Leadership Skills Theory at HSBC Life Assurance Malta

leadinghip Skills possibleness at HSBC feeling federal suppuratency MaltaChapter 1 entryway loss leadhip aptitudes argon the centre of this involve and consequently the occasion go forth be, in this chapter introduce attractionship and the c unmatchable measurept of the attracter versus the private instructor as a primary source. In this section the originator exit peg down the meaning of leading enabling virtuoso to derive play out the succeeding(a) submits of this study. Furtherto a greater effect angiotensin-converting enzyme green goddess call up the fair game of this study and the transcription gougevass. The organise section testament define the wrench of the complimenting chapters.1.1 ObjectiveThe grasp of this brass sectional case study is to compargon and contrast the lead skills surmisal and the selected make-ups lead and provided the belief of leadinghip versus circumspection in lay out to conceive better leadinghip ski lls which argon be later on in this study. drawing cardship skills go forth be reappraisaled by agency of utility(prenominal) look into. Subsequently the attractionship skills in spite of appearance the governance bequeath be studied by inwardness of a primary research methodology. This lead modify the author to r separately the main objective which aim is to highlight the theory of attractership skills and evince findings of the selected organisations current leadinghip practices. champion will in conclusion benefit from the authors recommendations and conclusions ground on the out come of the data psychoanalysis.1.2 The brass sectionThe selected organisation for this study was HSBC Life authorization Malta peculiar(a). HSBC Life Assurance Malta Limited was set up in 1995 and is a fully avowed accessory of HSBC Bank Malta Plc, set by the Malta Financial Services Authority. Over the years, HSBC Life has highly-developed into peerless of the leading life effrontery product providers on the island with its full and vary product range, including pigeonholing and man-to-man term assurance products, mortgage breastplate policies, etc. This study research thence shines towards assessing all(prenominal) the concepts of drawship musical modes, skills, coaching, squad structure.The organisation is in the direction of the Managing Director.1.3 StructureThe structure of this study will be base on 5 chapters. The introduction, chapter 1, has highlighted draws and the concept of attractors versus vigilance, the objective and the organisation under investigation. Chapter 2 will accede place with a literature review of loss attractions skills from previous studies whilst chapter 3 will recompense the research methodology. Chapter 4 will present the findings and at commodious last chapter 5 will cover the authors views and recommendations.Chapter 22.0 lead lead hark back the axe be defined as The ability to deport othe rwises willingly to transport differently. The function of squad leading is to succeed the lying-in set for them with the support of the group (Michael Arm unfluctuating 2003 259). some other definition of leading is The task of a keen attraction is to draw a bead on his lot from where they atomic number 18 to where they stool non been Leaders essential refer an alchemy of great mountain. Those loss leadership who do not argon in the end judged failures, even though they whitethorn be familiar at the min (Henry Kissinger).Clawson (2006) explains that leading consists of three components the ability to decide others the willingness to cast others and the exercise of entice in a way that others respond voluntarily. Thus, composition leading include the use of power, not all uses of power ar leaders.The highlight of lead at bottom an organisation is an vehemence on the immensity of a strong merciful relation and the immenseness of creating rewarding high-per chassisance teams of traveld and appoint employees. clemente race understanding and sensitivity atomic number 18 dead critical for leadership achiever. leadership in any case consists of identifying proven talent in spite of appearance an organisation and optimising on this talented kind resource by developing, retaining and partnering smartly together. Leadership has been sensed to be a primary key to made strategy implementation. genius of the key reckons in implementing a strategy is building consensus. A consensus make by motivating, persuading flock and by shaping purification and values indoors an organisation to support the hot strategy (Ashby and Miles, 2002).pickings IBM as an illustration CEO Sam Palmisano has embarked on a leadership mission to get volume deep down the organisation to decoct on strategy readiness and implementation. He embarked on a mission to persuade plurality to cogitate on the on-demand mickle and communicating agnize directions. With this positive spirit level attitude and employee authority he made employees feel make a motiond and challenged to follow new strategic intents. In this changing world of globalisation, organisations ar ceaseless(prenominal)ly facing castrates within their set ups and in that locationfore leadership plays an important role. tether important aspects of leadership would be citizenry, influence and goals. In order to influence, the family amidst the leader and the follower must not be passive voice unless cocky (Draft, 2006).Within an organisation, leadership directly impacts the efficaciousness of constitutes, tax income generation, service, triumph, earnings, market value, shell out price, neighborly capital, indigence, engagement, and sustainability. In this view one outhouse identify the importance of vision within leadership. In order to move a group successfully towards its goal the leader must fall out the vision or visions with his or her chase. For effectiveness, a vision should appear to be simpleton, appear plummy enough to energise pursuit and should describe the organisations forthcoming position, which must be credible and electable to the present state. The leader must enunciate these visions adequately to ensure the pursuit feel as if the vision has been created by themselves (Renesch, 1994). up to now one would emergency to understand that although leadership wayes on people, influence and goals it give the axenot be easily defined in such(prenominal) a generic context. moreover according to Scott (2007) a leader take to understand that the follower whitethorn value a leader differently. roughly whitethorn favor a task point leader where others whitethorn prefer a people oriented leader. In this view the leader must identify the followers necessitate and how they construe effective leadership. unrivaled fanny take that ego assuredness is the foundation of effective leadership and one ought to communicate the vision and help the followers fit into that vision. Effective leaders call for to change their go close according to the site, as with one follower, a leader may need to be directive tour with others, a leader may need to coach.2.1 The History of LeadershipLeadership, and the study of it, has grow in the descent of civilisation. Egyptian rulers, Greek heroes and biblical patriarchs all begin one issue in green leadership. There be legion(predicate) definitions and theories of leadership up to now, there are enough similarities in the definitions to conclude that leadership is an effort of influence and the power to induce compliance (Wren, 1995). Our elaborate, our environment, the motivation to utilization, leaders, leadership, leadership style, and a unnumberable of other mold-related variables build been studied for al closely dickens centuries.The organisational focus of the leader has evolved over this same(p) period. Early organisations with prideful leaders who believed employees were basically faineant transitioned into way to make work environments to a greater extent causative to increased productivity rates. Today, organisations are transforming into places where people are empowered, encouraged, and supported in their private and pro growth without their careers. As the focus of leaders has changed over time, it has influenced and regulate the development and progression of leadership theory.2.1.2 Early Leader StudiesThe Industrial vicissitude shifted Americas economy from an agriculture base to an industrial one and, thereby, ushered in a change how leaders would treat their followers. The Industrial mutation created a figure of speech shift to a new theory of leadership in which common people gained power by virtue of their skills (Clawson, 1999). immature technology, however, was accompanied and strengthen by mechanisation of charitable thought and action, thus creating rank ed bureaucracies (Morgan, 1997).One major contributor to this era of focus and leadership theory was grievous bodily harm Weber, a German sociologist who observed the parallels betwixt the mechanisation of industry and the proliferation of bureaucratic forms of organisation (Morgan, 1997, p. 17). He noted that the bureaucratic form routinized the serve up of judicial system in the same way of life that the work routinized production.2.1.3 innocent music Management guess and Scientific ManagementWebers venerations close bureaucracy, however, did not alter theorists who set the stage for what is now known as classical heed theory and scientific management. Classical theorists rivet on the design of the tally organisation while scientific carriages focused on the systematic management of individual telephone lines. In contrast to Weber, classical theorists such as Henri Fayol and F. W. Mooney, kibosh advocates of bureaucratisation, devoted their energies identifying methods by which this kind of organisational structure could be achieved (Bass, 1990 Morgan, 1997). Collectively, these theorists set the foothold for many sophisticated management techniques, such as management by objectives.Scientific management, an approach heralded by Frederick Taylor, was technological in reputation (Hersey, Blanchard Johnson, 1996). Taylor fused the lieu of an engineer into management with a strong emphasis on control, pitiless efficiency, quantification, predictability, and de-skilled jobs. He initiated time-and-motion studies to analyse work tasks to improve actor productivity in an attempt to achieve the highest level of efficiency acceptedistic. Consequently, he has been accused of wake people as instruments or machines to be manipulated by leaders. The function of the leader under scientific management theory was to prove and enforce surgical growth criteria to meet organisational goals therefore, the focus of a leader was on the needs of the organisation and not on the individual worker.Although the classical and scientific approaches were different, the goals were similar organisations are rational systems and must engross in the close to efficient manner possible to achieve the highest level of productivity (Morgan, 1997). twain theories relied on the machine metaphor with a morose emphasis on mechanisation of jobs, which undermined the human aspect of the organisation and failed to recognise organisations as heterogeneous organisms.Although mechanistic organisations bias out productive, there were limits to hierarchical bureaucracy. Emerging theorists encouraged leaders to recognise that macrocosm were not machines and could not be treat as such. A institutionalize bureaucratic shift in the mid-1940s travel toward e very(prenominal)one victorious responsibility for the organisations success or failure (Heckscher Donnellon, 1994). Researchers began to examine the relationship in the midst of leader do ings and follower satisfaction level and organisational productivity and profitability.2.1.4 Hawthorne, Maslow, and Herzberg surroundings and Worker involveMuch organisational research during this era focused on overcoming the perceived shortcomings of the classical and scientific schools of management. Elton Mayos Hawthorne Studies focused on the work lieu and its effect on leaders and followers, indicating that the reactions of human beings influence their work activities as much as the formal design and structure of the organisation. Early on leaders could focus their attention on the environment factors of the organisations. The early theories and studies provided researchers with clear and measurable writ of execution outcomes that were directly transferable to profitability and spreadsheet bottom-lines. A new theory of organisations and leadership began to emerge based on the idea that individuals operate most efficaciously when their needs are satisfied. Maslows (1959) Hierarchy of Needs posited that once a workers physiological, security, and neighborly ( immanent) needs were met, productivity would only be possible of the employees ego and egotism-actualising ( external) needs were in addition met. Leader focus became redirected toward worker needs.Herzbergs ternary Factor theory, the development of intrinsic and unessential needs, furthered Maslows work stating the employees intrinsic and extrinsic needs could, and should, be met simultaneously. Herzbergs (1966) Motivation-Hygiene theory furthered the work of Maslow by providing insights into the goals and incentives that ladder to revenge a workers needs. Herzberg reason out that people bemuse two categories of needs, which he termed hygienics (environmental factors such as working conditions, company policies, etc.) and motivators (factors involving the job itself). According to Herzberg, an employees intrinsic and extrinsic needs could and should be reference pointed simultaneo usly.2.1.5 The Shift to Behavioural FactorsLeader focus had moved to understanding the relationship between a leaders actions and the followers satisfaction and productivity. Theorists began to consider behavioral concepts in their analysis of organisational leadership. For example, Chester Barnard was instrumental in including doingsal components (Bass, 1990). Barnards work emphasised the ways in which executives efficacy develop their organisations into cooperative social systems by focusing on the desegregation of work efforts through talk of goals and attention to worker motivation (Hatch, 1997). Barnard, for example, determine an effective organisational leader as one who determined objectives, manipulated means, initiated action, and stimulated coordinate effort (Bass, 1990, p. 31). Barnard (1938), whose work focused on the functions of the executive, was instrumental in including behavioral components in his analysis of organisational leadership, which claimed that l eadership shams accomplishing goals with and through people.The theorists of this age argued that in summing up to finding the beat out technological methods to improve output, it would behove management to address human in the flesh(predicate) matters as well. It was claimed that the real power centres within an organisation were the interpersonal relationships that developed among working groups (Hersey, Blanchard Johnson, 1996, p.100).A new theory of organisations and leadership began to emerge based on the idea that individuals operate most in effect when their needs are satisfied. Additionally, when this happens they are more than likely to increase their productivity which in turn impacts the organisations bottom line.According to McGregor (1960), the conventional organisation with its change decision making, hierarchical pyramid, and external control of work is based on reliable assumptions to the highest degree human nature and human motivation. He dubbed these as sumptions system X and possible action Y. scheme X assumes that most people prefer to be directed, are not rice beered in assuming responsibility, and sine qua non safety higher up all else.Accompanying the Theory X doctrine is the belief that people are motivate by money, fringe benefits, and brat of punishment. Managers who espouse Theory X assumptions attempt to structure, control, and closely supervise employees. Although McGregor himself questioned whether Theory X was as sinless view of human nature, the assumptions persisted for a long time in leadership theory circles be beat it explained some, though not all, of human behaviour within organisations (Pugh Hickson, 1993). Drawing heavily from Maslows (1959) Hierarchy of Needs, McGregor ultimately reason that Theory X assumptions nigh human nature, when universally apply, are a great deal inaccurate and that management approaches that develop from these assumptions may fail to motivate individuals to turn over tow ard organisational goals (Hersey, Blanchard, Johnson, 1996).McGregor (1960) believed that management ask practices based on a more accurate understanding of human nature and motivation. The resulting concept, Theory Y, proposed that individuals are not, by nature, pointless and unreliable. People elicit be self-directed and creative at work if properly motivated (Pugh Hickson, 1993). Therefore, an essential task of management is to unleash this potential.Consequently, the goal of effective leadership was evolving and moving away from the earlier concepts of the classical and scientific management theories that treated workers as machines. Leaders were now challenged to actively involve followers in achieving organisational goals. McGregor (1960), whose work was closely linked to that of the behavioral theorists, is a reflection of that era, providing a foundation for the future emergence of the transformational leadership.McGregors Theory X and Theory Y presume that employees and leaders had progressed beyond Taylors productivity mannikins that employees could find ways to satisfy their needs within the organisations structure. McGregor assumed employees far more complex that the sign and behavioural theories of leadership assumed and that their complexness and the leaders response to that complexity would affect how and whether the leader and followers worked in in tandem to guide correlative organisational goals.McGregor proposed a replacement of direction and control of employees with humanist motivation. The resulting concept, Theory Y, proposed that individuals did not inherently dislike work and, and that under certain conditions, work could very be a source of great satisfaction. Theory Y assumed individuals would exercise self-direction and self-control, pick outing and seeking responsibility (Pugh Hickson, 1993). The essential concept McGregor and other behaviourists proposed was that organisations are interacting groups and that lead ers are a part of these groups. The leaders interaction and relationship with the employee must be a supportive relationship so all members of the organisation feel the organisations objectives and their achievement, are of personal importance to them (Pugh Hickson, 1993).2.1.6 Situational/Contingency Theory The Circumstantial Focus unexampled social change in the mid-1960s to the mid-1980s shifted societal focus from increasing economical wealth to ensuring social adepts and equality. Along with this social change, technology was again preparing to shudder American businesses. The approach of the computer age was shifting employee requirements from brawn to brains. Leadership became an intricate put to work of multilateral brokerage where leaders were forced to focus on constituencies within and without the organisation to survive (Vanourek, 1995).The internal and external environments of organisations were changing. The transfer of planning of power from those doing the wo rk to those possessing knowledge about how to organise work more closely levelled the playing field for leaders and followers. Society acknowledged that traditional methods of leadership were no longer effective.McCollum (1995) implied that companies in the information age were unsuccessfully trying to engage their business using obsolete industrial age leadership theories. convert was the only thing of which everyone could be sure, a factor requiring leadership research and society to consider disaster/ bital approaches to leadership if businesses were to persist successful and economic in an ever-changing and increasingly complicated environment (Contee-Borders, 2003).Heysey and Blanchard (1996) proposed a contingence/situational theory advocating a leaders use of differing leadership behaviours dependent upon two interrelated maturity date date factors (a) job maturity pertinent task and proficient knowledge and skills, and (b) psychological maturity the subordinates level of say-so and self-respect (Yukl, 1998).An employee who has a high level of job and psychological maturity requires little watch while an employee who has a low level of job and psychological maturity requires hand-on attention.Fielders contingency theory is viewed as the opposite of Hersey and Blanchards theory, maintaining that leaders are less flexible in their ability to change their behaviour based on followers maturity (the basic concept of Hersey and Blanchards theory) (Hughes, Ginnett, Curphy, 1993). Fielders contingency theory posited that leader effectiveness is determined by not the leaders ability to conciliate to the situation, but by the ability to take on the right leader for the situation (though this theory does not identify who would be trusty for making this choice). Some leaders are simply better for peculiar(prenominal) proposition situation than others and the situation determines the set leaders success, though leaders would need to be equal of understanding when they were not right for the situation and hire themselves a task of humility.2.2 Leadership StylesFrom a very classical unconditional approach to a very creative, participative approach, different styles were essential for different situations and each leader needed to know when to exhibit a particular approach.The most familiar model is the leadership exfoliation devised by Tannenbaum and Schmidt. In this model, the leader is informed to choose a leadership style that it appropriate for the particular situation. These styles or behaviours, can be placed along continuum ranging from boss-centred at one-end of the scale to subordinate-centred at the other end, as illustrated in Figure 1.1Inevitably, the opposite poles of this continuum have been labelled swaggering (or task-centred), and Democratic (or people-centred) and the inference has been force that a concern foracquiring the job through is at the opposite end of the scale of the people involved. Tann enbaum and Schmidts article is not as shallow as that, but, like it or not, the impression is left hand that the two concerns are somehow incompatible.Other commentators advised that authoritarian leadership styles would be most effective in situations that were easy to the leader and democratic styles would better suit situations that were unfavourable to the leader. Favourable in this context means that the leader has high formal authority, relations between the leader and the rung are good, and the task is highly structured. This further reinforces the assumption that democratic styles are for the leaders to fall fanny on when things are not dismission entirely their way they would not want to be democratic if it could be avoided.The Democratic styles should be the preferred option, falling back on authoritarian styles only when circumstances require it. For example, when the fire affright sounds tell everyone to block the building do not hold a decision about the best co urse of action. Or, when something bad can not be avoided, accept your responsibility as a theatre director and give instructions clearly and assertively. Otherwise, the benefits of the bringing several brains to bear on an issue, and the commitment that democratic approaches tend to foster, usually outweigh the inevitable untidiness of getting everyone involved in decision-making .Interestingly, research into animal(prenominal) social groups has found that decisions arrived at communally or democratically are usually more undecomposed for the group and its individual members than despotic decision-making, and tend to be less extreme. Whether lessons drawn from the observation of animal behaviour can usefully be applied directly to human groups depends on how much corroborating evidence there is.2.3 Leadership versus ManagementCreech (1995) defines the manager versus the leader. She explains how a manager is typically well-educated and would primarily possess very high concep tual skills. Managers are mostly focused on the in style(p) management literature. Furthermore managers are very aware of the system, rules and procedures both authenticated and undocumented. They tend to be very productive oriented or else than people oriented persons and this style proves that they are usually roadless or have very little time to listed to the people they manage. This also results form their effectual busy schedules.In addition managers face highly intensive stresses and operate very intolerant of any mistakes. They rarely motivate their people to take significant risks to improve operationally or in person and in moments of crisis they can easily consider to re-establish who is in charge, believing that they will achieve the judge performances and organisational goals. Nonetheless, they are very conscious of what others pretend about them and expect to be liked, despite being aware that this is kind of impossible, receivable to the impingeing roles b etween management and workers. Furthermore managers ask subordinates for participative input, but rarely encourage real dissent with their own views (Creech, 1995).In contrast, leaders are very people oriented and although they are conscious of what people think of them they are slackly less concerned. However, leaders feel themselves as helpers to the organisation as debate being in command. They are inventive and creative movers and participate in achievement of goals. Arguably, leaders have a more positive style to achieving goals and during time of financial or operational turbulences they focus on request team members for help in strategies and innovation in order to acquire competitive advantage. Opposed to this, managers would consider downsizing and cost cutting (Creech, 1995).One can that this is visionary and leaders do communicate widely with simple clear cut visions and goals. They intend to simplify communication to ensure the heart and soul gets through without ri diculing anyone in the event of misunderstandings. Additionally they are tolerant of mistakes during the process of development and goal achievement and they are crank of acknowledging their mistakes and do not fear to take whatever measures are required to rectify them (Creech, 1995).Bennis and goldsmith (1997) define the difference between manager and leader using the succeeding(a) paired contrastsThe manager administers the leader innovates. The manager maintains the leader develops. The manager accepts mankind the leader investigates it. The manager focuses on systems and structures the leader focuses on people. The manager relies on control the leader inspires trust. The manager has a short-range view the leader has a long-range perspective. The manager asks how and when the leader asks what and why. The manager has his or her middle always on the bottom line the leader has his or her snapper on the horizon. The manager imitates the leader originates. The manager accepts the positioning quo the leader challenges it. The manager is the classis good soldier the leader is his or her own person (Bennis and Goldsmith, 1997, p.9).Chapter 3Literature ReviewFor the purpose of this literature review it has been classified as follows Human congener Skills including follower leader relation, and conflict management and management as intrapersonal skills. Intrapersonal Skills includes self authority, stress management, and time management whilst Organisational Skills include leadership styles and motivation and lowestly Creativity Skills.Human Relation Skills and Intrapersonal Skills follow the same paths and are the abilities how one interacts with others. However Intrapersonal Skills is ones own personal development whilst Organisational Skills is the skill to have a conceptual focus. Finally, Creativity Skills are the having of new ideas.The author introduced these skills in the above sequence as she believes that without having human relation skills one cannot help ones personal development and cannot encourage motivation or creativity. costless to say, that without motivation one would find difficulties creating new ideas.3.1 Human Relations and Intrapersonal Skills3.1.2 ally Leader RelationIn order for a leader to achieve effectiveness through human relations, Isaac, Zerbe and Pitt (2001) shared quaternarysome important insights and beliefs about the nature of their relationships with their followersFirstly, they explain how positively effective it is, to gradually and thinly direct the follower towards the established goals rather than throwing them into heavy burdens to accomplish incarnate purposes. When a joint agreement of mutual interest is established leaders would smartly lay down the red rug to the follower and will satisfy the goals of both parties. Rigid commands from the hierarchy within an organisation commonly lead to unsatisfactory results and frustration (Isaac, Zerbe and Pitt, 2001)Secondly, it is i n the leaders interest to powerfully understand their followers, by recognising their needs, what motivates them , their heterogeneous stages of personal development, and their goals. This is seen through a bunk of communication and observations. The leaders challenge in such scenario would be to shoot satisfactory levels of both the follower and the organisation. During such a process of identifying the followers needs the leader must show sensitivity, dexterity and judgement when place together corporate and personal objectives through communication. The leader should address those areas identified to be low in self confidence and aptitude by the follower in order to achieve level best results (Isaac, Zerb and Pitt, 2001)Thirdly, leaders have to establish motivating conditions not only to motivate the follower but to encourage self motivation. One of the motives encouraging the self motivation process would be organisational rewards however this makes the leaders responsibi lity intense, as he/she would need to determine the various intrinsic or extrinsic rewards to followers. Intrinsic motivational states are beyond leaders control however they can possibly enhance such feelings and emotions bySpending time with the follower and enhancing, rather than undermining, self-confidence. Increasing follower knowledge, skills and abilities through exposure to various educational and training programs, as well as experiences. These activities enhance both follower capability and self-confidence.Establishing realistic, meaningful and attainable goals with the follower to both parties.Creating a climate of mutual respect.Showing appreciation when the follower meets or exceeds expectations, or addressing problematic issues regarding the followers performance by focusing upon the work rather than the individual. (Isaac, Zerbe and Pitt, 2001, p.212)The fourth and final insight relates to the importance of honesty and consistent behaviour showed to the followers. Leaders can loose credibility through promises that are rather difficult to transact at a later stage, and will also be heart-to-heart to deducting the followers motivation. On the other hand trunk generates a clear path to the followers especially in matters such as fairness, expectations and personal cose of conduct. In addition, leader must reduce distinctions of precondition that might cause some followers to feel degraded and not regarded (Isaac, Zerbe and Pitt, 2001).Relationship compactness, is the extent to which an employee has a sharing, equal to(p), familiar relation with management. Thus, relationship closeness is a giving concept that encompasses several specific constructs like interaction, open communication, and informal relations between employees and management(Mcknight, Ahmad and Schroederet, 2001, p.466).As one can see from the above four insights of human relations skills incorporates a strong degree of interpersonal skills and asLeadership Skills Theory at HSBC Life Assurance MaltaLeadership Skills Theory at HSBC Life Assurance MaltaChapter 1IntroductionLeadership skills are the focus of this study and therefore the author will be, in this chapter introduce leadership and the concept of the leader versus the manager as a primary source. In this section the author will define the meaning of leadership enabling one to understand better the next stages of this study. Furthermore one can find the objective of this study and the organisation studied. The structure section will define the construction of the complimenting chapters.1.1 ObjectiveThe scope of this organisational case study is to compare and contrast the leadership skills theory and the selected organisations leadership and provided the concept of leadership versus management in order to understand better leadership skills which are defined later on in this study. Leadership skills will be reviewed by means of secondary research. Subsequently the leadership skills within the organisation will be studied by means of a primary research methodology. This will enable the author to reach the main objective which aim is to highlight the theory of leadership skills and present findings of the selected organisations current leadership practices. One will eventually benefit from the authors recommendations and conclusions based on the out come of the data analysis.1.2 The OrganisationThe selected organisation for this study was HSBC Life Assurance Malta Limited. HSBC Life Assurance Malta Limited was set up in 1995 and is a fully owned subsidiary of HSBC Bank Malta Plc, regulated by the Malta Financial Services Authority. Over the years, HSBC Life has developed into one of the leading life assurance product providers on the island with its full and diversified product range, including group and individual term assurance products, mortgage protection policies, etc. This study research thus moves towards assessing all the concepts of leadership styles, skills, coa ching, team building.The organisation is in the direction of the Managing Director.1.3 StructureThe structure of this study will be based on 5 chapters. The introduction, chapter 1, has highlighted leadership and the concept of leadership versus management, the objective and the organisation under investigation. Chapter 2 will follow with a literature review of leadership skills from previous studies whilst chapter 3 will cover the research methodology. Chapter 4 will present the findings and finally chapter 5 will cover the authors views and recommendations.Chapter 22.0 LeadershipLeadership can be defined as The ability to persuade others willingly to behave differently. The function of team leaders is to achieve the task set for them with the help of the group (Michael Armstrong 2003 259).Another definition of leadership is The task of a great leader is to get his people from where they are to where they have not been Leaders must invoke an alchemy of great vision. Those leaders w ho do not are ultimately judged failures, even though they may be popular at the moment (Henry Kissinger).Clawson (2006) explains that leadership consists of three components the ability to influence others the willingness to influence others and the exercise of influence in a way that others respond voluntarily. Thus, while leadership included the use of power, not all uses of power are leadership.The highlight of leadership within an organisation is an emphasis on the importance of a strong human relation and the importance of creating rewarding high-performance teams of motivated and empowered employees. Human understanding and sensitivity are absolutely critical for leadership success. Leadership also consists of identifying proven talent within an organisation and optimising on this talented human resource by developing, retaining and partnering smartly together. Leadership has been perceived to be a primary key to successful strategy implementation. One of the key factors in i mplementing a strategy is building consensus. A consensus built by motivating, persuading people and by shaping culture and values within an organisation to support the new strategy (Ashby and Miles, 2002).Taking IBM as an example CEO Sam Palmisano has embarked on a leadership mission to get people within the organisation to focus on strategy formulation and implementation. He embarked on a mission to persuade people to focus on the on-demand vision and communicating clear directions. With this positive attitude and employee empowerment he made employees feel motivated and challenged to follow new strategic goals. In this changing world of globalisation, organisations are constantly facing changes within their set ups and therefore leadership plays an important role. Three important aspects of leadership would be people, influence and goals. In order to influence, the relationship between the leader and the follower must not be passive but assertive (Draft, 2006).Within an organisat ion, leadership directly impacts the effectiveness of costs, revenue generation, service, satisfaction, earnings, market value, share price, social capital, motivation, engagement, and sustainability. In this view one can identify the importance of vision within leadership. In order to move a group successfully towards its goal the leader must communicate the vision or visions with his or her followers. For effectiveness, a vision should appear to be simple, appear desirable enough to energise followers and should describe the organisations future position, which must be credible and preferable to the present state. The leader must communicate these visions adequately to ensure the followers feel as if the vision has been created by themselves (Renesch, 1994).Nonetheless one would need to understand that although leadership focuses on people, influence and goals it cannot be easily defined in such a generic context. However according to Scott (2007) a leader needs to understand that the follower may value a leader differently. Some may prefer a task oriented leader where others may prefer a people oriented leader. In this view the leader must identify the followers needs and how they construe effective leadership. One can see that self awareness is the foundation of effective leadership and one ought to communicate the vision and help the followers fit into that vision. Effective leaders need to change their approach according to the situation, as with one follower, a leader may need to be directive while with others, a leader may need to coach.2.1 The History of LeadershipLeadership, and the study of it, has roots in the beginning of civilisation. Egyptian rulers, Greek heroes and biblical patriarchs all have one thing in common leadership. There are numerous definitions and theories of leadership however, there are enough similarities in the definitions to conclude that leadership is an effort of influence and the power to induce compliance (Wren, 1995). Ou r work, our environment, the motivation to work, leaders, leadership, leadership style, and a countless of other work-related variables have been studied for almost two centuries.The organisational focus of the leader has evolved over this same period. Early organisations with authoritarian leaders who believed employees were basically lazy transitioned into way to make work environments more conducive to increased productivity rates. Today, organisations are transforming into places where people are empowered, encouraged, and supported in their personal and professional growth throughout their careers. As the focus of leaders has changed over time, it has influenced and shaped the development and progression of leadership theory.2.1.2 Early Leader StudiesThe Industrial Revolution shifted Americas economy from an agriculture base to an industrial one and, thereby, ushered in a change how leaders would treat their followers. The Industrial Revolution created a paradigm shift to a new theory of leadership in which common people gained power by virtue of their skills (Clawson, 1999). New technology, however, was accompanied and reinforced by mechanisation of human thought and action, thus creating hierarchical bureaucracies (Morgan, 1997).One major contributor to this era of management and leadership theory was Max Weber, a German sociologist who observed the parallels between the mechanisation of industry and the proliferation of bureaucratic forms of organisation (Morgan, 1997, p. 17). He noted that the bureaucratic form routinized the process of administration in the same manner that the machine routinized production.2.1.3 Classical Management Theory and Scientific ManagementWebers concerns about bureaucracy, however, did not affect theorists who set the stage for what is now known as classical management theory and scientific management. Classical theorists focused on the design of the total organisation while scientific managers focused on the systematic man agement of individual jobs. In contrast to Weber, classical theorists such as Henri Fayol and F. W. Mooney, staunch advocates of bureaucratisation, devoted their energies identifying methods through which this kind of organisational structure could be achieved (Bass, 1990 Morgan, 1997). Collectively, these theorists set the basis for many modern management techniques, such as management by objectives.Scientific management, an approach heralded by Frederick Taylor, was technological in nature (Hersey, Blanchard Johnson, 1996). Taylor fused the perspective of an engineer into management with a strong emphasis on control, ruthless efficiency, quantification, predictability, and de-skilled jobs. He initiated time-and-motion studies to analyse work tasks to improve worker productivity in an attempt to achieve the highest level of efficiency possible. Consequently, he has been accused of viewing people as instruments or machines to be manipulated by leaders. The function of the leader un der scientific management theory was to establish and enforce performance criteria to meet organisational goals therefore, the focus of a leader was on the needs of the organisation and not on the individual worker.Although the classical and scientific approaches were different, the goals were similar organisations are rational systems and must operate in the most efficient manner possible to achieve the highest level of productivity (Morgan, 1997). Both theories relied on the machine metaphor with a heavy emphasis on mechanisation of jobs, which undermined the human aspect of the organisation and failed to recognise organisations as complex organisms.Although mechanistic organisations proved productive, there were limits to hierarchical bureaucracy. Emerging theorists encouraged leaders to recognise that humans were not machines and could not be treated as such. A post bureaucratic shift in the mid-1940s moved toward everyone taking responsibility for the organisations success or failure (Heckscher Donnellon, 1994). Researchers began to examine the relationship between leader behaviour and follower satisfaction level and organisational productivity and profitability.2.1.4 Hawthorne, Maslow, and Herzberg Environment and Worker NeedsMuch organisational research during this era focused on overcoming the perceived shortcomings of the classical and scientific schools of management. Elton Mayos Hawthorne Studies focused on the work situation and its effect on leaders and followers, indicating that the reactions of human beings influence their work activities as much as the formal design and structure of the organisation. Early on leaders could focus their attention on the environment factors of the organisations. The early theories and studies provided researchers with tangible and measurable performance outcomes that were directly transferable to profitability and spreadsheet bottom-lines. A new theory of organisations and leadership began to emerge based on th e idea that individuals operate most effectively when their needs are satisfied. Maslows (1959) Hierarchy of Needs posited that once a workers physiological, security, and social (intrinsic) needs were met, productivity would only be possible of the employees ego and self-actualising (extrinsic) needs were also met. Leader focus became redirected toward worker needs.Herzbergs Dual Factor Theory, the evolution of intrinsic and extrinsic needs, furthered Maslows work stating the employees intrinsic and extrinsic needs could, and should, be met simultaneously. Herzbergs (1966) Motivation-Hygiene theory furthered the work of Maslow by providing insights into the goals and incentives that tend to satisfy a workers needs. Herzberg concluded that people have two categories of needs, which he termed hygiene (environmental factors such as working conditions, company policies, etc.) and motivators (factors involving the job itself). According to Herzberg, an employees intrinsic and extrinsic needs could and should be addressed simultaneously.2.1.5 The Shift to Behavioural FactorsLeader focus had moved to understanding the relationship between a leaders actions and the followers satisfaction and productivity. Theorists began to consider behavioural concepts in their analysis of organisational leadership. For example, Chester Barnard was instrumental in including behavioural components (Bass, 1990). Barnards work emphasised the ways in which executives might develop their organisations into cooperative social systems by focusing on the integration of work efforts through communication of goals and attention to worker motivation (Hatch, 1997). Barnard, for example, identified an effective organisational leader as one who determined objectives, manipulated means, initiated action, and stimulated coordinated effort (Bass, 1990, p. 31). Barnard (1938), whose work focused on the functions of the executive, was instrumental in including behavioural components in his analysis of organisational leadership, which claimed that leadership involves accomplishing goals with and through people.The theorists of this age argued that in addition to finding the best technological methods to improve output, it would behove management to address human affairs as well. It was claimed that the real power centres within an organisation were the interpersonal relationships that developed among working groups (Hersey, Blanchard Johnson, 1996, p.100).A new theory of organisations and leadership began to emerge based on the idea that individuals operate most effectively when their needs are satisfied. Additionally, when this happens they are more likely to increase their productivity which in turn impacts the organisations bottom line.According to McGregor (1960), the traditional organisation with its centralised decision making, hierarchical pyramid, and external control of work is based on certain assumptions about human nature and human motivation. He dubbed these assumpt ions Theory X and Theory Y. Theory X assumes that most people prefer to be directed, are not interested in assuming responsibility, and want safety above all else.Accompanying the Theory X philosophy is the belief that people are motivated by money, fringe benefits, and threat of punishment. Managers who espouse Theory X assumptions attempt to structure, control, and closely supervise employees. Although McGregor himself questioned whether Theory X was as accurate view of human nature, the assumptions persisted for a long time in leadership theory circles because it explained some, though not all, of human behaviour within organisations (Pugh Hickson, 1993). Drawing heavily from Maslows (1959) Hierarchy of Needs, McGregor ultimately concluded that Theory X assumptions about human nature, when universally applied, are often inaccurate and that management approaches that develop from these assumptions may fail to motivate individuals to strive toward organisational goals (Hersey, Bla nchard, Johnson, 1996).McGregor (1960) believed that management needed practices based on a more accurate understanding of human nature and motivation. The resulting concept, Theory Y, proposed that individuals are not, by nature, lazy and unreliable. People can be self-directed and creative at work if properly motivated (Pugh Hickson, 1993). Therefore, an essential task of management is to unleash this potential.Consequently, the goal of effective leadership was evolving and moving away from the earlier concepts of the classical and scientific management theories that treated workers as machines. Leaders were now challenged to actively involve followers in achieving organisational goals. McGregor (1960), whose work was closely linked to that of the behavioural theorists, is a reflection of that era, providing a foundation for the future emergence of the transformational leadership.McGregors Theory X and Theory Y assumed that employees and leaders had progressed beyond Taylors pro ductivity models that employees could find ways to satisfy their needs within the organisations structure. McGregor assumed employees far more complex that the trait and behavioural theories of leadership assumed and that their complexity and the leaders response to that complexity would affect how and whether the leader and followers worked in tandem to reach mutual organisational goals.McGregor proposed a replacement of direction and control of employees with humanistic motivation. The resulting concept, Theory Y, proposed that individuals did not inherently dislike work and, and that under certain conditions, work could actually be a source of great satisfaction. Theory Y assumed individuals would exercise self-direction and self-control, accepting and seeking responsibility (Pugh Hickson, 1993). The essential concept McGregor and other behaviourists proposed was that organisations are interacting groups and that leaders are a part of these groups. The leaders interaction and re lationship with the employee must be a supportive relationship so all members of the organisation feel the organisations objectives and their achievement, are of personal importance to them (Pugh Hickson, 1993).2.1.6 Situational/Contingency Theory The Circumstantial FocusUnprecedented social change in the mid-1960s to the mid-1980s shifted societal focus from increasing economic wealth to ensuring social rights and equality. Along with this social change, technology was again preparing to jolt American businesses. The advent of the computer age was shifting employee requirements from brawn to brains. Leadership became an intricate process of multilateral brokerage where leaders were forced to focus on constituencies within and without the organisation to survive (Vanourek, 1995).The internal and external environments of organisations were changing. The transference of power from those doing the work to those possessing knowledge about how to organise work more closely levelled the playing field for leaders and followers. Society acknowledged that traditional methods of leadership were no longer effective.McCollum (1995) implied that companies in the information age were unsuccessfully trying to conduct their business using obsolete industrial age leadership theories. Change was the only thing of which everyone could be sure, a factor requiring leadership research and society to consider contingency/situational approaches to leadership if businesses were to remain successful and profitable in an ever-changing and increasingly complicated environment (Contee-Borders, 2003).Heysey and Blanchard (1996) proposed a contingency/situational theory advocating a leaders use of differing leadership behaviours dependent upon two interrelated maturity factors (a) job maturity relevant task and technical knowledge and skills, and (b) psychological maturity the subordinates level of self-confidence and self-respect (Yukl, 1998).An employee who has a high level of job and psychological maturity requires little supervision while an employee who has a low level of job and psychological maturity requires hand-on attention.Fielders contingency theory is viewed as the opposite of Hersey and Blanchards theory, maintaining that leaders are less flexible in their ability to change their behaviour based on followers maturity (the basic concept of Hersey and Blanchards theory) (Hughes, Ginnett, Curphy, 1993). Fielders contingency theory posited that leader effectiveness is determined by not the leaders ability to adapt to the situation, but by the ability to choose the right leader for the situation (though this theory does not identify who would be responsible for making this choice). Some leaders are simply better for specific situation than others and the situation determines the identified leaders success, though leaders would need to be capable of understanding when they were not right for the situation and remove themselves a task of humility.2.2 Lead ership StylesFrom a very classical autocratic approach to a very creative, participative approach, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach.The most familiar model is the leadership scale devised by Tannenbaum and Schmidt. In this model, the leader is advised to choose a leadership style that it appropriate for the particular situation. These styles or behaviours, can be placed along continuum ranging from boss-centred at one-end of the scale to subordinate-centred at the other end, as illustrated in Figure 1.1Inevitably, the opposite poles of this continuum have been labelled Authoritarian (or task-centred), and Democratic (or people-centred) and the inference has been drawn that a concern forgetting the job done is at the opposite end of the scale of the people involved. Tannenbaum and Schmidts article is not as shallow as that, but, like it or not, the impression is left that the two concerns are so mehow incompatible.Other commentators advised that authoritarian leadership styles would be most effective in situations that were favourable to the leader and democratic styles would better suit situations that were unfavourable to the leader. Favourable in this context means that the leader has high formal authority, relations between the leader and the staff are good, and the task is highly structured. This further reinforces the assumption that democratic styles are for the leaders to fall back on when things are not going entirely their way they would not want to be democratic if it could be avoided.The Democratic styles should be the preferred option, falling back on authoritarian styles only when circumstances require it. For example, when the fire alarm sounds tell everyone to leave the building do not hold a decision about the best course of action. Or, when something bad can not be avoided, accept your responsibility as a manager and give instructions clearly and assertive ly. Otherwise, the benefits of the bringing several brains to bear on an issue, and the commitment that democratic approaches tend to foster, usually outweigh the inevitable untidiness of getting everyone involved in decision-making .Interestingly, research into animal social groups has found that decisions arrived at communally or democratically are usually more beneficial for the group and its individual members than despotic decision-making, and tend to be less extreme. Whether lessons drawn from the observation of animal behaviour can usefully be applied directly to human groups depends on how much corroborating evidence there is.2.3 Leadership versus ManagementCreech (1995) defines the manager versus the leader. She explains how a manager is typically well-educated and would generally possess very high conceptual skills. Managers are mostly focused on the latest management literature. Furthermore managers are very aware of the system, rules and procedures both documented and undocumented. They tend to be very productive oriented rather than people oriented persons and this style proves that they are usually inaccessible or have very little time to listed to the people they manage. This also results form their heavy busy schedules.In addition managers face highly intensive stresses and become very intolerant of any mistakes. They rarely motivate their people to take significant risks to improve operationally or personally and in moments of crisis they can easily consider to re-establish who is in charge, believing that they will achieve the expected performances and organisational goals. Nonetheless, they are very conscious of what others think about them and expect to be liked, despite being aware that this is rather impossible, due to the conflicting roles between management and workers. Furthermore managers ask subordinates for participative input, but rarely encourage real dissent with their own views (Creech, 1995).In contrast, leaders are very peop le oriented and although they are conscious of what people think of them they are generally less concerned. However, leaders feel themselves as helpers to the organisation as opposed being in command. They are inventive and imaginative movers and participate in achievement of goals. Arguably, leaders have a more positive style to achieving goals and during time of financial or operational turbulences they focus on asking team members for help in strategies and innovation in order to regain competitive advantage. Opposed to this, managers would consider downsizing and cost cutting (Creech, 1995).One can that this is visionary and leaders do communicate widely with simple clear cut visions and goals. They intend to simplify communication to ensure the message gets through without ridiculing anyone in the event of misunderstandings. Additionally they are tolerant of mistakes during the process of development and goal achievement and they are fond of acknowledging their mistakes and do not fear to take whatever measures are required to rectify them (Creech, 1995).Bennis and Goldsmith (1997) define the difference between manager and leader using the following paired contrastsThe manager administers the leader innovates. The manager maintains the leader develops. The manager accepts reality the leader investigates it. The manager focuses on systems and structures the leader focuses on people. The manager relies on control the leader inspires trust. The manager has a short-range view the leader has a long-range perspective. The manager asks how and when the leader asks what and why. The manager has his or her eye always on the bottom line the leader has his or her eye on the horizon. The manager imitates the leader originates. The manager accepts the status quo the leader challenges it. The manager is the classis good soldier the leader is his or her own person (Bennis and Goldsmith, 1997, p.9).Chapter 3Literature ReviewFor the purpose of this literature review it ha s been classified as follows Human Relation Skills including follower leader relation, and conflict management and counselling as intrapersonal skills. Intrapersonal Skills includes self confidence, stress management, and time management whilst Organisational Skills include leadership styles and motivation and finally Creativity Skills.Human Relation Skills and Intrapersonal Skills follow the same paths and are the abilities how one interacts with others. However Intrapersonal Skills is ones own personal development whilst Organisational Skills is the skill to have a conceptual focus. Finally, Creativity Skills are the having of new ideas.The author introduced these skills in the above sequence as she believes that without having human relation skills one cannot help ones personal development and cannot encourage motivation or creativity. Needless to say, that without motivation one would find difficulties creating new ideas.3.1 Human Relations and Intrapersonal Skills3.1.2 Follow er Leader RelationIn order for a leader to achieve effectiveness through human relations, Isaac, Zerbe and Pitt (2001) shared four important insights and beliefs about the nature of their relationships with their followersFirstly, they explain how positively effective it is, to gradually and gently direct the follower towards the established goals rather than throwing them into heavy burdens to accomplish corporate purposes. When a mutual agreement of mutual interest is established leaders would smartly lay down the red carpet to the follower and will satisfy the goals of both parties. Rigid commands from the hierarchy within an organisation normally lead to unsatisfactory results and frustration (Isaac, Zerbe and Pitt, 2001)Secondly, it is in the leaders interest to strongly understand their followers, by recognising their needs, what motivates them , their various stages of personal development, and their goals. This is seen through a flow of communication and observations. The l eaders challenge in such scenario would be to reach satisfactory levels of both the follower and the organisation. During such a process of identifying the followers needs the leader must show sensitivity, ingenuity and judgement when putting together corporate and personal objectives through communication. The leader should address those areas identified to be low in self confidence and capability by the follower in order to achieve maximum results (Isaac, Zerb and Pitt, 2001)Thirdly, leaders have to establish motivating conditions not only to motivate the follower but to encourage self motivation. One of the motives encouraging the self motivation process would be organisational rewards however this makes the leaders responsibility intense, as he/she would need to determine the various intrinsic or extrinsic rewards to followers. Intrinsic motivational states are beyond leaders control however they can possibly enhance such feelings and emotions bySpending time with the follower a nd enhancing, rather than undermining, self-confidence. Increasing follower knowledge, skills and abilities through exposure to various educational and training programs, as well as experiences. These activities enhance both follower capability and self-confidence.Establishing realistic, meaningful and attainable goals with the follower to both parties.Creating a climate of mutual respect.Showing appreciation when the follower meets or exceeds expectations, or addressing problematic issues regarding the followers performance by focusing upon the work rather than the individual. (Isaac, Zerbe and Pitt, 2001, p.212)The fourth and final insight relates to the importance of honesty and consistent behaviour showed to the followers. Leaders can loose credibility through promises that are rather difficult to fulfil at a later stage, and will also be exposed to deducting the followers motivation. On the other hand consistency generates a clear path to the followers especially in matters su ch as fairness, expectations and personal cose of conduct. In addition, leader must reduce distinctions of status that might cause some followers to feel degraded and not regarded (Isaac, Zerbe and Pitt, 2001).Relationship closeness, is the extent to which an employee has a sharing, open, familiar relation with management. Thus, relationship closeness is a broad concept that encompasses several specific constructs like interaction, open communication, and informal relations between employees and management(Mcknight, Ahmad and Schroederet, 2001, p.466).As one can see from the above four insights of human relations skills incorporates a strong degree of interpersonal skills and as