Contents

Portfolio Introduction________________________________________________________________________________________2

Chapter I change management___________________________________________________________________________2

1. Introduction_________________________________________________________________________________________2
2. Case Organization Profile______________________________________________________________________________2
3. Literature Review_____________________________________________________________________________________3
3.1. Change management process_______________________________________________________________________3
3.1.1. Definition__________________________________________________________________________________3
3.1.2. Effective change process framework.____________________________________________________________3
3.1.3. Steps for leading organizational change.__________________________________________________________4
3.1.4. Reasons for resistance to change._______________________________________________________________4
3.2. Change management models.______________________________________________________________________4
3.3. ADKAR change management model._________________________________________________________________5
3.3.1. ADKAR overview_____________________________________________________________________________5
3.3.2. ADKAR tactics and tools.______________________________________________________________________5
4. Analysis____________________________________________________________________________________________6
4.1. Technology change analysis due to SAP Implementation._________________________________________________6
4.1.1. Appling ADKAR model________________________________________________________________________6
4.1.2. KPIs_______________________________________________________________________________________6
4.1.3. Risks______________________________________________________________________________________7
4.1.4. Recommendations___________________________________________________________________________7
4.2. Operation change analysis due to the call center Implementation_________________________________________7
4.2.1. Appling ADKAR model________________________________________________________________________7
4.2.2. KPIs_______________________________________________________________________________________7
4.2.3. Risks______________________________________________________________________________________7
4.2.4. Recommendation____________________________________________________________________________7
5. Summary and Conclusion______________________________________________________________________________7

Chapter II Human resource management practices________________________________________________________________8

1. Introduction_________________________________________________________________________________________8
2. Case Organization Profile______________________________________________________________________________8
3. Literature Review_____________________________________________________________________________________8
3.1. HRM___________________________________________________________________________________________8
3.2. Training & Development (T&D)______________________________________________________________________9
3.2.1. T&D objectives______________________________________________________________________________9
3.2.2. T&D process and methods.____________________________________________________________________9
3.2.3. T&D KPIs._________________________________________________________________________________11
3.2.4. Templates_________________________________________________________________________________11
Orientation checklist, task analysis record form____________________________________________________________11
Portfolio Introduction
Chapter I change management

1. Introduction

" Remember that we cannot become what we need to be, by remaining what we are"(Depree,
1987). Change is necessary for all organizations, no matter what is the industry, size, and age.
Our world is changing rapidly, and organizations must adjust accordingly. Organizations that
deal with change effectively will thrive, while those that do not may struggle to survive. The
change management process was introduced to help the organizations successfully implement
strategies and methods for effecting change and assisting people in accepting and adapting to
change. One of the most leading organizations in the MENA region in the healthcare sector is
AMICO company; it had technology, structure, and infrastructure changes in the last decade.
This research aims to analyze two types of changes using ADKAR change management model,
applying its tactics and KPIs to find out the gaps and recommend a solution to
fulfill them. Through this research, the change management process and its models focusing on
the ADKAR model will be discussed and used to analyze two changes in the case organization
to find the gaps and recommend solutions for the identified gaps. The case organization profile,
literature review, case analysis, and finally, the recommendation and conclusion will be
addressed.

2. Case Organization Profile

The case study for this research is AMICO company, a leader in healthcare services in the
MENA region, AMICO Group dealing in sales, service engineering, marketing, and professional
support solutions for medical devices. AMICO specializes in the following clinical therapies and
products: neurology, laser therapies, robotic surgery, medical imaging, sonography, orthopedics,
arthroscopy, sports medicine, spinal surgery, minimally invasive surgery, trauma & extremities,
CT-Scan, ENT, hearing aids, dermatology, biomaterials, pharmaceuticals, cosmeceuticals,
ophthalmology, optometry, and vision care, The company has branches in 13 countries in the
MENA region and employs 1,000+ people with direct operations from 22 offices. AMICO Group
was founded in 1984 and is headquartered in Dubai,
United Arab Emirates (Group, 2021).
AMICO had a lot of changes during recent years, such as :
 Technological change: changing the system from AXP to SAP.
  introducing new products to the market
 implementing the call center
 moving the headquarter from KSA to UAE

3. Literature Review

3.1. Change management process.

3.1.1. Definition

Change management is applying a structured process and set of tools for leading the
individual side of change to achieve the desired business targets. Change management is both
a process and a competency (Hiatt, 2006).
Change management happens at three levels: individual, project, and organization (Hiatt,
2006).

3.1.2. Effective change process framework.

According to Lewin’s force field model (McShane and Von Glinow, 2009), effective change
occurs by unfreezing the current situation, moving to the desired condition, and then refreezing
the system so that it remains in this desired state.
 Figure 1 Lewin’s three phases of planned organizational change

Schermerhorn, J. et al. 2013. Management, 12th Edition: John Wiley and Sons.

Figure.1 is showing the needed actions for implementing every phase in the change process.

3.1.3. Steps for leading organizational change.

The following steps are essential for leading organizational change(Schermerhorn, Davidson
et al., 2013).
 Establish a sense of urgency for change.
 Gather a powerful coalition to lead the change.
 Create and communicate a change vision.
 Empower others to move change forward.
 Generate Short-Term Wins and recognize those who help.
 Build on success; align people and systems with the new ways.
 Keep the message consistent; champion the vision.

3.1.4. Reasons for resistance to change.

People may resist change for many reasons, such as (Schermerhorn, Davidson et al., 2013):
  Lack of awareness,
 fear of the unknown,
 disrupted habits,
 loss of confidence,
 loss of control,
 poor timing,
 work overload,
 lack of purpose.

3.2. Change management models.

Many change management models are available to facilitate one’s understanding of transitioning
individuals through the phases of change management. Such as (Bejinariu, Jitarel et al., 2017) :

i) Lewin's change management model; consists of three main stages which are:
unfreeze, change and refreeze.

ii) Kotter's change management model (Pollack and Pollack, 2015).

It is divided into the following eight stages. Each focuses on a key principle associated with
people's response to change:1.establishing a sense of urgency 2. creating the guiding
coalition 3. develop a vision and strategy 4. communicating the change vision 5. empowering
broad-based change 6. generating short-term wins 7. consolidating gains and producing more
change, and 8. anchoring new approaches in the culture

iii) ADKAR Model

This model is focusing on the people side of change. It can be applied to identify gaps that led
to the defective implementation of a process of change. This model is covered in detail in the
next point, as it is the analysis tool for this research.

3.3. ADKAR change management model.

3.3.1. ADKAR overview

ADKAR model or theory of change is goal-oriented, which helps in focusing on activities that are
directly related to the company's goals. The model can be used by change leaders to find out
the challenges in the process of change management so that practical development can be
offered to the employees.ADKAR Model stands for the following five milestones (Hiatt, 2006):
1)awareness of the need and requirement for change, 2)desire to bring about change and be a
 participant in it, 3)knowledge of how to bring about this change, 4)ability to incorporate the
change regularly, and 5) reinforcement to keep it implemented and reinforced later.

Figure 2 Dimensions of change

Hiatt, J.M. 2006. The Essence of ADKAR: a model for individual change management. Fort Collins Colorado: Prosci.

The above figure shows that changes come to life on two dimensions: the business or project
side of change and the
people side of change. Successful change is a result of both dimensions of change
For the change implementation and sustainability, an individual must progress through each of
the milestones sequentially, starting with awareness.

ADKAR model for organizational change strategy consists of three main phases (Hiatt, 2006):
1. Preparing for change by defining success, impact, and approach.
2. Managing change by planning and acting, performance monitoring, and action adaptability.
3. Reinforcing change by reviewing Performance, activate sustainment, and transfer
ownership.

3.3.2. ADKAR tactics and tools.

Some tactics are to be followed to develop every milestone in the ADKAR model (Hiatt, 2006).
such as :
Effective communications, effective sponsorship, coaching by managers and supervisor to be
applied and ready access to business information; for the awareness building
 Effectively sponsor the change with employees and Peers, help managers be change leaders,
evaluate risks and anticipate resistance, engage employees in the change process, and apply
for incentive programs; To create desire.

Develop effective training and education programs, job aids, one-on-one coaching, and user
groups and forums; for knowledge building.

Involve the managers in day-to-day, hands-on exercises during training and monitor the
performance; for ability fostering.

Consider celebrations and recognition, using rewards, feedback from employees, audits,
performance management systems, and accountability systems; for building reinforcement.

4. Analysis
4.1. Technology change analysis due to SAP Implementation.
The analysis that has been delivered here is introduced through the relevant interviews.

AMICO group was using AXP as an ERP system, and the management decided to switch to the
SAP system. The decision had been informed to the IT department, it was planned to be
implemented and went live within 90 days, but it ended up within 120 days.

The key project success factor is ensuring future users have a good command of the new
system and align with the new technology’s change results. Although it is vital to train the staff to
use the new application, It’s also important for the management team to has a shared vision of
the goals from SAP rollout’s; (Borgmann, 2019) they must have the knowledge of what
differences the new system will entail for their employees and their own particular area. They
can then inform their staff about the new changes' purpose and provide background information
while also encouraging constructive feedback.
The affected segments from this project are the engineers and the customers.

4.1.1. Appling ADKAR model

By applying ADKAR model elements, the following observations found :
Regarding the awareness, AMICO had not shown a high interest in that phase. It was
a top management decision, only acknowledgment email for the concerned persons,
that SAP will replace the old software.
Regarding the desire, Amico tried to build the desire slightly by equipping the
supervisors and managers to be sponsors for the change.
 Regarding the knowledge, AMICO had made great efforts in this field through
extensive training, user manual, and one on one coaching.
Regarding the ability, AMICO had transferred the knowledge into action through hands-
on under the SAP partner, IT department, and managers supervision. The performance
improvement is monitored through the individual capability of using the software.
Finally, AMICO reinforced the change by announcing that SAP had been implemented
and went live, also celebrated this success, kept open feedback channel, and set a
time frame to terminate the old software.

4.1.2. KPIs
Profit and loss, Gross Profit Margin , Inventory min max ,sales manager dashboard including many
KPIs check appendix 2
Also AMICO hasn’t applied a specific KPIS,it relied on the accuracy of the daily reports
coming out from the new software.

4.1.3. Risks
Many individuals was not keen on the change, they don’t have enough information
about the reasons for switching to sap, and they don’t know what is the benefits
behind this change but they have to stick for the top management decision ; as a result
for lack of awareness the project progress slowed and ended with one extra month

4.1.4. Recommendations
Applying KPIs to follow up the performance and improvement
Showing more interest for awareness, and desire stage; through awareness meeting,
and to engage the employee and assure their buy-in and avoid the reluctant in
implementing the change

4.2. Operation change analysis due to the call center Implementation

AMICO has a strong maintenance department, including professional and high trained
engineers, but missing customer feedback mechanism. Hence, AMICO management decided to
implement a call center to consistently achieve high customer service levels and customer
satisfaction, leading to increased customer loyalty and customer retention.

The affected segments from this project are the service engineers and the customers.

4.2.1. Appling ADKAR model

By applying ADKAR model, the following observation found :
 Regarding the awareness, from the engineer side, AMICO had done an awareness
meeting with them to explain how the call center will arrange the schedule and
appointments for the engineers and receive the calls instead of them. On the customer
side, AMICO had not done an awareness campaign to involve them and make sure
about their engagement in the new procedure.
Regarding the desire, from the engineer side, AMICO linked the customer survey rating
with the performance appraisal system and gave a high weight for the customer
satisfaction and work quality in the annual appraisal, which directly affect the rewards
and bonus system. on the customer side

4.2.2. KPIs

4.2.3. Risks

4.2.4. Recommendation

5. Summary and Conclusion

Chapter II Human resource management practices

1. Introduction
Every organization, large or small, uses a mixture of capitals to keep the business work. Capital
includes money, valuables, or goods used to generate income for a business. No matter the
industry, all organizations have one power in common: they must have people to use their skills and
abilities in optimizing the benefits from capitals. AMICO group one of the most prominent
organizations in MENA region in the healthcare sector. As AMICO group reorganizes to gain a
competitive edge, the human resources department plays an essential key role in helping the
company deal with a fast-changing competitive environment and the great demand for qualified and
talented employees. The human resources department at the AMICO group aims to achieve its
mission that is characterized by providing counseling and guidance to management in planning for,
acquiring, maintaining, and developing the company’s capital; and entirely using their expertise to
maximize the company’s performance, productivity, and revenue. This research aims to analyze two
roles of HRM practiced by AMICO group and compare them to the standard to find out the gaps and
recommend a solution to fulfill them. Through this research, HRM’s literature review, case
organization profile, and the case analysis will be discussed, finally, the recommendation and
conclusion to cover the gaps.
2. Case Organization Profile

The case study for this research is AMICO company, a leader in healthcare services in the
MENA region, AMICO Group dealing in sales, service engineering, marketing, and professional
support solutions for medical devices. AMICO specializes in the following clinical therapies and
products: neurology, laser therapies, robotic surgery, medical imaging, sonography, orthopedics,
arthroscopy, sports medicine, spinal surgery, minimally invasive surgery, trauma & extremities,
CT-Scan, ENT, hearing aids, dermatology, biomaterials, pharmaceuticals, cosmeceuticals,
ophthalmology, optometry, and vision care, The company has branches in 13 countries in the
MENA region, employs 1,000+ people with direct operations from 22 offices. AMICO Group was
founded in 1984 and is headquartered in Dubai,
United Arab Emirates (Group, 2021).

3. Literature Review

3.1. Human resource management (HRM)

According to Gary Dessler, HRM is The process of acquiring, training, appraising, and
compensating employees and of attending to their labor relations, health and safety, and
fairness concerns (Dessler, 2014).
“HRM is the design of formal systems in an organization to ensure the effective and efficient use
of human talent to accomplish the organizational goals”(Mathis and Jackson, 2007).
The three major tasks in human resource management are (Schermerhorn, Davidson et al.,
2013) :1. Attracting a quality workforce; through human resource planning, employee
recruitment, and employee selection.
2. Developing a quality workforce; through employee orientation, training and development, and
performance management.
3. Maintaining a quality workforce; through career development, work-life balance,
compensation and benefits, retention and turnover, and labor-management relations.

3.2. Training & Development (T&D)

3.2.1. T&D definition and objectives.

T&D is the heart of a continuous effort(Martocchio, 2018) designed to improve

employee competency and organizational performance.
Training provides employees with specific, identifiable knowledge and skills for
 use in their present jobs (Mathis and Jackson, 2007).
Development (Martocchio, 2018)is the learning that goes beyond today’s job and has a
more long-term
focus.

The objectives of T&D program can be seen through the perception of the employees
and organization.
 Individual – helping the employees to enhance their skills and opportunities to
attain personal goals,
 Organizational – Through the effective access to personal goals and satisfaction of
the employees thus paves the way to achieve superordinate organizational goals.

3.2.2. T&D process, methods, implementation, and evaluation.

The training and development process includes five significant steps (Martocchio,
2018), seen in the following figure.

Figure 3.Training & Development process

Martocchio, J.J. 2018. Human Resource Management, EBook, Global Edition : Martocchio Human Resource
Management 15. Harlow, UNITED KINGDOM: Pearson Education, Limited.

Every step is briefly explained as follows :

1st determine specific T&D needs; It may be determined by conducting analyses on
three levels, which include organization, task, and person.
2nd Establish T&D Program objectives; Three types of training objectives can be set:
knowledge, skills, and attitude (Mathis and Jackson, 2007).
 3rd select specific training methods, like on-the-job training, apprenticeship training,
informal learning, job instruction training, lectures, programmed learning, audiovisual-
based training, vestibule training, videoconferencing, electronic performance support
systems, and computer-based training (Dessler, 2014). Orientation is a special kind of
training designed to help new employees learn about their jobs, coworkers, and
organization. A practical orientation system components include preparing new
employees, presenting information about the workday, organization, policies, rules, and
benefits, and evaluating and following up. Some methods are particularly appropriate
for management development programs, like on-the-job training, job rotation, and
coaching. In addition to off-the-job training and development opportunities, for instance,
using the case study method, management games, outside seminars, university-
related programs, corporate universities, executive coaches, and (for human resource
managers) the SHRM learning system.
4th Implement training means the training will be delivered in-house or externally
coordinated. Program implementation should consider employee engagement and
learning KPI goals and thoroughly plan training activities and related resources. The
training program is then officially launched, promoted, and conducted. During training,
participant progress should be monitored to ensure program effectiveness.
5th Evaluating training and Development process; through participant’s opinion or
reaction, learning, behavioral change, the accomplishment of T&D objectives, and
return on investment from training (Martocchio, 2018).

3.2.3. T&D KPIs.

Training evaluation metrics may include (Mathis and Jackson, 2007) cost-benefit
analysis, return-on-investment analysis, benchmarking, and the ratio of train-
ing staff to employees(Martocchio, 2018).

3.2.4. Templates
Many forms can be used in T&D processes, such as the Orientation checklist, task
analysis record form, and training evaluation form.

3.3. Performance management system (PMS) and performance appraisal

(PA)
3.3.1. PMS definition.

“Performance management is the continuous process of identifying, measuring, and developing the
performance and productivity of individuals and teams and aligning their performance with the
organization’s goals”(Dessler, 2014).
 3.3.2. PMS objectives and outcomes.

PMS links in terms of cascading business goals and plans into individual performance and
objectives(Armstrong and Baron, 2005). The following figure illustrates common performance
management practices and outcomes (Mathis and Jackson, 2007).

Figure 4 Performance management linkage

Mathis, R.L. and Jackson, J. 2007. Human Resource Management: Cengage Learning.

PMS basic building blocks include goals sharing, goal alignment, ongoing performance
monitoring, ongoing feedback, coaching, and rewards and recognition.

3.3.3. PMS process.

PMS phases are 1)Planning Performance: that is what an employee is expected to achieve with a
set of given resources and within a time frame, 2)performance appraisal: measure individual
performance then evaluated according to the expectations, 3)performance feedback: providing
feedback to the employee concerned about deficiency and finally 4)Counseling how the
performance can be developed or rewarded (Walhekar and Khatke, 2020).
 3.3.4. Performance appraisal (PA): PMS measuring phase.

PA is a formal system of reviewing and evaluating an individual’s or team’s task performance. It

allows employees to capitalize on their strengths and overcome identified deficiencies, thereby
helping them to become more satisfied and productive employees (Martocchio, 2018).

PA data is helpful for human resource planning (Martocchio, 2018), recruitment and selection,
training and development, career planning and development, compensation programs, internal
employee relations, and assessment of employee potential.

3.3.1. PA methods.
PA methods such as: category scaling, comparative, narrative, management by objectives,
(Mathis and Jackson, 2007) and 360-degree approach. Comparative methods include
ranking and forced distribution, which both raise methodological and legal concerns.
Narrative methods include the critical incident technique and the essay approach.

4. Analysis

4.1. Analysis and gaps in AMICO’s T&D process.

The analysis that has been delivered here is introduced through the relevant interviews.
AMICO is applying a solid training process, the training’s needs identified based on three
aspects: 1st departmental based on the employee needs for a technical or performance
improvement or as an output from the PA system, 2nd based on the supplier’s updates or new
products release, 3rd the annually planned sales and performance development training.
AMICO’s HRM conducts the training through many channels based on the available resources,
budget, and the training objectives, such as AMICO’s academy, classroom, E-learning, and
online higher education for managers (MBA programs). The training may be implemented
externally, internally, or online. Finally, the training program is evaluated based on the training’s
impact; and measured through three levels: the employee’s reaction, learning, and the results.
AMICO using some tools for internal training evaluation such as questionnaires, surveys, and
tests.

4.1.1. Gaps

The identified gaps in AMICO’s T&D procedure that there is no clear policy or followed procedure
for orientation training. Also, there is no feedback and evaluation system for external training.No
system for training material documentation
those who don't receive a new employee orientation are slow to make an impact. 
4.2. Analysis and gaps in AMICO’s PMS process.

AMICO relies on the following PMS stages: 1st planning stage at the beginning of each year. During
the planning stage, the performance expectations should be determined, communicated to the
employee, and documented on the appraisal form. At the conclusion of the planning stage, the job
functions are written on the performance appraisal form and signed by the employee,2nd ongoing
performance management plan, 3rd the evaluation stage.

Amico is appraising the performance based on results and behaviour based systems which focus on
measurable results such as an individual’s or team’s sales, customer service ratings, productivity, and
evaluated behaviors such as working in teams, developing others, teamwork, and cooperation
(Martocchio, 2018) .Appraising form in appendix 1

AMICO is using two methods for performance measurement based on the department’s nature and
objectives.1st MBO is management by objectives; The MBO process requires that challenging but
attainable objectives and standards to be established through interaction between superiors and
subordinates and action plan for what is to be accomplished and when it is to be completed. 2 nd a mix
between MBO method and forced distribution method which mean each person is placed into a
frequency distribution, which requires that a certain percentage of employees fall into specific
performance classifications, such as top10%, next 40%, next 40%, and bottom 10%. Based on that,
AMICO is providing rewards or development for its employees.

Gap Analysis & Recommendation

AMICO group has a robust performance management system But it is using forced distribution method
to rank a small group of employees at the same level in a different countries .
The forced distribution method suffers from several drawbacks such as with small groups, the
assumption that a bell-shaped or other distribution of performance occurs may be faulty, a supervisor
may resist placing any individual in the lowest or the highest group. Difficulties in explanation to an
employee why she or he was placed in one group and others were placed in higher groups. Further,
Finally, in some cases, the manager may make false distinctions between employees. By comparing
people against each other, rather than against a standard of job performance
As a result of such drawbacks, forced distribution systems have been challenged legally(Mathis and
Jackson, 2007).
Conclusion
Nevertheless, in today’s global competitive
environment, training will not be rewarded with continued investment unless training results in
improved performance that impacts the bottom line. Today, organizations can only justify invest-
 ing in training that is clearly essential to business success and that actually delivers results that
enable the company to compete effectively.
Recommendation for t&d
start the orientation process before your employee's first day. Send the employee an employee handbook and
an orientation package that includes information such as where to park, what time to start, and what to bring.
Also, send an agenda of their first week at work so that they are prepared.

Chapter III leadership practices

1. Introduction
Leadership is the mixture of characteristics or personality traits in an individual that induces that
person to encourage others to achieve goals. (Bertocci, 2009) Without the leadership, there is
an increase in the probability of errors happening with more and more reductions in prospects
for success (Al-Khaled and Fenn, 2020). Subordinates' behavior is highly affected by the applied
leadership style and their productivity correspondingly (Deshwal and Ashraf Ali, 2020). Many
theories are introduced in the leadership field like trait and personalities, behavioral,
contingency, situational transactional, transformational, and self-leadership approaches
(Deshwal and Ashraf Ali, 2020, Talal Ratyan, Khalaf et al., 2013). Through this research,
leadership theories will be used to analyze the case of arctic mining consultants. The literature
review will be discussed, case summary, case analysis, and finally, the recommendation and
conclusion.

2. Case summary
Arctic mining consultants sent a crew of four members, one member acting as project manager
(Parker) and three subordinates (Talbot, Boyce, and Millar). The project goal is to stake a claim
near Eagle Lake. The project manager planned one week to complete the task and promised a
bonus of $300 for each member if the job was completed in time. Each member should
complete 7.5 lengths per day as per the work plan. Parker and Talbot were doing well, while
Boyce and Millar were late to achieve the daily target. Parker was furious; he shouted at Boyce
and Millar. Even when Miller had achieved the daily target, Parker kept silent and had not
encouraged Miller or appreciated his efforts. Millar felt demotivated. Millar had never worked for
Arctic Mining Consultants again, despite being offered work several times by Parker(McShane,
Von Glinow et al., 2000).

3. Literature review
3.1. Traits and behaviors
Certain personal traits are widespread among the best leaders or inheritable attributes like
cognitive, social, honest, competent, forward-looking, motivating, credible, and problem-
solving skills that enable leaders to tackle and solve the problems even before they happen
(Sarla, 2020, Schermerhorn Jr, 2013). Traits are relatively permanent, whereas behaviors
can be learned and altered (Sarla, 2020). Ohio State University and the University of
Michigan did research studies that focused attention on two factors of leadership behavior:
 1st concern for the task to be accomplished, and 2 nd concern for the people doing the work
(Schermerhorn Jr, 2013).
3.2. Classic leadership theory
3.2.1. Autocratic leadership
Autocratic leadership is leadership that is enforced on an organization and is sometimes
referred to as coercive leadership. An autocratic leader never considers staff decisions,
and there is a gap between the leader and staff (Chukwusa, 2018). The autocratic
leadership advantage is incredibly effective, Decisions are made swiftly(Chukwusa,
2018) and can be implemented immediately. While the disadvantage, most staff dislike
being dealing with in this way(Amanchukwu, Stanley et al., 2015, Bhargavi and Yaseen,
2016). Autocratic leadership reduces innovation, creativity, and engagement (Al-Khaled
and Fenn, 2020).
3.2.2. Democratic leadership
Democratic leadership is a kind of leadership style in which subordinates are more
involved in the decision-making process(Bhargavi and Yaseen, 2016, Nwokocha and
Iheriohanma, 2015). The leaders even offer guidance in executing the role to the
subordinates(Al-Khaled and Fenn, 2020). Democratic leadership advantage,
Subordinates are inspired to post their capabilities, producing better ideas and more
creative problem solving (Arif and Akram, 2018). In contrast, the cons of this style
consuming more time in the decision-making process.
3.2.3. Laissez Faire
Laissez-faire is a French word means "let it be" and is also referred to as "hands-off
style" (Nwokocha and Iheriohanma, 2015). In the leadership describes leaders who
allow people to work on their own (Amanchukwu, Stanley et al., 2015). This style
supports setting up a comfortable work environment (Al-Khaled and Fenn, 2020). This
style can be efficient if the leader monitors performance and advice the subordinates
frequently. The main pros of this style is that allowing subordinates so much
independence can lead to high job satisfaction and improve productivity. It can be
harmful if subordinates do not administer their time well or do not have the knowledge,
experience, or motivation to do the tasks effectively (Amanchukwu, Stanley et al., 2015).

3.3. Blake and Mouton leadership grid

Blake and Mouton made a similar distinction between concern for production and concern
for people in the development of their managerial grid (Jex and Britt, 2014). The grid's
unique developers are the board theoreticians Robert R. Blake and Jane S. Mouton, and
they established the model during the 1960s (Vidyakala, 2020). The administrative
framework model recognizes five significant diverse leadership styles dependent on the
concern for individuals and the concern for production. The framework of this model is
isolated into the following five potential notable leadership styles: (Vidyakala, 2020,
Schermerhorn Jr, 2013).
 Impoverished Leader: A leader who either "assigns or abandons leadership" this sort of
leader has neither concern for individuals or errands and exercises the slightest effort to
complete the work from subordinates.
 Authoritarian Leader: A leader who "directs, coordinates order the adherents" this sort
of leader has a high concern for task however low concern for individuals.
  Country Club Leader: A leader generally worried about the requirements and
sentiments of individuals from his group. This style has a high concern for individuals
and a low concern for creation.
 Middle-of-the-road Leader: This leader has the inclination of playing safe by giving
some concern to the two individuals and creation. Managers were utilizing this style
attempt to adjust between organization objectives and worker's needs.
 Team Leader: The leader energizes cooperation and commitment among workers and
has a high concern for individuals just as the errand. This is the best administrative
style. The group leader worries for high creation and workers fulfillment similarly and
accepts that the individuals who are fulfilled will be focused on high creation.

3.4. Path-Goal Leadership Theory

Path-goal theory is one of the contingency leadership theories originally developed by
Evans (1970) and modified by House (1971)(Polston-Murdoch, 2013). The principle of the
theory is to explain the effect of a leader's behavior on a subordinate's satisfaction,
motivation, and performance. The theory recommended that the different behaviors of
leadership can be applied in different situations by the same leader(Talal Ratyan, Khalaf et
al., 2013).
The theory defines four leadership styles (McShane and Von Glinow, 2009) to increase
subordinates' motivation , based on two sets of situational variables, such as:
 Environment characteristics.Including task structure, authority system, and work
group.
 Subordinate characteristics.Including the locus of control, experience, and perceived
ability.
The four behaviors are described as below.
 Directive leadership: is a task-oriented leader, clarifies expectations and gives specific
instruction to accomplish the desired targets based on the sat time frame,
performance standards, and organizational rules (Polston-Murdoch, 2013), needed
When job assignments are unclear(Schermerhorn, Davidson et al., 2013).
 Supportive leadership: When worker self-confidence is low, a leader can do things to
be friendly and make work more satisfying; treating team members as equals;
showing interest in the wellbeing of subordinates(Schermerhorn, Davidson et al.,
2013).
 Achievement-oriented leadership is behavior directed toward inspiring performance
excellence: setting challenging targets, seeking improvement, emphasizing continuous
improvement in performance, and displaying confidence that subordinates are
meeting high standards of performance (House, 1996).
 Participative leadership: When performance incentives are insufficient involving team
members in decision-making consulting with them and asking for suggestions using
these suggestions when making decisions(Schermerhorn, Davidson et al., 2013).
The Path-Goal model highlights the importance of the leader's ability to understand
follower's needs perfectly and to react flexibly to the needs of a situation.

3.5. Leader-Participation Model (Vroom-Jago models).

Leader-Participation Model (Vroom-Jago models) fall within the class of situational or
contingency models of leadership. The optimum leadership style is believed to be
 dependent on the situation faced by the leader(Vroom and Jago, 1995). leader's decision-
making style fall into thee following three categories:(Schermerhorn Jr, 2013).
 An Authority decision is prepared by the leader then communicated to the group.
 A Consultative decision is prepared by a leader after receiving information, advice, or
opinions from group members.
 A Group decision is made by group members themselves.

Three factors are biasing the leader's choice among the alternative decision-making
methods:
 Decision quality: is based on who has the data needed for problem-solving.
 Decision acceptance: is based on the importance of follower acceptance to the
decision's eventual implementation.
 Decision time: is based on the time available to make and implement the
decision(Schermerhorn Jr, 2013).

3.6. Fiedler's contingency model

Fiedler's contingency theory assumes leaders' performance depends on the interaction
between the leadership style and the particular organizational situation(Bertocci, 2009).
Fiedler's contingency theory proposes that a leader's success depends on the interaction
between characteristics of the situation and characteristics of the leader(Jex, 2002).

3.7. Hersey-Blanchard situational leadership model

Situational leadership is a management concept introduced by Hersey and Blanchard to
help people try to influence leaders' behavior to be more effective in their everyday
interactions with others(Hambleton and Gumpert, 1982).

4. Case analysis
Parker had expertise power based on traits and behavior (He had specialized knowledge and
experience.). Parker had position power (Many of the programs were operated by a project
manager who reported to Parker.). Parker had the reward power (he said there is a $300 bonus for
each man.).

Blake and mouton's theory point of view Parker had a high concern about production. At the same
time, he had a low concern about subordinates. Parker was focusing on the subordinates' daily
production whatever the subordinates face difficulties or face any issues. So, parker is classified as
Authority- obedience manager.

From the classic theory perspective, parker is an autocratic leader. Parker rejected talbot's
suggestion and shouted to Boyce and Millar. Parker did not involve subordinates in the work plan
preparation. Parker was giving orders to subordinates and not giving them a chance to participate in
the decision-making process.

Parker's emotional intelligence was poor in self-regulation and motivation. Parker shouted at his
team when he was under stress.

From the path-goal leadership theory perspective, Parker can be considered as a Directive leader,
he had clarified the task structure and the expectation, set the plan, schedule, and time frame.
Parker could not use the four leadership behaviors. Parker rejected Talbot's suggestion. So, he
failed to be a Participative leader to accept the subordinate's opinion or involve them in decision
making. When Miller and Boyce's productivity was low, Parker could not be an Achievement-
oriented leader to motivate them to work with their fullest potential and seeks continuous
improvement. When Miller was exhausted and stressed, Parker could not be a Supportive leader,
friendly, approachable, makes work pleasant, or treats everyone as equals.

Leader-Participation Model perspective, Parker was An Authority, Decision Maker. He sat the plan
alone and just informed the team, although if he had participated the team in decision making and
plan preparation, the team would be more engaged and felt in charge of their work.

According to Fiedler's contingency model

a. Parker had poor leader-member relations because of the following observations. Parker
exploded with anger on Millar and Boyce when they didn't finish their task. Also, Parker
rejected Talbot's suggestion. On the fourth day, he didn't show any interest when they
reported their production. He didn't motivate or encourage the team when they did good
work.
b. The task structure was high because the task is well known for all the team as mentioned
in each of the four stakers (Parker, Talbot, Boyce, and Millar) would have to complete a
little over seven "lengths" each day.
c. Parker's position power is strong because he had the decision to select the project team.
He promised them by bonus if they get the job done in time.

According to the Hersey-Blanchard situational leadership model, the project team (followers) task
readiness:
a. Talbot: he finished his daily tasks, sometimes helped his colleagues, and gave a
suggestion to the leader. So, he was able, willing, and confident.
b. Boyce: he didn't finish his daily tasks, but he tried. So, he was unable, willing, and
confident
c. Millar: he didn't finish daily tasks, but maybe if he took another area, he would complete
the task, so he lost passion for tasks. So, he was able, unwilling, and insecure.

5. Recommendations
Parker should improve his emotional intelligence so he can control himself during the stress time.
He should be the concern of subordinates. Should listen to subordinates and engage them in the
decision-making process. The democratic style will help him to improve the production.
According to path-goal, Parker needs to improve his communication skills, motivation, and coaching
capabilities to increase the subordinate's performance in different situations. Parker needs to give
more importance to teamwork. Parker should not just focus on the result but how to achieve it

According to the leader participation model, it is better for Parker if he was a consultative decision-
maker as the follower's acceptance and task commitment were necessary for implementation.

According to Fiedler's contingency model and the above analysis. figure 1 illustrates that the
situation is a moderate-control situation, and the relationship-motivated leader is the best fit for this
situation

Figure 5 Predictions on style–situation fit from Fiedler's contingency leadership model.

According to the Hersey-Blanchard model and above analysis, If Parker would be a successful
leader, he had to adjust his style according to the project team task readiness. So, in Talbot's case,
he had to be delegating and allowing him to take responsibility for task decisions. In Boyce's case,
he had to be telling, giving him specific task directions, and closely supervising work. But in Millar's
case, he had to be Participating and emphasizing shared ideas and participative decisions on task
directions.

6. Conclusion
Leadership is a crucial factor to improve the organization and increase productivity. Various
leadership theories were developed. It is a continuous process. Different leadership theories used
to analyze Arctic mining consultants' cases.
Parker had different powers like expertise, position, and reward powers. Parker had a shortage of
emotional intelligence, had an autocratic leadership style, classified as Authority- obedience
manager as per Blake and mouton Grid. From the viewpoint of Path goal leadership theory, Parker
can be considered as a Directive leader. While he was supposed to act within the different
leadership behaviors according to the particular situations with the subordinates, From the Leader-
Participation Model perception, Parker was An Authority, Decision Maker. In comparison, it was
highly recommended to involve the followers in the decision-making and giving the opinion to be
more engaged.
The case situations were poor leader-member relations, but high task structure and strong
leadership position power, so the relationship-motivated leader is the best fit for this situation. And
Parker should be delegating with Talbot, telling with Boyce, and Participating Millar.

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