Final mark awarded:_____

FACULTY OF COMPUTING,
ENGINEERING and SCIENCE
Assessment Cover Sheet and Feedback Form 2022/23

Module Code: Module Title: Module Lecturer:

NG4S258 Professional Engineering Matthew Jones
Management
Assessment Title and Tasks: Leadership and Assessment No.
management in engineering businesses 1 of 2

No. of pages submitted in total including this page: Word Count of submission
Completed by student (if applicable):3265
Date Set: Submission Date: Return Date:

Part A: Record of Submission (to be completed by Student)

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By submitting this assessment, you declare that it is your own work and that the sources
of information and material you have used (including the internet) have been fully

1
 identified and properly acknowledged as required1. Additionally, the work presented has
not been submitted for any other assessment. You also understand that the Faculty
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proven, could result in a fail in this assessment and may affect your progress.

Details of Submission:
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Part B: Marking and Assessment

(to be completed by Module Lecturer)
This assignment will be marked out of 100%

This assignment contributes to 50% of the total module marks.

Assessment Task:

This assignment gives you the opportunity to explore the influence of management and
leadership on the success of business organisations.

We have explored some of the attributes of engineering professionals and seen that
organisations are made up of diverse groups of people. We have seen that organisations require

1
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Information on exclusions to this rule is available from Campus Advice Shops

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high level missions and objectives that are delivered through strategies and tactics, and that
managers need to coordinate the activities in line with what the organisation wishes to achieve.
We have seen that one model for this is the open system. These activities are against the
backdrop of a challenging macro and micro business environment.

Using case study examples from engineering organisations, discuss the influence that the
approach to management and leadership have in the success or otherwise of businesses. Is
there a particular method of leadership that is preferable, or is it dependent on the context?
Critique the various leadership theories when applied to different engineering businesses and
the environment that they operate in.

Word count: 3000 words

Remember to engage with theory and literature and critique it as you apply it and develop your
own conclusions from it.

The lecture material gives you areas to explore, and it is go beyond what has been covered in
lectures in your own research.

Remember that you need to ensure that you critique to sufficient depth. You should therefore be
mindful of not attempting to cover too many topics or theories.

Learning Outcomes to be assessed (as specified in the validated module descriptor

http://icis.glam.ac.uk):

LO1 Define and apply a wide range of appropriate, well established management techniques
and approaches applicable to technology and engineering related business.

LO2 Analyse and apply business and finance related data to facilitate effective decision making
within an organisation.

Grading Criteria:

The grade will be a combination of the following:

- Literature and case study research - 30%

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 Performance Criteria
Level
(<40%) Insufficient evidence of relevant research undertaken.
Insufficient application of theory.
Report lacking in originality. Insufficient evidence of engagement with and
critiquing of theory and application.

(40%-49%) Limited evidence of relevant research undertaken.

Limited application of theory.
Little originality in the report with only limited evidence of basic level of
engagement with and critiquing of theory and application.

(50%-59%) Relevant referenced research, but limited discussion.

Application of theory to context being studied.
Theory and application discussed, but needing more depth of analysis.
Originality in report with some evidence of engagement with and critiquing
of theory and application.
(60%-69%) Relevant referenced research undertaken and discussed with significant
depth in the discussion.
Application of theory to context being studied.
Theory and application discussed, with evidence of depth of analysis in
some areas.
Significant evidence of originality in the report. Handling and critique of
theory and application demonstrates a depth of understanding.

(70% +) Relevant referenced research undertaken and discussed with significant

depth in the discussion to a very high standard.
Application of theory to context being studied to a level that demonstrates
a deep understanding of the subject.
Evidence of originality throughout the report. Handling and critique of
theory and application demonstrates a very strong depth of understanding.
- Critique of theory - 30%
- Application of theory - 30%
Presentation and referencing 10%

- Total - 100%

Feedback/feed-forward (linked to assessment criteria):

• Areas where you have done well:

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• Feedback from this assessment to help you to improve future assessments:

• Other comments

Mark: Marker’s Signature: Date:

5
 Work on this module has been marked, double marked/moderated in
line with USW procedures.

Provisional mark only: subject to change and/or confirmation by the Assessment Board

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 Part C: Reflections on Assessment
(to be completed by student – optional)
Use of previous feedback:

In this assessment, I have taken/took note of the following points in feedback on

previous work:

Please indicate which of the following you feel/felt applies/applied to your

submitted work
• A reasonable attempt. I could have developed some of the
sections further.
• A good attempt, displaying my understanding and learning, with
analysis in some parts.
• A very good attempt. The work demonstrates my clear
understanding of the learning supported by relevant literature and scholarly
work with good analysis and evaluation.
• An excellent attempt, with clear application of literature and
scholarly work, demonstrating significant analysis and evaluation.

What I found most

difficult about this Constructing the flow of case study as there are lot of
assessment: leadership theories availabe

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The areas where I
would value/would
have valued feedback: Constructing the flow of a case study

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 Assignment 01

LEADERSHIP AND MANAGEMENT IN

ENGINEERING BUSINESSES

Index no : 30052157
Name : Ranasinghe Pushpakumara
Course : M.Sc. mechanical Engineering

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Contents
1 INTRODUCTION ............................................................................................................................ 1

2 AIM AND OBJECTIVES................................................................................................................. 2

2.1 Aim of the report ....................................................................................................................... 2

2.2 Objectives of the report ............................................................................................................. 2

3 LITERATURE REVIEW ................................................................................................................. 2

3.1 Trait approach of leadership ...................................................................................................... 2

3.2 Management leadership styles approach ................................................................................... 3

3.2.1 Autocratic management leadership style............................................................................ 3

3.2.2 Democratic management leadership style .......................................................................... 3

3.2.3 laissez-faire management leadership style ......................................................................... 4

3.2.4 Tannenbaum and Schmidt theory ....................................................................................... 5

3.3 contingency approach ................................................................................................................ 6

3.3.1 Fiedler’s’ model ................................................................................................................. 6

3.3.2 Path goal model .................................................................................................................. 7

3.4 Transformational leadership approach ...................................................................................... 7

4 CASE STUDY ................................................................................................................................. 8

4.1 Introduction to GE ..................................................................................................................... 8

4.2 Introduction to Jack welch ......................................................................................................... 8

4.3 leadership styles and approaches of Jack welch ........................................................................ 8

4.3.1 Transformational leadership of jack welch ........................................................................ 8

4.3.2 Transactional leadership of Jack welch .............................................................................. 9

4.3.3 Welch 4-E leadership approach.......................................................................................... 9

5 CONCLUSION .............................................................................................................................. 10

6 REFERENCES ............................................................................................................................... 11

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1 INTRODUCTION

Every organization requires a collective effort from everyone in the organization to achieve its
goals. Management and leadership are the main key factors that, their success depends on due to fact of
the confusion and disagreements which are characterized by human nature in the absence of leadership.
Therefore, understanding the most suitable management and leadership styles for the organization is
very crucial and it may not be universal.
The terms of management and Leadership have similarities which can also call as striking
parallels. Managers and leaders are the role model in every organization, who set the company strategies
and future needs and have the primary objective of improving the organization. (Toor & Ofori, 2008).
However, management and leadership some fundamental differences in the way its functions. In
definition Leadership is the influencing others to achieve one common goal while unlocking their full
potential with passion and integrity for the work. (Jeremy et al, 2012). And the term Management is
defined as achieving one common goal by giving other instructions while evaluating their performances,
organizing resources and maintaining order. (Yom & Gibbs, 2021).
In the field of Engineering, it is important to practice good management and leadership skills in
everyday work as engineers have to work with different level of workers to complete their project. Also,
Engineering managers who have good leadership skill can achieve following advantages. (Grootboom,
F. et al 2011):
•Employees more tend to complete their task and eager to work efficiently.
• Both employees and managers get recognized for their work
• Both managers and employees having knowledge and skills developed.
• when the organizations and employees’ goals are aligned, it can increase the productivity of
the organization.
Of particular interest of this report is to discuss the real-life example of good managerial leaders in
engineering field and their styles of leadership which helped them to succeed in their field.

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2 AIM AND OBJECTIVES
2.1 Aim of the report
The main objective in this report is to discuss the influence of management leadership theories have in
engineering organizations
2.2 Objectives of the report
• To identify the difference between management and leadership and their overlap
• Literature review on management leadership theories and styles
• Case study of use of management and leadership theories in successful business

3 LITERATURE REVIEW
In current literature, there are many different definitions, ideas, and interpretations of leadership.
Many organisational and societal studies on leadership styles and behaviours have been conducted as a
result of significant attempts to categorise and clarify the numerous active leadership characteristics.
The concept that leadership is a fluid developing process in which each new study endeavour draws on
what has been created before it and is rarely entirely ignored is shared by many academics and
practitioners. This belief results from the evolution of thinking across time. The Great Man theory, trait
theory, management leadership approach, contingency method, transformational approach, servant
leadership approach, functional and group approach, and inspiring leadership approach are some of the
most significant theories to emerge in the 20th century.

3.1 Trait approach of leadership

Successful leaders differ from less effective leaders in their areas of interest, aptitude, and
personality. And in this strategy, it is assumed that leaders are created, not born. A number of key traits
of effective leaders have been uncovered through extensive research over the final three decades of the
20th century. Although not the only factors that determine whether or not someone will be a great leader,
these qualities are essentially regarded as qualifications that equip individuals with leadership potential.
As a result, this strategy places more emphasis on the person than the position (Gehring, 2007).
According to the characteristic approach, a leader should possess the following traits.
• Leaders are self-motivated and willing to achieve their goals at any cost and eager to learn.
• Good leaders are eager to take charge and guid others to achieve their goals.
• Good leaders are open minded and flexible but takes rational decisions when needed.
• Mental agility: sound judgement, powerful analytical abilities, and conceptual agility
• Business expertise: understanding of the market and other technical issues

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3.2 Management leadership styles approach
A management leadership style is defined by the way of managers approaches to fulfil their goals
objectives. Also, it’s the adhesive that binds operations and functions together which include formulation
and implementation of strategic planning. (Quang, T. & Vuong, N. T. 2002). According to the past
literature there are three broad categories of management styles. Which are Autocratic, democratic and
laissez-faire management style. There are ten each subtype of management styles (Khandwalla, P. 1995)
which has their own cons and pros. Use of these approaches are identical to each other and influenced
by both internal and external factors of the organizations.

3.2.1 Autocratic management leadership style

Autocratic management style is considered as most controlling management styles with managers
keeping all decision-making power and making workers to ask without question and improving
processes. due to this its only one-way communication from managers to employees and employees are
highly discouraged to share their thoughts and ideas. There are three sub management styles in autocratic
management style which are Authoritative, Persuasive and paternalistic management Styles.
• Authoritative management style, managers dictate to their subordinates and do punish them if
they aren’t obligated to the decision made by managers. Even though it has an advantage over
under-skilled employees and has a quick decision-making process it has a negative effect on
innovation in the organization.
• In the Persuasive management style, managers tend to use their persuasive skills to convince
employees that the decisions made by the managers are the best for the company. Managers who
use this style must have a higher level of thrust between them and employees and it still restricts
innovation as other employees' decisions are neglected.
• In the paternalistic management style managers convince their subordinates that all the staff is
on family. Also, managers make unilateral decisions and decisions are explained to employees
without taking their feedbacks or questions.

3.2.2 Democratic management leadership style

The democratic management style uses a two-way communication method in which both
managers are employees put their input into the decision-making process. This increases the team
cohesiveness and more diverse opinions; skills and ideas can be gathered for the decision-making
process. However, managers hold the responsibility of taking final decisions. There are five sub-
management styles. which are the Consultative, Participative, Collaborative, Transformational, and
coaching management styles.

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 • In the consultative management style, managers ask for the opinions of employees and gathered
all the information before making decisions. This management style is more used in specialized
fields where employees are experts and more skilled.
• In the Participative management style, managers and employees both are involved in the
decision-making process where employees have more access to the information and encourage
to propose solutions.
• In collaborative management style, managers collect all the ideas from employees and make the
decision depending on the majority rule and discuss the ideas extensively. even though it has
higher communication level the lack of decision-making time can be a disadvantage. Also, the
majority rule may not be the most suitable for the business
• Transformational management style more focus on leadership where managers are focused on
influencing their employees to achieve greater accomplishment through motivating. Depending
on the achievement accomplished made by employees, managers setup new goals for
organization. These kind of management styles can be seen in more fast paced and innovative
industries.
• In coaching management style, managers select few specific people and coach them to become
valued members of the team. This management style is more used in organizations that want to
promote developed talents from within

3.2.3 laissez-faire management leadership style

Laissez faire management style which is also called hands off leadership. Staff are less monitored and
supervise, and management is involved only at delegation and delivery stage of the projects or if the
employee ask for an assistance. There are two main sub management styles under this. Which are:
Delegative management style and visionary management style
• In delegative management style, the managers are only present to assign task and then employees
are encouraged and empowered to complete their task as they see it. Once work is completed
managers review the work and give their feed backs to improve employees work, even though
this management style has advantage over job satisfaction in highly skilled workers it has
negative effect on productivity.
• In visionary management style, managers lead through inspiring the employees where they
explain the company goals to employees. Employees are allowed to work freely to achieve their
task and managers gives constructive feed back on the work depending on the vision of the
project. Main issue with this management style is that all the managers are not leaders and lack
of inspiring can be led to less productivity and failures to achieve goals.

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3.2.4 Tannenbaum and Schmidt theory
To understand the most suitable and desirable styles of management leadership style is important to
succeed in any organization. According to Tannenbaum and Schmidt (1958) there are three forces to
considered before adopting any management leadership style. Which are Forces in managers, forces in
subordinates, forces in situation (Tannenbaum et al., 2006).
• A leader's behaviour is influenced by their personality, experience, and expertise. This
includes their value systems, their confidence in their subordinates, their desire to lead, and
their sense of security in the face of uncertainty.
• The characteristics of subordinates and their expectations of the leader affect how they act.
Considerable ambiguity tolerance, interest in the issue and awareness of its significance, the
depth of one's need for independence, expertise and experience in dealing with the issue, as
well as comprehension of and identification with the organization's aims are among the
factors.
• The leader's actions are also influenced by the surroundings and the overall situation. These
include elements including organisational type, group effectiveness, and project deadline
pressure.

According to Tannenbaum and Schmidt research, leadership style divided into 4 main groups depending
on the above three forces, and the degree of control that is maintained by them. These styles are tell, sell,
consult and join (Juneja, 2015).
• tells: The manager recognises an issue, makes a decision, and informs subordinates of that
decision. The management expects his subordinates to put his decisions into action as fast as
feasible without including them in the decision-making process.
• Sell: Although the manager alone makes the choice, he tries to convince people who will be
affected by it to accept it. He is aware that there may be some opposition on their part.
• consult: The management acknowledges the issue but refrains from taking action. The
subordinates are informed of the issue, and they then offer potential solutions.
• Joins: The manager sets the boundaries within which the decision can be made by the
subordinates and then makes the final decision together with the subordinates.

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Figure 1continuum leadership behaviours (Tannenbaum and Schmidt 1958)

3.3 contingency approach

According to this approach, it is assumed that no leadership style is best for every situation and
that their effectiveness is contingent on the situation. According to this theory, an individual can be an
effective leader in one circumstance and an ineffective leader in another one.To become a productive
and successful leader, one should be self-aware, objective, and adoptable. To examine the
effectiveness of leadership styles in each situation, many researchers have proposed models, including
the Fielder model, the Vroom and Yetton model, house path-goal model, the Hersey and Blanchard
model, etc.

3.3.1 Fiedler’s’ model

This is the earliest contingency model. According to Fiedler, a leader's behaviour depends on the
favourability of the leadership situation. Three factors work together to determine how favourable a
situation is to a leader. These are: Leader-member relationship, task structure, leaders position power

• Leader-member relationships - How much the group members are willing to obey the leader's
instructions and how much they trust and sympathise with the leader
• Task structure - How well the group's task has been defined, whether it is structured or not, and
how much of it can be completed with the help of specific instructions
• Positional power - The authority the leader can exercise over group members to accept and
follow his or her orders and direction is determined by the leader's organisational position and
the extent to which the leader can do so.
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3.3.2 Path goal model
This concept is predicated on the idea that a leader's actions have a significant impact on how an
employee perceives their commitment and performance expectations. By making goals clear and
reducing barriers to achievement, group leaders assist members in reaping the benefits of their efforts.
They achieve this by giving employees the knowledge, assistance, and other resources they require to
complete their work. For a smooth path to attaining goals, directive, supporting, participatory, and
achievement-oriented leadership styles have also been suggested in this model. The leadership style
depends on two primary aspects, namely the subordinate's traits and the workplace's features or
workplace characteristics.
• Employee characteristics: these include factors such as employee needs, locus of control,
experience, perceived ability, satisfaction, willingness to leave, and fear. For example, if
employees are very incapable, a directive management style may be unnecessary;
instead, a supportive approach may be preferable.
• Workplace characteristics: they include things that an employee has no control over, like
task organisation and team relationships. For instance, a supportive style is far more
effective than a directive style when dealing with employees who complete
straightforward, everyday duties. Comparably, participative style performs significantly
better on non-routine activities than on those that are routine.
3.4 Transformational leadership approach
One of the most crucial leadership philosophies that affects group and individual results to gain
competitive advantage is transformational leadership. Beyond what is typically expected of a leader,
transformational leadership, as the term suggests, results in a total renewal of the organisation and a shift
in its standing in the corporate world. Idealized influence, inspiring motivation, intellectual stimulation,
and empowerment are the main constituents of the transformational leadership method. (Alqatawenah,
2018)
• Idealized influence: the leader's ability to win the respect and admiration of his followers
so that the followers imitate the leader
• Inspirational motivation: the transformational leader should work to increase the
optimism, enthusiasm, and attention of followers.
• Intellectual Stimulation: educating and uplifting employees to become more aware,
innovative, and creative.
• Empowerment: delegating tasks to employees so they can respond directly to customer
inquiries and problems.

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 • Change management: using the best methods for implementing change in a step-by-step
manner to achieve the organizational goals defined by the responsibilities defined by the
intended change
4 CASE STUDY
4.1 Introduction to GE
General Electric, also known as GE, is a global business with American roots. Its main office is
in Fairfield, Connecticut, but it was founded in New York. The business is active in a number of
industries, including energy, technology infrastructure, capital financing, and consumer and industrial
goods.
The business was recognized as the 14th most lucrative and 26th largest in America in 2011.
This was based on gross revenue, although another list that took into account more precise data placed
the company fourth among the Forbes Global 2000. Additionally, it was ranked as the 5th best global
brand by Interbrand, the 19th most inventive firm by Fast Company, the 7th best company for leaders,
and the 15th most admired company by Fortune in 2011/2012.

4.2 Introduction to Jack welch

Jack Welch was an American business executive, chemical engineer and author. He was chairman
and CEO of General Electric from 1981 to 2001. During that time, GE had revenue growth of $12 billion
to $410 billion. (BBC 2020). Jack Welch lists ten management concepts that every manager must
understand and apply. These concepts are integrity, change, customer focus, size and structure, constant
struggle, confidence, training, finding the best global talent, informality, and global learning (Jack Welch
final GE mgt meeting, 2010). His way of managing and leading employees is inspiring. This case study
discusses some of the leadership approaches that help him become a productive leader.

4.3 leadership styles and approaches of Jack welch

4.3.1 Transformational leadership of jack welch

Jack Welch recognized that running a business and demonstrating leadership weren't just about
demonstrating the traditional traits of intelligence, determination, and vision but also about adapting to
the demands of an ever-changing world. During his first decade as CEO, Jach Welch articulated the best
strategy for each department to be in one or two industries where GE can compete in a changing business
environment. He also encouraged his employees to learn about other organizations, which limited the
management and employee layers. By 1989, 12 of 14 GE units were leading their respective markets in
the United States and around the world. By doing this, he became an idealized influence in his company.
In the next phase, he adopted two main strategies that helped GE improve employee motivation.
which are accompanied by a drive to identify and eliminate ineffective work and transform employee

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attitudes in order to improve self-esteem and a sense of leadership. He also eliminates bureaucracy and
hierarchy from leadership styles, both of which can stifle the free flow of ideas then adopted the
democratic leadership style.
In the next phase, to help his employees reach their ultimate potential, Jack Welch sets up new
stretch goals that include impossible targets. However, he did not punish employees who didn’t meet
these goals but instead said coming close to the stretch goal was an achievement. Also, Jack Welch
ensured that extra attention and help were paid to the employees by engaging with them. This helps GE
empower their employees. Also through his ‘work out’ sessions and ‘not from here’ sessions employees
and managers came together to identify the problems and solutions.
This shows that Jack Welch has a transformational leadership approach. Jack Welches introduces
his own leadership style, which is a combination of the leadership approaches also known as the "4-E"
leadership approach, and it’s the most important key that helps him become a successful leader. Energy,
energies, edge, and execution are critical components.

4.3.2 Transactional leadership of Jack welch

During his time in GE,,Jack welch used systematic method to reward high performance employee
and punish low performance employees. Which he called as 20-70-10 “differentiation” rule. The top
20% of performers should be promoted to jobs that match their strengths, the next 70% should be helped
to better realise their potential, and the bottom 10% should be made to understand that their future lies
elsewhere. Good communication will ensure that these employees move on to better pastures, otherwise
they will have to be let go.

4.3.3 Welch 4-E leadership approach

• Energy
he capacity to "go, go, go"—to thrive in action and embrace change—is referred to as
ENERGY (positive energy). rarely gets weary and is enthusiastic during the entire day.
doesn't moan about working long hours; in fact, they enjoy it. likes everything in life.
• Energies
The capacity to invigorate others is known as the "energies" .. empowers the team to
attempt the impossibly difficult. These persons are sought for for employment.
• Edge
Knowing when to make harsh decisions even when all the facts is not available is called
having "EDGE" (courage to make the difficult yes-or-no decisions). a spirit of victory
and a competitive edge.
• Execute
Execute (capacity to complete a task) is putting plans into motion and advancing them to
completion despite obstacles, confusion, or
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5 CONCLUSION
Welch’s 5 lessons and how contributed to the largest corporate makeover in history.
• Lead, not manage
• Change, an opportunity not a threat
• Lead by Energizing Others, not Managing by Authority.
• Don’t Make Hierarchy Rule, but Intellect
• Put Values First, not Numbers
Also, transformational leadership of jack welch down into 4 steps
• Work on yourself
• Encourage initiative
• Utilize everyone’s brains
• Let workers speak

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6 REFERENCES

Toor, S.-ur-R. and Ofori, G. (2008) “Leadership versus management: How they are different, and why,”
Leadership and Management in Engineering, 8(2), pp. 61–71.

Jeremy Mitonga-Monga (2012) “Perceived leadership style and employee participation in a

manufacturing company in the Democratic Republic of Congo,” AFRICAN JOURNAL OF
BUSINESS MANAGEMENT, 6(15).

Yom, S.S. and Gibbs, I.C. (2021) “Leadership Versus Service: What’s The difference? is there a
difference,” Career Development in Academic Radiation Oncology, pp. 297–309. Available at:
https://doi.org/10.1007/978-3-030-71855-8_21.

Grootboom, F. A. Pretorius J. H. C. and Pretorius L. (2011) "A case study of leadership in consulting
engineering," 2011 Proceedings of PICMET '11: Technology Management in the Energy Smart
World (PICMET), pp. 1-6.

Quang, T. & Vuong, N. T. (2002).’’ Management Styles and Organisational Effectiveness in Vietnam’’,
Research and Practice in Human Resource Management, 10(2), 36-55.

Khandwalla, P. (1995a). ‘Effectiveness Management Styles: An Indian Study’, Journal of Euro-Asian

Management, 1(1), 39-64

Juneja, P. (2015) continuum leadership behaviour, Management study guide. Available at:
https://www.managementstudyguide.com/continuum-leadership-behaviour.htm (Accessed:
December 8, 2022).

Tannenbaum, R. and Schmidt, W.H. (2006) “How to Choose a Leadership Pattern,” in Leadership
perspectives. Routledge.

Gehring, D.R. (2007) “Applying traits theory of leadership to project management,” Project
Management Journal, 38(1), pp. 44–54.

“Trait theories of leadership” (2015) Leadership in Sport, pp. 31–45. Available at:
https://doi.org/10.4324/9781315745374-11.

Alqatawenah, A.S. (2018) “Transformational leadership style and its relationship with change
management,” Business: Theory and Practice, 19, pp. 17–24.

Jack Welch: Legendary general electric boss dies at 84 (2020) BBC News. BBC. Available at:
https://www.bbc.co.uk/news/business-51710337 (Accessed: December 8, 2022).

Cobo, S. (2018) Jack Welch: The Master of Transformational Leadership Theory, LinkedIn. Available
at: https://www.linkedin.com/pulse/jack-welch-master-transformational-leadership-theory-
r%C3%B3denas-cobo/ (Accessed: December 9, 2022).
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