Unit: 430 Leadership
Lecturer name: Dr. Mansour Khan
Topic Name: KTG Situation Performance Challenge

Submission Date: 22-8-2014
Student Name: Abdullah Saad
Student ID:

Executive Summary
The overall objectives of this assignment is to enable a crucial repair to KTG ‗regional
situation‘ and to link managerial as so as leadership philosophies with Operational
Review Report, to work out and to develop the excellence of the provision agreed to the
region. The definite ambition is to detect, construct & assess operative practices for
combined employed so that the workers ability for engagement developed.
To approach and propose this situation and to establish an effective leadership overall
approach a compound of theories were taken in consideration.
The strategy to facilitate the common challenges confronted in this assignment is a mix of
old way of dealing, plus a new method approved to be critically appropriate in dealing
with such bad situation.
First thing first is to get all employees motivated, and this is done by many ways that is
taking in consideration with the different ways to satisfy the needs of multiple human
desires and needs.
And last but not least, comes the communication part; which is the link to get things done
the way it should be.

Situation analysis:
In recent operational review for KTG‘s CEO found:
1. A mismatch between current expertise and growth potentials in the region
2. An out of date operational plan and no strategic plan
3. De moativated staff with lack of futur clarity
4. Highly regarded very influencial locally based knoledge stream leader whose
expertise still important, is less relevant to ongoing opportunities in the region
5. A lack of staff awarness, or business goals, or any values and policies
6. No community or regional government engagment


Table of Content

1- Executive Summary …………………………………………………………2
2- I ntroduction The role of a leadert …………………………………………4
1.2 Strategy …………............…………………………….………………….5
1.3 Charisma of a leader ....…………………………………………………6
1.4 Creating A Business Strategy ………………………………………….7
1.5 Motivation ……………………………………………..……………..….9
1.6 Communication ………………………………………………………...11
1.7 CommunityEngagment…………………………………………………11
3- Recommendations…………………………………………………………...14
4- Conclusion ………………………………………………………………..…15
5- Reference……………………………………………………………………16


The Role of the Leader
What is a leader? A leader is someone who has followers. Then, what is leadership?
Leadership means the capacity and skills required to lead group of people or followers
toward a defined outcome. (Leadership Study Guide tpic1.2 Chifley Business School
2012) The success or failure of any company depends on the quality of its leadership, and
more in the quality of the decision made by its management. By their actions, as well as
their inactions, executives can enhance the lives and the prosperity of their employees;
they also have the power to destroy assets or an entire organization for that matter. In
recent years, we've heard a number of big companies brought to their knees by the selfish
decisions of those at the top. The comprehensive roles of governance principles certainly
won't do harm to the situation, there are deeper, underlying issues that also must be
addressed for KTG.
Quality of company leadership and governance depends first and for most upon the
quality of the decisions taken by those serving in the CEO‘s or on the governing board.
By their actions and failure to act, different decisions at the top could drive same different
histories below; CEO‘s and directors have brought good performing companies, like
Enron, down to their knees.
Leadership decisions are challenged in moments when executives and directors face a
relatively unrelated opportunity to use company resources course of actions. The delay of
such opportunities should be seen as a decision. If taken well, these decisions can provide
vital platform for a company's growth and success; but if taken poorly; produce the
Most personal decisions are framed around private benefits: what individual and losses
are associated with one outcome or another? Most managerial decisions are similarly
structured around divisional purpose: what benefits & costs will add to my division if the
other product is launched earlier?
Leadership and governance decisions need a different looks since it has been taken for
the unique drive of advancing the entire company, regardless of personal concerns or
divisional interests. They depend upon, to rise above private plans and narrow objectives,

& that capacity must be controlled when self-interest conflict with the organization‘s
The Essence of leading
The self-motivated hunt of personal or self-interest may be ideal for some positions and
purposes, but it is more important for decisions taken by executives and directors if they
are to successfully lead and govern the company. This dedication to go above self-interest
is damaged and even canceled by the self-interest principles that run so deeply in the
Capitalism Culture.
The supreme dedication is steady, however, with the big conclusions reached of why
many firms rose from good to great performance; it was found that the great players had
become so because they were led by managers who always placed enterprise interests
ahead of their own. The challenge for those who lead and govern is to prepare themselves
to resist the need of self-interest when faced with critical decisions. Their decisions are to
be judged by whether they consistently go beyond individual concerns to put cooperative
purpose first, a company's leadership would do well to embrace a concept similar to what
a great organization makes central to its culture of leadership: ―The captain stays in the
Vigilant Decision Making
Many personal decisions are taken with accurate thoughts, at least they should be. Are the
alternatives clear? Is the information complete? Are the consequences understood? Yet
here at KTG too, the decisions of executives and regional directors require special
outlining. By quality of their responsibilities, Managers and directors are obliged to be
especially observant; their decisions can enhance the employment of hundreds of
employees and the wealth of thousands of investors. Taken poorly, their decisions can
destroy those assets or even the company. Compared with other managers, careless
actions by managers or directors are far more crucial. At the same time, the intense time
pressures faced by managers and directors because of their demanding responsibilities
count against dedication of the special attention required by each of the actions. Lots of
critical decisions cross their daily routine, limiting the time they can take from their
difficult schedules to give to their subordinates.

Leadership decisions are usefully judged against the standard of why they are taken with
cautious attention. The lack of cautious attention is very important for positions of
modest duties, but for those that great responsibility, the absence can be devastating.
Governing board and company headquarters in KTG require experienced people and
appropriate reward systems, but whether the directors and executives are knowingly
concern without interest when they take key decisions is the real test of why they are the
right people with the right incentives.
Leadership and governance decisions require an army of subordinate actions for their
successful understanding. The secondary decisions are what translate the big objectives
of the grand decisions into tangible values on the ground. Frontline managers who fail to
execute are usually not long for this but executives and directors who do not implement
often remain in due to lack of active oversight. Directors have no supervisors to their
carelessness except the shareholders, who are too remote to notice. Executives might
suffer the bad feeling of their board, but they‘re too removed from daily operations to
notice either.
Enron's Case:
Let‘s consider what Enron's directors did not do after they approved the risky
partnerships proposed by the chief financial officer. In the wake of the board's delays of
the company's ethics code which allowed that CFO (Andrew Fastow) subordinates to sit
on both sides of the table in negotiating the terms. There was an obvious conflict of
interest, yet for many of the sheets were never prepared, never signed, or never written
until transaction was completed behind closed doors.

―Can cooperation truly live and thrive in competitive environment? Yes, but it will
require a transformation in our understanding of competition, which may take years to
emerge and will be preceded by confusion, setbacks and frustration‖. (Source: Financial
Executive, Date: January 1, 1995 http://web.b.ebscohost.com

The Charisma of the leader:



Building a Strategy:
For the case of KTG A regional Manager Leadership role is to establish a practical
thinking, in making the strategically planning for the region, by Provide a sense of
determination & direction for his subordinates, and to recommend a long-term
perspective and integrate a big picture understanding of the company‘s goals with a plan
of action, in order to envision a future for the organization and provide a sense of balance
with the current bad and critical situation of the company. He should constantly take hold
of the opportunities to improve the regional situations and for the development and
progress for the KTG Company, and to explore the environment and making use of
information gathered by the latest CEO‘s report. As a leader he should demonstrate
thorough conclusion, business knowledge, intelligence and reasonable rationality when
putting strategic guidelines in his regional area of responsibility.

Creating a Business Strategy
1- Vision
2- Ability
4- Stability
5- Concern
6- Self-
8- Vitality

 Environmental Scanning: monitoring the business environment for market trends,
threats, and opportunities
 Mission: defining what are our goals, values, and core beliefs, who are our clients,
and how our values define our business
 Core Competencies: our strengths, analytical skills, Critical thinker, Methodical that
can help us win the market or region
 Business Strategy: defines the long rang plan for the company
 Marketing strategy: develops marketing plans to support business strategy, by
focusing on understanding the client‘s needs and by predicting market trends
 Operations Strategy: developing a plan for the operations function focusing on the
specific competitive priorities in order to meet the long range plan like; (cost –
quality- time, flexibility)
 Finance Strategy: Develop financial plans to support business strategy, by being
skilled in attracting and capital rising


Any leader must inspire individuals with wisdom of drive and goal attainment, to inspire
others by representing an obligation to action, with the example of KTG it‘s easy to say
that by getting things done, and by taking responsibility for the organization‘s
accomplishments. The regional manager job should guide, teach, advise and develop
followers inside the organization& by identifying the assistances and hard effort of
others, & by authorizing important tasks to others so as to encourage professional
development inside the company in order to authorize followers and to act positively.
Path-Goal Theory
Situation Leadership behavior I mpact on followers Outcome
Followers lack
Relationship Oriented:
Supportive leadership
 Courteos & friendly
 Genuine concern for
followers well being &
 Balanced & equal treatment
Increased confidence to
achieve work outcomes
 Higer efforts
 Higher
 Improved
Ambiguous job
Task Oriented: Directive
 Telling followers what
they‘er epecting to do (when
 Set schedules & norms
 Deleanate expectations
 Set procedures & regulations
Clear reward paths, clearer
efforts to performance
Lack of job
 Demanding & Supporting
 Set challenging goals
 Expect highst performance
 Seek continued improvments
 Workers grow more
Followers set high goals
and strive to achieve them
Incorrect reward
 Consulatitive &Group
 Share work problems with
 Solicit followers
suggesttions & concerns
 Include followrs in decision
Clarifies the followers
needs to change rewards


Empowerment In the workplace

Motivation is a real challenge process, which can do well, or make harm to any
organization depending on how it used. Only if a manager has time to fully understand
the needs of the employees. The fail to recognizing such needs may be extraordinarily
difficult. Every person is different than the other, there‘re philosophies built on such
assumptions, on what‘s motivate people and how to approach and describe this, but
managers should understand how to reward and improve their subordinates by spending
more effort and time, to give opportunities and more connect with them on personal
basis. Even the employees can set their coworkers for better understanding to recognize
each other as well, so they all can get motivated and managers are requested to make sure
that the work place is set for the environment that help to give satisfying and appropriate
workplace. In this way it would be a productive and improved for employees to be fully
motivated team.

Motivation Forces:
Motivation is a set of forces that cause people to behave as they told to do. Motivation
starts with a need, people try to find ways to satisfy their needs and then they behave so.
Their behavior results in rewards or punishment, to varying degrees, an outcome may
satisfy a basic need, like a need in anything an individual wish or wants, there‘s a
Primary needs which are things that people require to bear themselves, such as food,
water, and shelter. And there are a Secondary needs which are more psychological in
personality and are learned from the surroundings and values in which the person lives.
A motive is a person's reason for choosing one certain behavior from among several
choices, the initial view of motivation was based on the concept of hedonism; Hedonism
is a school of thought that argues that pleasure is the only intrinsic good. In very simple
terms, a hedonist strives to maximize net pleasure (pleasure minus pain), it is the idea that
people seek pleasure and comfort and try to avoid pain and discomfort. Scientific
management extended this view, asserting that money is the primary human motivator in
the workplace. The human relations view suggested that social Factors are primary

―Ethical hedonism is the idea that all people have the right to do everything in their
power to achieve the greatest amount of pleasure possible to them. It is also the idea that
every person's pleasure should far surpass their amount of pain. Ethical hedonism is said
to have been started by Aristippus of Cyrene, a student of Socrates. He held the idea that
pleasure is the highest good‖ (Cited: http://en.wikipedia.org/wiki/Hedonism)

Leaders should practice correct passages of communication to ensure definite and rich
delivery of messages. They use active attending to ensure that messages have been
precisely transferred and received. As so as to employ effective communication skills to
visualize the picture to others and to create opportunities for others to express value
adding ideas, suggestions or objections. Also cultivate inner and outward relationships to
generate a mutually helpful network. And to create an environment that inspires open
communication in all stages inside the business culture.
Broad Audience Abilities:
When talking to a broad audience in at an international or local level at any
organizational level a leader may demonstrates an ability to communicate & influence
and persuade and inspire as so motivate, to work towards a planned future, even in times
of uncertainty or bad financial situations, also to manage in any socially various

Community engagement
As a member of KTG‘s management we all initially should recognize that the lack of
community engagement and as so as with regional governmental concerns should be
addressed using an engagement process; with multi sector relationship, a logical one with
high challenging points to initiate, like:

1. Community engagement programs are a multi-composite task with a lot of
information gathering, & authorization issues.

2. Community engagement programs comes with many technical concerns like the
sensitivity in relationships while working among divers groups of people with
conflict point of apprehensions.
3. Some views for diversity could be challenging at the start of such engagement,
between management levels or task force, leading to question the worthy of the
program as waste of time and money.
4. The group that starts the program is in starting point‘s unfamiliar persons with no
dynamic likeability to address point of understanding.
5. The program contains an unfamiliar duty, not to mention unfamiliar
6. The role of uncertainty, doubt and less confidence in the acceptance of such

While discussing the program and its terms, this will be helpful in overcoming any
misunderstanding along the members, and it will take the participation process up to
higher involvement. It will also create the missing group dynamic touched earlier, and for
sure it will reach the degree of accountability among most members eventually, by
focusing on the outcomes and by the encouragement to allocate the benefits gained
through working for the best of community engagement, this is also by providing
alongside useful information to the program itself. This will in essence provide an
excellent mechanism to let the flowing of processed information from diversified
community benefits to the entire procedure.
By a endorsement from KTG‘s CEO an initiative frame work will be developed and
created for community engagement for the good of the business and to leverage the
knowledge and rise the understanding in most effective ways in the carrying out of all the
associated topics with the possibility of community engagement, it will be designed and
describe to all activities mentioned in the locations along those fields:

 Degree of involvement, like (how to participate, or who to consult)
 Degree Community type like (specified group, or regional/ non Local)
 Degree of supervision like (monitoring, implementing, etc.)

KTGF’s Community Engagement Program
Our Process Our Drive Our Message Our Relationship
Info Sharing
Sharing information
will raise awareness,
but wouldn‘t harm
decision making
All information are
Active, &positive
participation, along
with communal one
To give high
analysis & feedback
to our decisions
We‘re listening to
the public &
concerned how to
best serve
Government will get
feedback for the
influence outcomes
For developed
Your concerns are
our interests
commitment with
Joint decisions,
Your advice will
formulate our
approach to assign

It is crucial for the Governmental side to direct its effort for community engagements to
work out, and to continue striving for better levels of participation, and of course for
better governmental decision making end-results.


Naturally, directors and executives must maintain the appearance of effectively
governing and leading their company, for that it is an essential part of sustaining investor
and customer confidence in the company. But appearances are only a side part of the
foundation. The center stone is the quality of the decisions they reach when nobody is
looking. The essence of leading and governing is making quality decisions and that
depends on whether the company has established a culture that demands a high alert
One of the highest qualities is to show the assurance to values and ethics‘ of the
organization , this is important because latest studies says that individuals want their
leaders to be reliable, credible, honest and trustworthy, and to show honesty in most
effective way.
The idea is that to use high emotional intelligence in terms of self-awareness, self-
regulation, motivation, empathy and social skill. This approach has a unique significance
of competence in role in managerial leadership shows in fact that by far the most
important factor in the successful functioning of any company is the link for the level of
ability of the corporate manager.
If the KTG‘s engagement process not got adopted from the governmental side, it would
not influence its recommended purposes for proper relations it‘s designed to grasp. A
high indication that the community involvements didn‘t come to participation with the
conducted decision making outcomes associated with the activities that have been taken
in this program.
―While most people value fair compensation for their accomplishments, few leaders start
out seeking only money, power, and prestige. Along the way, the rewards—bonus
checks, newspaper articles, perks, and stock appreciation—fuel increasing desires for
more‖. Cited: http://hbswk.hbs.edu/item/6741.html


In every term the leader represents an expressive capability to provide direction, even in
times of uncertainty. He develops and monitors the carrying out of change initiatives, by
explaining high level change objectives into useful carrying out strategies and plans. And
by promoting an achievement culture & by making sure that thoughts and future actions
come to execution and that planned projects create probable outcomes.
And by ensuring to improve the good performance of the community programs, that it
can be grasped by aligning an appropriate relationship and public promise all together,
and by reviewing all parties‘ engagements within all levels of power, to dispute any
practice‘s engagement.
Building a strategic plan alone is not enough; it‘s the executing part that does the magic,
so as continuing to update the entire operation plan.
While motivation is the fuel that ignites the mobility to drive the desired outcomes, it is at
the same time the same fuel that could burst into flames the whole organization into
uncontaminated debris of loses.
Some might be important in the past, but knowledge is essential in relevant emergent
daily work, if less relevant then must keep learning, or leave the position for better
influencer. And that what make awareness of the company‘s goals highly valued.
―The data offers a vivid image of the past but does little to guide future actions
&investments. What happened in the past is very seldom useful to lead an organization.
Looking at the past is actually reinforced old attitudes about what is possible and not
possible‖. (Source: Mark Morgan, Raymond E. Levitt and William A. Malek (2007).
Executing Your Strategy: How to Break It Down and Get It Done . USA: Harvard
Business School Press (HBSP). 74.)



Mark Morgan, Raymond E. Levitt and William A. Malek (2007). Executing
Your Strategy: How to Break I t Down and Get I t Done . USA: Harvard
Business School Press (HBSP). 74.
(Leadership Study Guide tpic1.2 Chifley Business School 2012)


Wikibedia website: (http://en.wikipedia.org/wiki/Hedonism)
Why Leaders Lose Their Way: http://hbswk.hbs.edu/item/6741.html

Journal Articles

Academy of Management , Source: Financial Executive , Date: January 1,
1995 http://web.b.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=4e062e7c-f604-