An analysis of leadership derailments examines case studies of T.T. Durai, Muammar al-Gaddafi, and Léo Apotheker. The document reviews literature on common factors that lead leaders to derail, including problems with relationships, failure to meet objectives, inability to lead teams, and lack of adaptability. It then analyzes how each leader exhibited derailing behaviors such as egoism, poor judgment, and failure to build trust or meet business goals. The cases demonstrate how formerly successful leaders can fall from power due to an inability to adapt their leadership style as circumstances change.
We look closely at the fourth quarter of 2011. We reflect that anxiety over recent market developments is completely understandable, and it is quite human to feel concerned about events in Europe. But amid all the bad news, it is also clear that the world is changing in positive ways that provide plenty of cause for hope and, at the very least, gratitude for what we already have.
Viewing the Chinese economy as a speeding car, there are three types of development that could crash the car: (1) a hardware failure, which is the breakdown of an economic mechanism (analogous to the collapse of the chassis of the car), e.g. a banking crisis; (2) a software failure, which is a flaw in governance that creates social disorders (analogous to a fight among the people inside the car), e.g. the state not being able to meet the rising social expectations about its performance because many of the key regulatory institutions are absent or ineffective; and (3) a power supply failure, which is the loss of economic viability (analogous to the car running out of gas or having its ignition key pulled out) e.g. an environmental collapse or an export collapse.
The fact that China has recently declared that its most important task is to build a Harmonious Society (described as a democratic society under the rule of law and living in harmony with nature) suggests that improvements in governance and protection of the environment are among the most serious challenges to achieving sustainable development. The greatest inadequacy of the Harmonious Society vision is the absence of an objective to build a harmonious world because a harmonious society cannot endure in China unless there is also a harmonious world, and vice-versa. The large amount of structural adjustments in the developed countries generated by rapid globalization and technological innovations has made the international atmosphere ripe for trade protectionism; and environmental degradation has made conflict over the global environmental commons more likely. China's quest for a harmonious society requires it to help provide global public goods, particularly the strengthening of the multilateral free trade system, and the protection of the global environmental commons. Specifically, China should work actively for the success of the Doha Round and for an international research consortium to develop clean coal technology.
Authored by: Wing Thye Woo
Published in 2007
We look closely at the fourth quarter of 2011. We reflect that anxiety over recent market developments is completely understandable, and it is quite human to feel concerned about events in Europe. But amid all the bad news, it is also clear that the world is changing in positive ways that provide plenty of cause for hope and, at the very least, gratitude for what we already have.
Viewing the Chinese economy as a speeding car, there are three types of development that could crash the car: (1) a hardware failure, which is the breakdown of an economic mechanism (analogous to the collapse of the chassis of the car), e.g. a banking crisis; (2) a software failure, which is a flaw in governance that creates social disorders (analogous to a fight among the people inside the car), e.g. the state not being able to meet the rising social expectations about its performance because many of the key regulatory institutions are absent or ineffective; and (3) a power supply failure, which is the loss of economic viability (analogous to the car running out of gas or having its ignition key pulled out) e.g. an environmental collapse or an export collapse.
The fact that China has recently declared that its most important task is to build a Harmonious Society (described as a democratic society under the rule of law and living in harmony with nature) suggests that improvements in governance and protection of the environment are among the most serious challenges to achieving sustainable development. The greatest inadequacy of the Harmonious Society vision is the absence of an objective to build a harmonious world because a harmonious society cannot endure in China unless there is also a harmonious world, and vice-versa. The large amount of structural adjustments in the developed countries generated by rapid globalization and technological innovations has made the international atmosphere ripe for trade protectionism; and environmental degradation has made conflict over the global environmental commons more likely. China's quest for a harmonious society requires it to help provide global public goods, particularly the strengthening of the multilateral free trade system, and the protection of the global environmental commons. Specifically, China should work actively for the success of the Doha Round and for an international research consortium to develop clean coal technology.
Authored by: Wing Thye Woo
Published in 2007
Network Challenges Throughout A Leader's CareerPhil Willburn
My presentation from the 2013 Network Roundtable conference with Activate Network . It is about the common network derailment patterns observed in leaders as they move up the organizational hiearchy.
Going Rouge: When Leaders Fail To Lead: Seeing Red In Conflict: Dichotomy in...Christopher MacLellan
When leaders disagree in public about a controversial issue, is there ever a winner?
This is a final project in my course in Leadership and Diversity at Gonzaga University.
Clay Staires | Leadership Development | www.claystaires.com Why am I so tired? Why am I not fulfilled by my leadership position? These are common questions asked by leaders and Clay explains the two reasons why leaders fail to reach their full capacity and impact.
Dark Side of Personality and Leadership (FYE)Seth Spain
What dark side characteristics do you have? How can you use them to get ahead? How can they hurt you? This presentation will help you to learn more about the dark side of personality, in particular the Dark Triad of narcissism, Machiavellianism, and psychopathy.
Leadership is the art of motivating a group of people to act toward achieving a common goal. In this presentation lets see how the leadership very important to success in the international markets.
MUTAZ
Network Challenges Throughout A Leader's CareerPhil Willburn
My presentation from the 2013 Network Roundtable conference with Activate Network . It is about the common network derailment patterns observed in leaders as they move up the organizational hiearchy.
Going Rouge: When Leaders Fail To Lead: Seeing Red In Conflict: Dichotomy in...Christopher MacLellan
When leaders disagree in public about a controversial issue, is there ever a winner?
This is a final project in my course in Leadership and Diversity at Gonzaga University.
Clay Staires | Leadership Development | www.claystaires.com Why am I so tired? Why am I not fulfilled by my leadership position? These are common questions asked by leaders and Clay explains the two reasons why leaders fail to reach their full capacity and impact.
Dark Side of Personality and Leadership (FYE)Seth Spain
What dark side characteristics do you have? How can you use them to get ahead? How can they hurt you? This presentation will help you to learn more about the dark side of personality, in particular the Dark Triad of narcissism, Machiavellianism, and psychopathy.
Leadership is the art of motivating a group of people to act toward achieving a common goal. In this presentation lets see how the leadership very important to success in the international markets.
MUTAZ
Review of PWYP mission, membership and priorities
Presentation of “Publishing What We Learned” report – historical perspective on PWYP
Henry Parham, The Elders
PRESENTATION_AFFEED _AFRICAN FOUNDATION FOR ENTREPRENEURSHIP AND ECONOMIC DEV...FAFEDE AFFEED
African Foundation For Entrepreneurship and Economic Development (AFFEED)
The African Foundation For Entrepreneurship and Economic Development (AFFEED/FAFEDE), is an African Non Governmental Organization .
AFFEED’s objectives
Promote entrepreneurship in Africa and by Africans;
Provide human, technical and financial support for entrepreneurial initiatives in African countries;
Promote good governance in African businesses and States;
Work toward sustainable economic and social development of Africa.
Many thanks to Sid Choraria, Managing Partner, Marwar Capital, for mentioning The Moat Report Asia (Pg 9): "I find The Moat Report Asia an excellent source on learning about Asia".
Page 1 of 5 HM3031 Leadership Development Assessmen.docxgertrudebellgrove
Page 1 of 5
HM3031 Leadership Development
Assessment Details and Submission Guidelines
Trimester T1 2020
Unit Code HM3031
Unit Title Leadership Development
Assessment Type Group Report
Assessment Title Group Assignment
Purpose of the
assessment (with ULO
Mapping)
1) Recognise the difference between managing and leading and the importance of
good leadership in an organisation.
2) Be able to appropriately respond to ethical, legal and strategic concerns relating
to human resource and organisational leadership.
3) Explain how different leadership approaches can be used in different situations.
Weight 40% of the total assessments
Total Marks 40
Word limit Report: Not more than 3000 words
Due Date Friday 11:59 pm of Week 10
Submission
Guidelines
All work must be submitted on Blackboard by the due date along with a completed
Assignment Cover Page.
The assignment must be in MS Word format, single line spacing, 12-pt Arial font
and 2 cm margins on all four sides of your page with appropriate section headings
and page numbers.
Reference sources must be cited in the text of the report, and listed appropriately
at the end in a reference list using Harvard referencing style. A minimum of 10
peer-reviewed references is required.
Page 2 of 5
HM3031 Leadership Development
Assignment 1 Specifications
Purpose:
Teams of approximate 4 students will work together to analyse a leadership situation (see case study “A
meeting of the minds?”, at the end of this document). You will be required to consider various topics and
concepts from the unit to analyse elements of the case study and provide meaningful and justified
recommendations for future actions/strategies going forward. Make sure to refer to relevant theories and
concepts in each section of the report.
Assignment Structure should be as the following:
Required report structure below (word count recommendations are approximate): 3000 words
1. An introduction the purpose and the content of the report.
2. Identify the differences between the management duties and leadership duties the leader is facing
in the case study.
5. Consider how the Managing Director should respond to the:
a. Legal concerns
b. Ethical concerns
c. Strategic concerns
6. Make recommendations on the given situation:
a. Leadership behaviour, attitude and style
b. Conflict resolution
c. Developing teamwork
7. Summary
Page 3 of 5
HM3031 Leadership Development
Marking criteria
Marking criteria Weighting
Report
1. Identify the differences between the management duties and leadership duties the
leader is facing
10
2. Consider how the Managing Director should respond to legal, ethical and strategic
concerns
10
3. Make recommendations on the given situation regarding leadership behaviour,
attitude, style AND conflict resolution AND developing teamwork
10
4. Presentation and r.
Page 1 of 5 HM3031 Leadership Development Assessmen.docxpoulterbarbara
Page 1 of 5
HM3031 Leadership Development
Assessment Details and Submission Guidelines
Trimester T1 2020
Unit Code HM3031
Unit Title Leadership Development
Assessment Type Group Report
Assessment Title Group Assignment
Purpose of the
assessment (with ULO
Mapping)
1) Recognise the difference between managing and leading and the importance of
good leadership in an organisation.
2) Be able to appropriately respond to ethical, legal and strategic concerns relating
to human resource and organisational leadership.
3) Explain how different leadership approaches can be used in different situations.
Weight 40% of the total assessments
Total Marks 40
Word limit Report: Not more than 3000 words
Due Date Friday 11:59 pm of Week 10
Submission
Guidelines
All work must be submitted on Blackboard by the due date along with a completed
Assignment Cover Page.
The assignment must be in MS Word format, single line spacing, 12-pt Arial font
and 2 cm margins on all four sides of your page with appropriate section headings
and page numbers.
Reference sources must be cited in the text of the report, and listed appropriately
at the end in a reference list using Harvard referencing style. A minimum of 10
peer-reviewed references is required.
Page 2 of 5
HM3031 Leadership Development
Assignment 1 Specifications
Purpose:
Teams of approximate 4 students will work together to analyse a leadership situation (see case study “A
meeting of the minds?”, at the end of this document). You will be required to consider various topics and
concepts from the unit to analyse elements of the case study and provide meaningful and justified
recommendations for future actions/strategies going forward. Make sure to refer to relevant theories and
concepts in each section of the report.
Assignment Structure should be as the following:
Required report structure below (word count recommendations are approximate): 3000 words
1. An introduction the purpose and the content of the report.
2. Identify the differences between the management duties and leadership duties the leader is facing
in the case study.
5. Consider how the Managing Director should respond to the:
a. Legal concerns
b. Ethical concerns
c. Strategic concerns
6. Make recommendations on the given situation:
a. Leadership behaviour, attitude and style
b. Conflict resolution
c. Developing teamwork
7. Summary
Page 3 of 5
HM3031 Leadership Development
Marking criteria
Marking criteria Weighting
Report
1. Identify the differences between the management duties and leadership duties the
leader is facing
10
2. Consider how the Managing Director should respond to legal, ethical and strategic
concerns
10
3. Make recommendations on the given situation regarding leadership behaviour,
attitude, style AND conflict resolution AND developing teamwork
10
4. Presentation and r.
This course is designed specifically for youth who are interested in learning more about entrepreneurship and exploring their potential as business owners. Throughout the two-day course, you will gain a comprehensive understanding of the concept of entrepreneurship and its importance, learn how to identify and evaluate business opportunities, and develop a solid business plan to help you succeed. You will gain valuable insights into financial management and learn how to effectively manage your finances as an entrepreneur.
The developmental state the nature of statal policy and institutional refor...Costy Costantinos
How can a developmental state emerge?
What are its characteristics and functions?
Is the model recommended for all African countries?
Did the concept evolve into solid development theory so far?
Who determines public interests? How are they articulated and aggregated?
How do we ensure it can effectively guide economic transformation and development?
How can we ensure that it is accountable and that it acts in the interest of its citizens?
Similar to Analysis of Leadership Detrailments (20)
The developmental state the nature of statal policy and institutional refor...
Analysis of Leadership Detrailments
1. An Analysis of
Leadership Derailments
Why Do Leaders Derail?
T. T. Durai Muammar al-Gaddafi Léo Apotheker
Presented By
Kaleeswaran Sudarsan (G1001065F)
Lim Zi Kai (G1102504H)
Venkataramanujam Kannan (G1101791L)
Zinmar Myint (G1101798A)
2. Agenda
Literature Review
Derailment Factors for the study
Research Methodology
Analysis on T. T. Durai
Analysis on Muammar Gaddafi
Analysis on Léo Apotheker
Conclusion
3. Literature Review
All contribution factors resulted from the research
study such as George & McLean (2007), Stark &
Flaherty (2010) and “Why Global Leaders Succeed
and Fail”, 2011) fall under Four “themes” by Velsor
& Leslie (1995) ~
1. Problems with Interpersonal Relationships
2. Failure to Meet Business Objectives
3. Failure to Build and Lead a Team
4. Inability to Change or Adapt during a Transition
4. Derailment Factors for the study
1. Problems with Interpersonal Relationships
– Imposterism
– Avoiding Responsibility
– Overly Emotional
– Being Egotistic
– Possessing Negativity
1. Failure to Meet Business Objectives
– Acclamation Oriented
– Self-centered and Impulsive
1. Failure to Build and Lead a Team
– Practicing Lonesome
– Lack of Willingness to Listen
– Lack of Trust
1. Inability to Change or Adapt during a Transition
– Lack of Learning and Observation
– Presenting Poor Judgement
5. Research Methodology
Qualitative Methodology
Data Collection
– background and historical data of each leader are collected
from ~
• the existing literature (including academic journals and books) and
secondary data from reliable reports
• other types of sources such as news, interview articles and leaders’
speeches for content analysis
7. T.T Durai - Raise
Born on 22 April 1948
Studied at Raffles Institution
A volunteer in NKF for more than 20 years
Position held:
– Honorary Secretary to the Executive Committee
– Honorary Secretary of the General Council
1992 – Appointed CEO of NKF
8. T.T Durai – Accomplishments
Led NKF through:
– Transformation and conferment as IPC in 1995
– Incorporation as a company limited by guarantee
– Placed under MOH’s Health Endowment Fund
– Income grew from S$71.9m to S$108.7m in 2004
– Reserves grew from S$143.1m to S$240.6m
– Expanded from dialysis to include organ donation advocacy and
preventive health
– Cancer and paediatric patients on top of renal disease
– Establishment of 2 subsidiaries in 1995 (the NKFS International Pte
Ltd and the Asian Children’s Medical Fund Ltd )
9. T.T Durai – Derailment
Ineffective governance from Board of Directors & Executive
Committee
Result: Durai being given absolute power in NKF
Derailment characteristics began to show:
– Egoistic
– Self-centered & impulsive
– Exhibiting poor judgments
10. T.T Durai – Derailment
Egoistic
– Prefers to fly first class
– Using company cars for personal use
– Charging maintenance and taxes of personal Mercedes-Benz 200 to
NKF
– Openly commented during trial that as the CEO, he was entitled to
use the company’s cars as and when he wanted
Self-centered & Impulsive
– Furnishing his new office in Kim Keat Road HQ with a gold-plated
tap as well as a glass-panelled shower and a pricey German toilet bowl
11. T.T Durai – Derailment
Exhibiting Poor Judgments
– Sued SPH and senior writer Ms Susan Long for article “The NKF:
Controversially ahead of its time?”
– Dropped suit when he realized that he accidentally revealed some
discriminating details
• His salary: S$600,000 per annum
– Result:
• Durai’s downfall and derailment as the leader of NKF
• Huge media storm and an investigation into NKF
– Durai and Board of Directors resigned on 16 July 2005
– Jailed for 3 months and repayment of S$4m back to new NKF
13. A Short Story of Gaddafi
1942 - Born in a Bedouin tent
1961 - Entered the military college in the city of Benghazi
1969 - Staged a coup to seize control of Libya, ousting King
Idris.
Though his Arab nationalist rhetoric and socialist-style
policies gained support in the early days of his rule
In his last decade Reached rapprochement with Western
leaders, and Libya became a key provider of oil to Europe
Corruption, Military Interference in Africa, and several
human rights abuses turned much of the Libyan population
against him
2011 - Qaddafi was killed in his hometown of Surt
14. Gaddafi – Derailment
Need for Power
o Continued his one-man rule atop a system that purported to delegate
power to “people’s committees,”
o Lack of Learning and Observation
o He claimed to have relinquished power in 1977. Never happened
Self-centered and Impulsive
o A leaked US diplomatic cable claimed that the Libyan economy was
"a kleptocracy in which the government – either the Gaddafi family
itself or its close political allies – has a direct stake in anything worth
buying, selling or owning".
o Gaddafi's relatives adopting lavish lifestyles, including luxurious
homes, Hollywood film investments, and private parties with
American pop stars
15. Gaddafi – Derailment
Failure to build and lead a Team
o Libyan officials say the anomalies in the state's finances revealed in
the document were the result of complex accounting rules, delays in
settling bills and poor communication between government
departments
Practicing Lonesome
o Libyan officials say the anomalies in the state's finances revealed in
the document were the result of complex accounting rules, delays in
settling bills and poor communication between government
departments not by money being misused or stolen.
Leader Derailing
16. Gaddafi – Derailment
Lack of Trust
o On behalf of the Jamahiriya, met with political activists, journalists
and media figures and warned them that they would be held
responsible if they disturbed the peace created chaos in Libya
Poor Judgement
o Encouraging Split in Nigeria. Praising Split in India in 1947
Leader Derailing
18. Leo Apotheker - Raise
Born on 18 Sep 1953
Studied B.A. Economics at Hebrew University, Israel
Fluent in five of these languages English, German, Hebrew,
French, and Dutch.
Served over 20 years with SAP
Held operations and management positions at several
organizations Altex GmbH, S.W.I.F.T. McCormack & Dodge
Europe, and ABP Partners
Appreciated by France government through awarding the
French Légion d’honneur for his contribution to the French
economy.
Joined CEO and President of HP on Nov 2010
19. Leo Apotheker – Accomplishments
Led SAP into one of the world's leading providers of
Enterprise Resource Planning (ERP) provider software
through:
– In 1995, he served as Founder and Chief Executive Officer of SAP
Belgium and SAP France and also served as President of SAP South
West Europe
– In 2002 he served as Executive Board Member and also President of
Global Customer Solutions and Operations and also Head of North
America SAP Operations for over 6 years
– He also served as Co and Deputy CEO of SAP, later on promoted as
CEO of SAP in 2009
Gained a strong reputation as an intelligent business
strategist of thinking leader and an excellent executive of
customer affairs linked technology progress
Founding President and Chief Operating Officer of the
leading European enterprise capital ECsoft BV
20. Leo Apotheker – Derailment
SAP Administrative Board attained an agreement not to
extend his contract as an Executive Board Member
Result: Stepped down as Chief Executive Officer and resigned
from SAP on February 2010
Derailment characteristics began to show:
- Lack of Learning and Observation
- Failure to Build and Lead a Team
- Failure to Meet Business Objectives
21. Leo Apotheker – Derailment
Lack of Learning and Observation
– Upon joining HP announced a great deal of launching WebOS
enabled touchpad competitor product of Apple ipad
- WebOS enabled tablets and phones sales didn’t go well on market
- Stopped the WebOS experiment globally, Enormous investment waste
– Emphasised and showed more interests about increasing demand of
cloud computing and software’s of higher margin business
– Didn’t focussed more on expanding of consumer business with new
technologies
Failure to Build and Lead a Team
– In April 2011, Leo Apotheker has sent a note to the Executives about
the warning of HP’s business performance for 3rd quarter
– The strategy change, information leaks and earnings disclosure
through his leadership resulted in laying down
22. Leo Apotheker – Derailment
Failure to Meet Business Objectives
– As almost 25% of Hewlett Packard stocks fallen on August 2011
– Result: On September 2011, HP Executive board members have
decided to renew leadership with the fellow board member by
replacing Leo Apotheker as CEO to take gain of market prospects and
execute the winning strategies.
– Hitches with Leo Apotheker were about lack of implementation and
communication it wasn't on the lack of vision as he focussed towards
the high margin earning enterprise business software
23. Conclusion
Imposterism Avoiding Overly Being Egotistic
Responsibility Emotional
Possessing Acclamation Self-centered & Practicing
Negativity Oriented Impulsive Lonesome
Lack of Lack of Trust Lack of Presenting Poor
Willingness to Learning & Judgment
Listen Observation
Editor's Notes
institution of public character (IPC)
institution of public character (IPC)
Problems with Interpersonal Relationships Imposterism Avoiding Responsibility Overly Emotional Being Egotistic Possessing Negativity Failure to Meet Business Objectives Acclamation Oriented Self-centered and Impulsive Failure to Build and Lead a Team Practicing Lonesome Lack of Willingness to Listen Lack of Trust Inability to Change or Adapt during a Transition Lack of Learning and Observation Presenting Poor Judgement