copyright infringement that may occur as a result of
this submission.

Date of submission:

27 July 2016

Table of Contents
Theme 1: Leadership & Ethics..........................................................................2
Theme 2: Managing Diverse Teams..................................................................8
Theme 3: Leadership & Management Styles..................................................16
Theme 4: Leadership & Change......................................................................21
Theme 5: My Vision of Leadership..................................................................27

Theme 1: Leadership & Ethics

Ethics are moral principles that govern a persons behaviour or the conducting
of an activity (Oxford Dictionary 2016). The work environment is shrouded
with ethical dilemmas and decisions that need to be made on a day-to-day
basis. Any company or business operates surrounded by stakeholders such
as employees, shareholders, society, local authorities, and many more who
are affected by these decisions. It becomes imperative then for a company to
consider the impact of its decisions to each of the stakeholder.
However, it is nearly impossible for companies to take into account the wellbeing of each of the stakeholders when making decisions. For example, in
order to remain profitable, companies would need to reduce costs and cannot
reward their employees lavishly. Or a paper production factory would need to
tear down forests in order to create their products and generate revenue. In
cases such as these, the company needs a guiding principle, or ethics in
order to consider the best possible outcome of their decisions and actions.
Deontology Vs. Teleology
There are 2 branches of ethics that companies can adopt - Deontological or
Teleological. The Deontological approach emphasizes on one's duty, following
prescribed rules at work to make decisions and not concerned about the
results of the action or decision (Mullins 2010). According to Immanuel Kant
(17241804), he believed that it is important for us to do our duty without
being concerned with its outcome, and an action is intrinsically good if it
upholds the moral law or set of rules (Mullins 2010).
On the other hand, the Teleological branch of ethics argues that the 'end
justifies the means', and an action is considered good if it produces the best
outcome for the most number of people (Mullins 2010).
One of the greatest examples to describe ethics would be the Enron scandal.
Revealed in October 2001, the energy company had begun investments in
areas beyond its industry and used creative accounting to hide its losses
2

(Keller 2002). The justification was simple, if the company continues to make
profit without harming anyone, it should continue to do what is best for the
majority of people. The leadership believed in a Teleological approach and
were hoping that theyre profits at the end of the day would justify the means
by which they had achieved it.
However, Sherron Watkins, an accountant at Enron believed this was not the
right way to do things (Deontological ethics). She warned the companys
founder as her duty, even though she knew by doing so she could lose not
just her job, but cause many of her colleagues to lose theirs too (AP 2006).
As shown in the Enron case, sometimes leadership can be pressured into
doing things the wrong way as long as the majority is able to enjoy the end
benefit. However, it is my belief that any benefit made from such wrong
means does not last very long. It is much more important for us to follow our
duty than to worry about the benefit. If we are dutiful, and perform our job the
right way, we may make losses; however we would still have our self-respect
and dignity. Losses can be recovered; however the Enron leadership lost
respect and even had to suffer jail terms for their belief.
Ethical Leadership

Figure 1: The 4-V model (The Centre for Ethical Leadership 2016).
Ethical leadership is shown by a leader who considers the ethics of his or her
action as and decisions onto others and chooses to do the right thing. Dr. Bill
Grace introduced the 4 V model to help shape ethical leadership. An
3

organisation should have a set of values and vision in place that is shared
among employees, and provide opportunity for voicing out concerns to ensure
the company is performing ethically. Together, this becomes the virtue or the
organisation and the leadership to ensure accountability (Centre for Ethical
Leadership n.d.).
Conclusion
In my opinion, ethical leadership should follow the Deontological branch of
ethics and uphold what is right. By being ethical, we encourage accountability
and responsibility towards the actions of the organisation and the individual
employees as well. This in turn, ensures everyone is following their prescribed
duties and performing their job as required. Also, the organisation and
leadership is respected, which gives confidence to all stakeholders of the
company.
Word Count: 718 words
Blog Link: https://culcj16020679.wordpress.com/2016/05/29/leadership-ethics/

References
Associated Press (2006) Enron whistleblower tells of crooked company ,
NBC News [online] available from
<http://www.nbcnews.com/id/11839694/ns/businesscorporate_scandals/t/enron-whistleblower-tells-crooked-company/> [27 May
2016]
Keller, B. (2002) Enron For Dummies, The New York Times [online]
available from <http://www.nytimes.com/2002/01/26/opinion/enron-fordummies.html?pagewanted=all> [29 May 2016]
Mullins, L.J. (2010) Management and Organisational Behaviour. 9th edn,
England: Pearson Higher Education
Oxford Dictionary (2016) [online] available from
<http://www.oxforddictionaries.com/definition/english/ethics> [29 May 2016]
The Centre for Ethical Leadership (2016) Concepts and
Philosophies [online] available from
< http://www.ethicalleadership.org/concepts-and-philosophies.html > [5 June
2016]

Comments

Reflection
Reflecting back at what I've learnt on ethics, I understand that leadership
comes with a huge responsibility and sometimes needs to make decisions
that are beyond the short-term benefit. Leaders often have to make hard
decisions because they have to do what is ethically right, instead of choosing
the easy way out. As in the case of Enron, the leadership should have
focused on their energy business and cut their losses by admitting their
mistake. Instead their 'creative accounting' got the company and its
employees into bigger problems.

Theme 2: Managing Diverse Teams

As the world becomes more globalised, workplaces continue to become more
diverse with employees from many different nationalities, races, religion,
cultures, and many more. While this may pose challenges to managers and
leaders, it can also have many benefits in building a more effective team.
Thomas and Ely (1996) discuss that although a diverse workplace provides
the opportunity for exchange of ideas and different viewpoints, opening more
possibilities for the organisation. However, it is noted that in order to be
effective the organisation should have an open-minded culture.
Hofstede Organisational Cultural Dimensions

Figure 1: Hofstede Organisational Cultural Dimensions (Hofstede 2015)

As organisation culture is integral in creating an effective diverse workplace
(Thomas and Ely 1996), Hofstedes cultural dimensions can help us
understand how we can create a more effective workplace that embraces
diversity.
Power Distance
Traditional organisations may have a higher power distance between higher
management and employees, however in a diverse workplace that brings
together people from different experiences and views, it is better to have
lesser power distance to embrace diversity (Hofstede 2015).

Individuality
In a diverse workplace, individuality should be encouraged and celebrated.
Policies such as clothing, working hours, employee participation, and many
other aspects of the organisation should be inclusive instead of punishing
employees for being different. This ensures the employee feels welcome and
is able to contribute more effectively at work (Hofstede 2015).
Masculine Vs Feminine
PwC is a great example of advocating workplace diversity by encouraging
equal opportunities for women in the workplace and also creating an internal
culture that rewards based on merit, not on gender (DiversityInc 2016).
Organisations should encourage equality and choose the best fit for the job
based on merit for more efficient performance (Hofstede 2015).
Uncertainty Avoidance
In a diverse workplace, employees have different levels of risk taking as each
has their own experiences. An open and inclusive workplace allows them to
discuss and share their viewpoints and decisions of the organisations are not
polarised such as in traditional organisations, leading to a more democratic
and effective decision making process (Hofstede 2015).
Long Term Vs Short Term Orientation
Again, individual experiences and opinions may differ in a diverse workplace,
where some managers may only be able to see a short-term benefit, but the
more experienced managers can advise on their long-term predictions.
Having different levels of experience and viewpoints gives more perspective
to the companys decisions (Hofstede 2015).
Indulgent Vs Restraint
Work-life balance is extremely important at the workplace. Some employees
may be very disciplined, while some may be more passionate off-work. A
different mix of employees creates a well-balanced culture at the workplace
by getting teams to work together to ensure there is a work-life balance for
each employee, making them more effective and also better people (Hofstede
2015).
9

10

Creating an Effective Team

Figure 2: Tuckman and Jensens team development stages

(WageningenUR 2012).
The Tuckman and Jensen model helps us to understand how to make an
effective team work. It is important for teams to go through each of the stages
and understand their roles at each stage for the success of a task or project
(Cheng et al. 2012). However, to create a successful team, it is important to
choose the right mix of people. Rather than choosing members with similar
opinions, experiences and viewpoints, it is more productive to have a diverse
group (Cheng et al. 2012).

Figure 3: Dr.Meredith Belbins (1993) nine team roles.

11

Dr. Belbin (1993) identified 9 such roles team members can play in a team or
organisation along with their advantages and weaknesses. Allowing the team
to have a diverse mix of each of these roles ensures that the organisation is
able to get the benefit of each of their strengths and counter their
weaknesses, making the team for effective and productive (Mullins 2010).
Challenges in Managing Diversity
There are of course several challenges of managing diverse teams.
1. Direct versus indirect communication some employees may
prefer a more subtle approach, while some may be more direct when
giving feedback. This difference can come from different cultures and
upbringing, and may cause some disharmony in the team (Brett,
Behfar and Kern 2007).
2. Trouble with accents and fluency with many different languages
and proficiency levels, communication can be a barrier and also hinder
confidence of some employees (Brett, Behfar and Kern 2007).
3. Differing attitudes towards hierarchy and authority employees
who feel intimidated by hierarchy may be afraid of voicing opinions and
may even influence others to keep quiet when they wish to speak to
authorities. This can make the team less open to ideas (Brett, Behfar
and Kern 2007).
4. Conflicting norms for decision making some cultures may make
quick decisions, while some may require longer thought and approval
process. Employees who are used to empowerment may not agree
with many red tape policies within the organisation (Brett, Behfar and
Kern 2007).
Managing Diversity
Managers and leaders should understand their internal organisational culture
in order to able to manage diversity (Mullins 2010). Apart from the formal
organisational structure, each company has an informal structure in each
team and group that can be understood using the Hostede Cultural
Dimensions and Belbins 9 roles identified above.

12

Hofstedes Cultural Dimensions will help us understand if our organisation is

accepting, open-minded and inclusive of a diverse workforce (Hofstede 2015),
while Belbins 9 roles helps us to create teams that are able to work together
and contribute effectively by choosing the right mix of talent (Mullins 2010).
Conclusion
A diverse workplace is inevitable in todays globalised world. Hence, it is
extremely important for managers to be able to manage diversity. Hostedes
Cultural Dimensions is a powerful tool in helping managers understand the
culture of the organisation and see if it is suitable for a diverse workforce
(Hofstede 2015). When bringing teams together, it is important to understand
the different stages they go through and facilitate it to meet the objectives of a
task or project (Cheng et al. 2012). And lastly, each employee counts and has
a role to play as shown in Belbins 9 roles. A good mix of diverse employees is
able to bring the best result with each employee contributing a different skill
set (Mullins 2010).
Word Count: 1,013 words
Blog Link: https://culcj16020679.wordpress.com/2016/07/24/managingdiverse-teams/

13

References
Brett, J., Behfar, K., and Kern, M.C. (2007) Managing Multicultural
Teams. Harvard Business Review [online] November. available from
<https://hbr.org/2006/11/managing-multicultural-teams> [01 June 2016]
Cheng, C., Chua, R., Morris, M., and Lee, L. (2012) Journal of
Organizational Behavior. Finding the right mix: How the composition of selfmanaging multicultural teams cultural value orientation influences
performance over time [online] 33, 389411. available from
<http://web.a.ebscohost.com.ezproxy.inti.edu.my:2048/ehost/pdfviewer/pdfvie
wer?sid=615d14a7-a91f-44be-813c7e9bc4ca1c70%40sessionmgr4001&vid=0&hid=4104 > [12 June 2016]
DiversityInc (2016) PricewaterhouseCooper [online] available from
<http://www.diversityinc.com/april-2016-top-50-event-sponsorpricewaterhousecoopers/> [09th June 2016]
Hofstede (2015) The Hofstede Centre: Cultural
Dimensions. Itim International[online] n.d. available from <https://geerthofstede.com/ cultural-dimensions.html> [01st June 2016]
Mullins, L.J. (2010) Management and Organisational Behaviour. 9th edn,
England: Pearson Higher Education
Thomas, D.A., and Ely, R.J. (1996) Making Differences Matter: A
New Paradigm for Managing Diversity. Harvard Business Review [online]
October. available from <https://hbr.org/1996/09/making-differences-matter-anew-paradigm-for-managing-diversity> [01st June 2016]
WageningenUR (2012) Tuckman Tool 34 [online] available from
<http://www.mspguide.org/tool/tuckman&gt;> [11 June 2016]

14

Comments

15

Reflection
Learning about cultural diversity has helped me understand and appreciate
my organisation more. It is definitely a difficult task for a manager to
understand the different views of all the employees and make them work
together as a team. I believe the hiring process plays a big role in making this
happen to ensure all new hires are a suitable match to the companys culture
and are able to contribute something additional to their team.

16

Theme 3: Leadership & Management Styles

Leadership Vs Management
Leadership and Management may be inter-related, however they should not
be confused between one another (Kotter 2013). An effective manager may
not necessarily be an effective leader as he or she may be despised by the
subordinates. In the same way a leader does not need to be a manager and
could be an operational employee who commands followers within the
organisation and leads his or her own team (Kotter 2013).
Leadership is concerned with inspiring and motivating a team towards a
shared goal and belief. Where else Management is merely concerned getting
people to perform tasks as per required. Nevertheless, both managers and
leaders are required for the organisation to succeed and each has different
roles to play (Kotter 2013).
Leadership Styles
We examine 3 different styles of leadership relevant in todays world.
1. Situational Leadership
As the name suggests, the leader reacts based on the situation at hand
determined by either task behaviour or relationship behaviour. Based
on the level of either behaviour, the leader can decide to delegate,
participate, sell, or tell the employees to move ahead with the task.
However, this requires the leader to already have a strong command
over subordinates to ensure they are able to follow through (Kouzes &
Posner 2008).

17

2. Transformational Leadership
This style deals with how a leader is able transform the performance of
the team of followers to achieve business revenue objectives, usually
when the company is going through a downturn. The leader needs to
be an idealised influencer, inspire motivation, able to stimulate intellect,
and consider all individuals in his or her decision making (Kouzes &
Posner 2008). It is one of the most difficult leadership style to practice
and requires a strong influence over followers and charisma (Kouzes &
Posner 2008).
3. Exemplary Leadership
Exemplary leaders lead through five practices set examples,
motivate, keep challenging, act further, and appreciate each persons
contribution (Kouzes & Posner 2008). It is fairly simple to practice and
has been an effective approach even adapted by Bill Gates (Santos
2011).
Leadership styles depend heavily on each of the individual leaders and their
characteristics, as well as the characteristics of the organisation itself.
However, arguably the Situational Leadership style is most suitable as it
allows flexibility based on the task and the relationship with the employee and
provided concrete solutions to the leader to act forward (Kouzes & Posner
2008).
Conclusion
I personally believe in the Transformational Leadership style as it is more
challenging to transform a company and lead a team to build higher business
objectives (Kouzes & Posner 2008). It is definitely better to be a leader than a
18

manager, as a leader is able to inspire those around them and create a more
welcoming work environment (Kotter 2013).
Word Count: 461 words
Blog Link: https://culcj16020679.wordpress.com/2016/07/24/leadershipmanagement-styles/

19

References
Kouzes, J. & Posner, B.Z., (2008) The Leadership Challenge, 4th Edition.
San Francisco, Jossey-Bass.
Kotter, J.P. (2013) Management Is (Still) Not Leadership. Harvard
Business Review [online] 09 January. available from
<https://hbr.org/2013/01/management-is-still-not-leadership/&gt; [15 July
2016]
Mullins, L.J. (2010) Management & Organizational Behaviour. 9th edn.
Harlow: Pearson Education Limited.
Santos, R. (2011) Bill Gates: A Transformational Leader [online] 14
November. Available from <http://www.examiner.com/article/bill-gatestransformational-leader> [22 July 2016]

20

Comments

21

Reflection
I feel it is more important for us to learn how to be leaders instead of
managers as it is able to create a personal relationship and inspire diverse
individuals. I have learnt my personal preference of leadership is a
transformational style which may be challenging and require inspiring
followers. However, I feel that is my strength in building relationships and
motivating the team to work towards a shared goal.

22

Theme 4: Leadership & Change

Change is constant is a very popular saying. Any organisation to wants to
continue to remain relevant and compete with rivals in the market, needs to
be able to adapt to changing market conditions (Mullins 2010). Organisational
change can also be used to maintain a competitive edge over the market
(Mullins 2010).
Change can come from many places, internal and external. Internal changes
are usually influenced by people, however external changes are more
unpredictable

and

can

be

due

to

political,

economic,

sociological,

technological, legal or environmental factors (Mullins 2010). Companies that

fail to address external changes may fail or be left behind, such as the case
for Nokia.
Rajeev Suri is famously quoted for saying we didnt do anything wrong, but
somehow we lost. This is largely due to Nokias inability to respond to change
as compared to competitors who took the advantage of technological
advancements. Nokia was adamant that the changes were only a phase and
that consumers would still purchase Nokia phones in the future. However, the
landscape for mobile phones changed rapidly and Nokia was unable to catch
up (LinkedIn 2016).
Resistance to Change
Resistance to change can come from individuals as well as organisations as
well. Individuals may be unwilling to change due to their own beliefs and old
habits, or it may be affecting them diversely. Organisations may have
processes that they are comfortable with and change may even require
investment of money and time (Mullins 2010).
However, resistance also helps leaders to understand the company culture
and identify with the problems that employees face. Change for the sake of
changing should not be practiced and concerns of those resisting change
could provide valuable feedback to help plan and achieve the change
23

required. It is important to include the parties involved and ensure they

understand why the change is required and address their concerns.
Otherwise, it would only lead to dissatisfaction and further under performance
of the company (Mullins 2010).
Preparing for Change
This is why it is evident that organisations need to be prepared to identify and
prepare for changes. Organisational changes are possible by altering
behaviour of employees, and improving ability of the organisation to adapt to
the changes (Mullins 2010).
Kurt Lewins 3-Step Model is a great example how change can be
implemented in 3 phases.

Figure 1: Kurt Lewins 3-Step Model

Unfreeze
The first phase where there is recognition for the need to change and barriers
to changes are reduced to smoothen the process (Mullins 2010).
Ricardo Semler, CEO of Semco, realised there was a need for a change in
the organisation when he collapsed on his factory floor due to stress. His
employees drew him as a grim reaper giving him the realisation that things
needed to change. Furthermore, while employees were putting in extra hours,
the performance levels were going down (Stockport 2010).
Transition
Once the desired change is identified, measures are put in place to facilitate
24

the change and may involve some trial and error along with feedback of the
employees to ensure the change is well received (Mullins 2010).
Ricardo started by changing himself and taking time off from work to improve
himself as a leader. His autocratic style had been causing stress among
employees and hence he decided to change policies and empower his
employees more. From removing strict dress codes, to allowing employees to
decide their own hours, salary, hiring, and planning, all these transitions took
a while to be accepted by the employees and become part of the
organisations culture (Stockport 2010).
Freeze
Once the desired change has been introduced, it is important to freeze it and
make it a permanent culture of the organisation. At this point, there would be
more advocates of the change and fewer resistances (Mullins 2010).
Semcos employees accepted the change and took over the operations and
were able to perform with little interference. Ricardo slowly phased himself
away and allowed for the company to run by itself, giving full authority to
employees to decide its course (Stockport 2010).
Conclusion
I strongly believe management is able to influence resistance to change by
including all employees in the process and keeping the process open.
Understanding what the employees needs are can help managers design a
better change for the company that would be more effective, well-received,
and increase employee satisfaction. Semco is a great example of how a
company was able to turn around and become successful by giving
employees more empowerment and encouraging change from within the
organisation.
Word Count: 749 words
Blog Link: https://culcj16020679.wordpress.com/2016/07/24/leadershipchange/

25

References
LinkedIn (2016) Nokia CEO ended his speech saying this we didnt do
anything

wrong,

but

somehow,

we

lost.

[online]

available

from

<https://www.linkedin.com/pulse/nokia-ceo-ended-his-speech-saying-wedidnt-do-anything-rahul-gupta> [12 June 2016]

Mullins, L.J. (2010) Management & Organizational Behaviour. 9th edn.
Harlow: Pearson Education Limited.
Stockport G.J. (2010) Semco: cultural transformation and strategic
leadership. International Journal of Technology Marketing, 5(1), pp.67-78.

26

Comments

27

Reflection
I am truly inspired by Ricardo Semlers leadership. It is remarkable that he
was able to turn around such a large company with so many problems at the
young age of 25. Change is definitely not easy. But with the right tools and
steps, it can be made successful.

28

Theme 5: My Vision of Leadership

People often mistake management with leadership as management comes
with authority and power to instruct us to perform a certain task or behave in a
certain manner (Mullins 2010). However, leadership is an act of leading a
group of people or an organisation towards a common goal and shared belief
(Mullins 2010) and is arguably a more powerful role.
My Vision
My vision is to be a transformational leader. One who is visionary, innovative,
and inspiring to help my organisation grow in a profitable and sustainable
manner.

Figure 1: Transformational leadership model.

(Source: transformationallead 2012)
There are many aspects to becoming a leader, and no fixed formula.
However, in order to achieve my ambition of being a transformational leader, I
would focus on developing my employees and colleagues, encourage each of
them to be leaders themselves, by inspiring, encouraging, and rewarding
leadership (transformationallead 2012).
To see if this leadership style suits me, I have measured myself against the 5
aspects highlighted.
29

1. Build relationships based on trust and respect

In my workplace, I always believe in having healthy and friendly
relationships with colleagues. This does not just limit to immediate
team members, but also others around the office as it keeps me more
approachable when needed. Nevertheless, I would like to improve by
being more friendly and pro-active in building relationships with those
who I seldom work with.
2. Enable others to act through coaching and support
I have always been an advocate of demonstrating first, and then
allowing my juniors to replicate it. I coach by showing how they can
perform the task and ensure they understand, however I let them
execute on their own giving them empowerment to decide how best
they are able to perform the task. I do monitor and take corrective
measures when required.
3. Get people excited about going to new places
Even the smallest of tasks has a big role to play. For example, I had a
junior perform data-entry for customer details. While it was a menial
task, I showed how each of the data was being, collected, used, and
contributing to the overall results of the campaign which he had helped
us to achieve through that small task.
4. Take people places they have never been
I encourage new-hires in office to participate in brainstorms,
discussions, and even let them come up with their own ideas to
contribute to our work. It gives them more exposure but also gives the
team a different perspective and fresh ideas that we may have not
thought of.
5. Set example and model the way
Change in any organisation should always be led by example. As a
leader, I believe we should always lead by taking the first step on
whatever task and prove that we are able to walk the talk.
Based on the above aspects, I strongly believe the transformational
leadership style is suitable for me.

30

My Inspiration

Figure 2: Tony Fernandes (Source: TIME 2015)

One of the greatest transformational leaders of our time has to be the CEO of
AirAsia, Tony Fernandes. He started AirAsia in 2001 with just 2 planes and
has grown it to be one of the largest airlines in the world, flying to over 80
destinations (Worland 2015). He has truly not just transformed a sinking
company to a billion dollar airline, but has also transformed the entire aviation
industry with his belief that Now Everyone Can Fly.
The most significant thing I admire however is how he is able to lead his team
of employees to belief and strive to achieve a common goal. The employees
are called All-Stars and Tony practices an open-office policy with very little
hierarchy (Worland 2015). He may be spotted playing guitar in office some
days, and always travels by economy class on AirAsia despite being a multimillionaire (Worland 2015).
My Learnings from the MBA Program
I have gained more respect for managers and leaders in my organisation as I
am now more aware of the challenges and issues they face. They have to
deal with the organisations ethics, culture, diversity, and even change
management. Each decision made my our managers and leaders can impact
all the employees in the organisation and hence it is an enormous
responsibility as a leader.

31

Models such as the Hofstedes Cultural Dimensions, Belbins 9 roles, Lewins

3-step model, and many others have thought me a lot about how the
organisation operates and has made me realise many things about my
organisation that I may not have noticed before. For example, I have realised
accordingly to Belbins model I am a Resource Investigator who likes to
explore new things, but I lose enthusiasm after some time (Mullins 2010). This
gives me the opportunity to leverage on my skills and improve myself where I
am lacking. It also helps me understand how to work in teams during my MBA
as well as at work.
Word Count: 816 words
Blog

Link:

https://culcj16020679.wordpress.com/2016/07/24/my-vision-of-

leadership/

32

References
Mullins, L.J. (2010) Management & Organizational Behaviour. 9th edn.
Harlow: Pearson Education Limited.
Transformationallead, (2012) Transformational Leadership: Encompassing
the 4 Is [online] available from < http://transformationallead.blogspot.my/ >
[22 July 2016]
Worland J (2015), Tony Fernandes: The Man Who Built Air Asia, TIME
[online] available from <http://time.com/3648012/tony-fernandes-airasia/> [10
July 2016]

33

Comments

34

Reflection
These blogs have really helped me to understand and internalise a lot of the
concepts of leadership that were discussed in class. By looking at examples
and references that I am able to relate to, I am able to apply the theories Ive
learned to real examples and see how it can help me become a better leader
now and in the future.

35