Executive leadership 2012

ANGLIA RUSKIN UNIVERSITY
FACULTY: ASHCROFT INTERNATIONAL BUSINESS
SCHOOL
MODULE TITLE: EXECUTIVE LEADERSHIP
MODULE CODE: BC415007S
ACADEMIC YEAR: 2011/2012
SEMESTER/TRIMESTER: 2-(MBA) BUSINESS ADMINISTRATION
STUDENT ID NUMBER: 1134784/1
SCHOOL OF ACCOUNTING AND MANAGEMENT
LIMITED
HAND IN DATE: AUGUST 13TH
, 2012
SUBMITTED: AUGUST 13TH
, 2012
WORD COUNT: 4,000 WORDS

EXECUTIVE LEADERSHIP
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TABLE OF CONTENTS
Executive summary i
1.0 Introduction 1
2.0 Critical reflection on recent leadership and its effectiveness 3
2.1 Leadership styles 3
2.1 Motivation and Job satisfaction 4
2.3 Emotional and social intelligence 6
3.0 Theoretical concept of the above leadership elements 8
4.0 Recommendation for future leadership development 11
5.0 References i
6.0 Bibliography
7.0 Appendices

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EXECUTIVE SUMMARY
Leadership is a fundamental requirement of an organization’s survival. The
dynamics an organization goes through during its life cycle, demands leaders
who are flexible and adaptive to change. Leadership styles become a critical
requirement in expediting such changes because not all styles are suitable for
all situations. In this report, various leadership styles and theories have been
described; some of the theories explored include:
 Trait Theory
 Behavioral Theory
 Contingency or Situational Theory.
There are many leadership styles which are suited to different organizational
settings such as; Visionary, Transformational, Situational and Transactional
Leadership. This report details a critical analysis of the writer’s leadership
experience within the Trinidad and Tobago Police Service, where she was a
supervisor of Information Technology Unit.
The writer as a newly appointed leader of the department identified three
leadership issues as critical for restoring organisational and developmental
goals to help her in pursuit of personal growth, through alignment of a mission
in attaining her vision. The three leadership challenges addressed in this
report include:
 Leadership styles
 Motivation and Satisfaction
 Emotional intelligence
along with other recommendations for a future leadership development plan.

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1.0 INTRODUCTION
Leadership is the provision of guidance to others in execution of a shared
dream. This simple definition implies that leadership exists only if there are
people to be led and there is a circumstance that demands it. Leadership is an
art of inspiring others to achieve shared dreams (Hersey & Blanchard, 1996,
p.34-39); it plays an instrumental role in the success of any organization. An
effective leader is one who is able to motivate his subordinates and inspire
them to commit themselves to the vision and objectives of an organization, he
should possess leadership skills that are suited to organisational dynamics.
This means that she/he should know that an organization goes through various
stages during which it encounters varied challenges that require special
leadership strategies to expedite them. According to Bennis, Spreitzer and
Cummings (2001, p.128), an effective leader is a leader who is able to adopt a
flexible leadership style that befits the dynamics of organizational life.
There are many leadership styles in existence today; some of the most
common styles include servant leadership, transformational leadership,
visionary leadership, transactional leadership, and autocratic or coercive
leadership (Davis, 2011, p.47). The writer of this paper is a supervisor of
Information Technology Unit in the Trinidad and Tobago Police Service, though
with little experience in Information Technology, she wields in excess of
fifteen years’ experience in policing. In this new designation, she has to
coordinate activities of a team of female officers who are tasked with the
responsibilities of ensuring that communication channels a re up and
functioning at all times. Some of her other duties include:
 Assigning, directing and reviewing the work of subordinate
 Planning and carrying out the training and development of staff
 Evaluating employees work performance,
 Planning, scheduling and coordinating work operations
 Solving problems related to the work supervised

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 Determining material, equipment and facilities needed
 Participating in projects relating to assigned responsibilities
 Monitors and ensure security files are not compromised
 Determining the needs and developing plans to meet the needs of
customers
The writer was promoted to this position in early 2009 after meeting
leadership evaluation criteria by her senior unit supervisor which was
identified in a SWOT Analysis The evaluation found a close association of the
writer’s personality traits and type A personality attributes such as sensitivity
to time, result-oriented, ability to lead others by example, ambitious, and, the
ability to multi-task (Friedman, 1996 p. 31). The transcripts of the SWOT
questionnaire are attached to the appendices a-t). Besides her formal
occupation as a supervisor within the police service, she is also engaged in
counseling youths, teaching aerobics and charitable activities along the East
West corridor. She is also Vice-Chair of the Calder Hall Youth Organisation,
advisor to the Big Sister Foundation and a member of the Association of
Business Executives. The ability to involve in these hordes of informal
activities whilst working in the police service is one of the strengths that were
identified by her supervisors to warrant promotion into this new role.
The writer’s vision is to become an effective leader by bridging the
weaknesses identified in her SWOT assessment, while leveraging on her
strengths. The weaknesses include impatience, exasperation, and irritation.
She is obsessed with results in all she does and easily gets frustrated and
irritated when results are not forthcoming (Friedman, 1996, p.32). She was
promoted to this position amid leadership crises in the unit which had
resulted in high staff turn-over, low motivation leading to poor performance
and high conflicts among the subordinates in the unit.

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2.0 CRITICAL REFLECTION ON RECENT LEADERSHIP AND ITS EFFECTIVENESS
At the time of promotion to leadership of the Information Technology Unit, it
comprised mainly of female employees who had been led in the past by men.
This Information Technology department is one of the 32 units that make up
Trinidad Tobago Police service which has an overall population of 6,399 full
time police officers and 790 supplemental officers. There was a dire need for
change leadership as evidenced in the transcripts attached to the appendix
and the writer was promoted to this position with senior management’s trust
and confidence of restoring order in the unit.
From the existing problems which the writer was briefed upon he r promotion,
it was evident that the lapses stemmed from poor leadership qualities and
styles that were oblivious to subordinates’ diversity. As the new leader she
considered leadership styles, motivation and job satisfaction, emotional and
social intelligence as critical leadership issues of concern in addressing the
problem. Their application and effectiveness are as described below:
2.1 LEADERSHIP STYLES
Previous supervisors of the Information Technology Unit were
predominantly male officers who employed transactional and autocratic
leadership styles characterized by issuance of orders which demanded
strict adherence by the subordinates. They did not listen to the plight of
their subordinates and lacked leadership skills to align the objectives of
the employees with the vision and goals of the organization. They
employed one-way top-down communication which did not allow them to
listen to their subordinates’ complaints and views on t he way they wanted
to be led. The subordinates were not given avenues of communicating
their issues to the management and only received orders from above as
evidenced in most of the research responses in the transcripts attached to
the Appendix. Most of the respondents cited transformational, visionary,

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situational, and servant leadership as the most appropriate leadership
style that will restore motivation and commitment among the subordinates
in the Information Technology unit. The writer considered
Transformational and Visionary leadership as the most effective styles of
solving leadership crisis. The change leadership employed identified the
organizational vision which is maintenance of law and order and employed
inspirational skills to make subordinates commit themselves to its
achievement. The new leader’s skills and attributes such as integrity and
effective communication as cited in question one of the transcripts in the
attachment were instrumental in effective implementation of the above
proposed change leadership. The key strategies involved interpretation of
the organization’s vision to the subordinates and creating value and
meaning to their work. Many of them were able to identify higher reasons
of working such as self-actualization and fulfillment than money.
Transformational and visionary leadership led to improved motivation, low
staff turnover and improved quality of work as seen in figure 2 in the
appendix.
2.2 MOTIVATION AND JOB SATISFACTION
From the attached research transcripts, it is clear t hat lack of motivation
among the employees in the Information Technology department is one of
the primary causes of poor performance. Some of them felt undervalued
and exploited instead of being appreciated for their efforts at work. From
this background information, it was apparent for the writer to employ
motivational skills to promote job satisfaction among the subordinates.
The basic motivational skills employed by the writer included recognition
of subordinates’ efforts by word confirmation, promotion, recognition of
their objectives and commitments in life, and inter-personal
communication (Grenway, 2008, p.21; Petroni &Colacino, 2008 , p. 22).
Word confirmation of subordinates’ efforts involved praising distinguished

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performers and encouraging them to keep up the spirit of hard work.
Those who did not merit this recognition were also encouraged to improve
their performance. The writer implemented promotion strategy at the
unit’s level by delegating supervisory roles to high performers and
encouraged others to follow suit in order to prepare themselves for future
supervisory roles in the larger police service, she also communicated their
recognition to senior management. Delegation of duties promoted self -
management among the team members which reduced leadership
involvements. Inter-personal communication between the writer and
subordinates, also, among subordinates themselves promoted unity of
purpose and teamwork which were essential in reducing conflicts and
promoting employees’ commitment to the organizational objectives. The
writer employed open door policy to enhance interpersonal
communication.
Recognition of subordinates’ commitments in life made them feel valued
by the organization and boosted their motivation to work. This open door
policy encouraged open communication from the subordinates without
victimisation. The writer’s active listening skills were essential in
understanding the subordinates’ plight. She then used communication
skills to correlate these commitments and the organization’s ob jectives.
The subordinates were able to see how achievement of the organization’s
goals is critical in achievement of their personal objectives and self-
actualization. The cumulative effects of motivation led to the improvement
in employees’ job satisfaction as seen in improved performance, decline in
conflicts, complaints and disagreements, and a reduction in staff turnover
rate (Manzoor, 2011, p.3-4). Behavioral and contingency theories are well
explored in this change leadership plan. The writer used her personal
behavioral traits and the premise of situational theory to motivate

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employees to higher commitment to the Trinidad and Tobago Police
Service.

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2.3 EMOTIONAL AND SOCIAL INTELLIGENCE
Emotional and social intelligence is the leadership ability to identify and
control one’s emotions and others’ (Kluemper, 2008, pp.1407). Emotional
intelligence is essential in identifying one’s leadership strengths and
weaknesses and developing measures to expedite weaknesses while taking
advantage of opportunities borne from strengths. It helps a leader to
understand the strengths of the subordinates and develop a good inter -
personal relationship with them. According to Davis (2011, p.35), there are
two major perspectives of emotional intelligence; inter -personal and intra-
personal intelligence. The former embodies the ability to understand other
people; it helps a leader to know how other people work, what motivate s
them, and how to develop a working relationship with them. Intra -personal
intelligence is one’s ability to comprehend self; it helps a leader to access
personal thoughts, feelings, the way of working, likes and dislikes,
purpose, and the relationship between them. Ruderman et al. (2001, p. 3 -
4) underscores that the knowledge of self is helpful to a leader in
developing a leadership style which is authentic to one’s personality and
building motivational philosophies for success in leadership. The key
competences in emotional intelligence include self-awareness, self-
regulation, motivation, empathy, and social skills. Self- regulation helped
the writer to manage internal states through adaptability, self - control,
trustworthiness, and conscientiousness. Motivation helped the writer in
developing a guide to facilitate achievement drive, commitment, and
optimism among the subordinates. Empathy or awareness of others was
critical in leveraging diversity, developing followers and developing a
service orientation geared towards leadership change that enhances
performance (Davis, 2011, p.38). The writer’s social skil ls were used in
effective communication, influence, conflict management and resolution,
cooperation and collaborations, also building team bonds.

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The knowledge of her subordinates was sought through team interactions
and interpersonal communication between them. She lobbied for team
building sessions from senior management to enhance team interaction to
expose subordinates’ strengths and weaknesses. Self -awareness and
knowledge of the subordinates were used in developing a team culture
that values staff diversity and promote performance (Luca & Tarricone,
2011, p.369). The effective implementation of emotional intelligence and
its findings was helpful in promoting teamwork among the unit’s
employees and consequent improvement in performance. Behavioral
theory is well explored in emotional intelligence because personal traits
and behavior of the writer were used in promoting team cohesion among
the subordinates (Masoudi, 2011, pp. 540-543).The overall effects of the
application of emotional intelligence, employees’ motivation,
transformational and visionary leadership styles led to high performance
in the Information Technology unit, low staff turnover, a decline in
conflicts among subordinates and the new supervisor. These indicators
were reflected in the first and subsequent years of performance appraisals
in the unit. The writer was capped as the most effective and productive
supervisor in the history of that department. A research was conducted in
the police service after two years of the writer’s reign as the supervisor of
Information Technology Unit to find out which department employees
preferred most to work in. The opinion poll indicated that 70% of them
would prefer Information Technology department as shown in figure 1 in
the appendix. The results show a big performance improvement when
compared to 10% of 2007 during the reign of the writer’s predecessor as
shown in figure 3 in the appendix. A performance assessment of 2010 on
how each department faired towards the achievement of key performance
indicators (KPIs) for that year indicated that Information Technology unit
was the most productive at 52% when compared to two other top

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performing units or departments. The results show that the writer’s
leadership style was effective.

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3.0 THEORETICAL CONCEPT OF THE ABOVE LEADERSHIP ELEMENTS
The success of any group entity or organization is determined by its
leadership. The positive difference in the performance of Information
Technology Unit seen during the tenure of the writer as the unit’s supervisor
underscores that different leadership styles have different impacts on leader -
led relationship and performance of an organization. There are different types
of leadership styles such as transactional, transformational, visionary, and
situational leadership.
Transactional leadership, also referred to as managerial leadership, is
characterised by strict adherence to an outline of commands. This
leadership style uses reward and punishment as a motivational tool.
According to Bass (2008, p.50), people working under a transactiona l
leader are motivated to work hard in order to be rewarded and evade
punishment. The predecessor of the writer employed a managerial style
of leadership characterised by issuance of orders and commands to the
subordinates. The system denied the latter a channel of communicating
their plight to their leaders leading to frustrations and high staff
turnover (Vroom & Jago, 1974, p.325). This was expected because one
way communication leads to lack of understanding by the communicator,
who is the supervisor in this case. This will consequently result in
dissatisfaction and eventual quitting of jobs by employees.
Transformational leadership entails motivation of subordinates and
connecting their individual objectives in life with the vision and goals of
the organization (Alimo, Metcalfe & Alban-Metcalfe, 2001, p.5-8). Its
popularity is based on its ability to identify subordinates with the
organization’s objectives and goals, which promotes greater
commitment to work. Burns is one of the proponent theorists of
transformational leadership. In his book titled “Leadership”, it is
underscored that transformational leadership transcends usual
relationship between a leader and followers and inspire them to a

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higher commitment to work that leads to personal fulfillment and self-
actualization (Davis, 2011, p.11; Burns, 1978). It makes subordinates
feel they are part of ownership of the organization. This higher
inspiration can be achieved through leader’s focus on organization’s
vision, appealing to the senses of followers, creating value and meaning
in their work, and disseminating adequate information on roles, duties,
and organizational philosophies.
Visionary leadership entails setting a vision and mobilising foll owers to
the commitment of its achievement. A visionary leader translates the
vision of an organization into a meaningful and individualised
philosophy, consistent with each individual’s objectives and motivate s
them to its pursuit. According to Wang, Chich-Jen, and Mei-Ling (2010,
p.3925), visionary and transformational leadership leads to improved
organizational performance.
The use of motivational and inspirational skills by the writer transformed the
perception of her subordinates about their work and improved their
commitment to the vision of the organisation. Such skills included open-door
policy, active listening skills, involving subordinates in the decision making
process by listening to their opinions and integrating them in to the work plan.
According to Saleem, Mahmood, and Asif (2010, p.215), motivation of
employees promotes their loyalty in their leader and emotional attachment to
the organization which leads to job satisfaction. A satisfied employee is self-
driven and performs assigned work with minimum supervision (Ukandu &
Ukpere, 2011, p.11523). In general, job satisfaction leads to improved
performance and low staff turn-over (Saleem, Mahmood, & Asif, 2010, p.14).
The effectiveness of the application of emotional and social intelligence is well
grounded in theory. According to Kafetsios and Zampetakis (2008, p. 715),
emotional intelligence promotes social relationship and trust among
employees in an organization. The two organizational elements improve

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employees’ job satisfaction and good performance. Blake, Sheperd, and
Mouton (2008, p.144), argues that the most effective leadership style is the
one that leverages on the balance between concern for organization’s workers
and its vision.

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4.0 RECOMMENDATION FOR FUTURE LEADERSHIP DEVELOPMENT
The writer has succeeded in her leadership role as a supervisor of Information
Technology unit; however, there is still an opportunity for improvement and
thus the need to explore more fields of effective leadership. From the
leadership experience, the writer identified team trust, motivational skills,
effective communication, developing an effective working team and personal
leadership as fields of leadership growth to be explored. The vision is to
become an effective change leader in the police service. Described in table 1
below are the leadership development action plan and required support
materials and tools. The rationale of the leadership development plan is the
fundamental believe that while leadership is an inborn trai t, its success is
greatly influenced by a leader’s traits, behaviors, and the situation that
requires leadership Bennis (2007, p.4).

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Leadership Strategy Required skills an attributes Actions Tools and support materials Timeline
Effective communication
Clear communication up, down,
and across the Unit’s ranks,
consultative actions, confidence, and
active listening skills
Attending workshop seminars on
effective communication skills, initiating
self- help reading programs of
communication skills through online
support and literature on
communication skills, and leadership
consultation from successful leaders in
various capacities.
Support of top management of Trinidad
and Tobago Police Service, seminars and
workshops, a coach and a mentor, and
assessment questionnaires to assess
progress
The program will commence on
1st October, the year 2012 and last
for five weeks. Assessment will be
done after every fortnight to
ascertain whether the program is
effective or not.
Motivational skills
To know what drives and
motivates team members of
Information Technology Unit, to
develop motivation skills, to
promote trust and team-work spirit
in the team, to develop abilities to
correlate personal objectives of
subordinates and the vision and
goals of an organization, and to
know personal leadership
weaknesses and strengths
Lobbying for team interaction through
team building sessions for the
department, lobbying for rewarding of
distinguished performers at work, living
the vision and objectives of the
organization, adopting professional
coaches and mentors, implementing an
open-door policy which is essential in
developing inter-personal relationship
and friendship between the writer and
subordinates
Police Service’s support, workshops and
seminars on motivational skills, developing
emotional intelligence, developing inter-
personal relationship with subordinates,
coaches and mentors, and distribution of
prints of organization’s philosophies such as
mission and vision to the subordinates
The program Events will take
Two months beginning from the
Second week of November 2012.
The writer will go Through the
development plan for two weeks
and then conduct her
subordinates. Through the same
Program for the remaining six
weeks of the program. Two Team
building sessions will be scheduled
in the second and fourth week of
the program. An evaluation of
emotional and social intelligence
progress will be evaluated at the
third and sixth week of the
program to measure effectiveness
of the intervention program.

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Team trust
Open Communication, honesty, self-
awareness and knowledge of team
members, self-confidence, self-
awareness, knowing what motivates
subordinates and how to develop
skills that promote trust and
confidence among them
Attending leadership trainings,
seminars, and workshops, personal
meditation and reflection, and allowing
others to assess the writers weaknesses
and strengths and my values, and being
open to criticism and willingness to take
advice.
Coaches and mentors, assessment tools like
DISC questionnaires , Organizational support
and reading materials on how to develop
trust among workers
A six weeks’ program will be
implemented after communication
program. A coach will guide the
writer through a single session
every week with a professional
coach. Reading and self-reflection
throughout the program will be
critical. Evaluation of personal
value system will be done by at
least two external contact
evaluators on weekly basis. A team
building session with subordinates
will be organized when the training
program ends.
Personal leadership
profile
To develop emotional intra-
personal intelligence, to know
personal weaknesses and strengths,
self-knowledge of the writer’s
character and developing it into a
personalized leadership profile.
Administering Questionnaires seeking
opinion and views of others about the
writer, consulting other successful
leaders on effective leadership style that
suits my work situation and personality
type, researching on the leadership
styles of previous supervisors to know
why they failed or succeeded, and
carrying out a research in the external
organizations on the various leadership
styles and their effectiveness
A coach and a mentor, Team members,
Materials on developing leadership skills,
organizational support assessment
questionnaires.
The program will take five weeks
following team trust. Evaluation of
the writer’s personality
development and strengths will be
done at the beginning and end of
the program to assess the
reliability of the program. Coaching
and training on how to use the
exposed personality strengths to
develop leadership opportunities
will also be employed.

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Developing an effective
working team
Clear purpose, effective processes
and systems, good communication,
cooperation and participation,
mutual trust, commitment,
supportive environment and
appropriate leadership
Professional training on building
teamwork, workgroups, and teams
through seminars and workshops,
extensive reading on teamwork,
consulting successful team leaders on
how to promote teamwork in a work
group, and developing a Consultative
leadership with subordinates to find out
how they want to work.
Organization’s support subordinates
cooperation.
Mentors and coaches, literature on
leadership, and evaluation and assessment
toolkits for assessing progress
The training program will last for
six weeks after developing a
personalized leadership style.
There will be two mentorship and
coaching sessions per week. An
assessment questionnaire will be
administered to the subordinates
to seek their views on the way they
want to be led at the training’s
end.
Table1: Recommended leadership development plan

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The above leadership development plan will be implemented in six months as
seen in the timeline column of the table. The assessment criteria will entail
the administration of two assessment questionnaires at the beginning and end
of the leadership plan to collect people’s opinions of the effectiveness of the
writer as a supervisor of the Information Technology department. The findings
from the two assessments will be compared to verify whether the intervention
program is effective or not. The vision and objectives of the plan are specific,
measurable, attainable, realistic and time bound (S.M.A.R.T). This is because
the required skills and attributes in the plan are key elements of effective
leadership consistent with theoretical expectations. For instance, the writer’s
leadership style is transformational and visionary as described above. The two
leadership styles embody attributes of effective communication, motivation,
and team trust (Burns, 1978; Davis, 2011, p.12).

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Lowth, G., Prowle, P. and Zhang, G. (2010) The impact of economic
recession on business strategy planning in UK companies .
CIMA: Research Executive Summary Series, Volume 6,
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from America’s best-run companies.
Warner Books.
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Basingstoke: Palg rave MacMillan.
Schein, E. H. (1990) „
Organisational Culture.‟
American Psychologist, February 1990. pp. 109 – 119.
Siedel, S., Rosemann, M. and Becker, J. (2008). Proceedings 16th European
Conference on Information Systems.
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Wilson, D. C. and Rosenfeld, R. H. (1990). Managing Organisations
McGraw Hill.

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7.0 Appendices
S.W.O.T ANALYSIS OF LEADERSHIP WITHIN THE T.T.P.S INFORMATION
TECHNOLOGY (IT) UNIT
Transcript 1
1. In your opinion what are the personality traits of the supervisor?
(list at least three)
a. Optimistic
b. Trusting
c. Persuasive
d. Aggressive
2. Please explain briefly two of the traits in question 1
a. Optimistic trait: I have worked with the new IT supervisor for the last two years
during the time which I have known her as a person who believe in
possibilities. She has never given up in any task assigned to her even when it
was hard to many of us
b. Persuasive trait: There was a time when I thought of quitting my job. I
consulted her and she strongly encouraged and persuaded me to stay. She
challenged me to change the organization if I thought it was not a good place
to work at.
3. In your opinion, what are the strengths of the Supervisor?
a. Good communication skills
b. Good relationship with others
c. Trustworthiness

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4. What are her weaknesses?
a. Unwilling to admit defeat
b. Easily gets frustrated when results are not forthcoming
5. In your opinion, what are the solutions to the weaknesses?
a. The new supervisor should learn that one instance of failure is not an overall
verdict of failure. She should accept to learn from failure and defeat.
6. What are possible threats she will face if promoted to IT supervisory role?
a. Constant conflicts among the subordinates
b. Insufficient support from senior management
7. Do you think the new supervisor will succeed?
a. Yes! This is because of his personality traits listed in question 1
8. Which is the most effective leadership style for change in IT department?
a. I don’t know
9. What is/are the current problem (s) in the IT department?
a. Trust
b. Communication breakdown
c. Failure of management to appreciate workers
10. Cite a justification for your believe that there is a leadership problem in IT unit
a. A colleague of mine was transferred from this unit after telling the supervisor,
that she did not like how she spoke to her

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Transcript 2
1. In your opinion what are the personality traits of the writer?
a. Strong willed
b. Persuasive
c. Ambitious
d. Ability to multi-task
a. Ambitious trait: The new IT supervisor once shared with me during a lunch
break that she will become a senior of Trinidad and Tobago Police Service
someday. I think the new appointment confirms her ambitions
to work at.
3. In your opinion, what are the strengths of the writer?
a. Aggressive
b. Consistency
a. Impatience
b. Easily irritated
a. N/A

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ix
a. Internal organizational politics
b. The poor performance record of predecessor
a. It depends on her leadership style.
a. Transformational and situational leadership style
9. What is/are the current problem(s) in the IT department?
a. Trust
b. Low salaries
c. Inaccessibility to management
a. N/A

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x
Transcript 3
a. Friendly
b. Warm
c. Ambitious
d. Aggressive
e. Has the ability to lead
a. Friendly trait: I have never seen her frowning. I have known her as a smiling
person
b. Aggressive trait: I worked with her and during she always completed her
assigned tasks ahead of most of us
a. Aggressive
b. Good communication skills. She is precise and clear in her communication
a. Obsession with result pursuits
b. Workaholic
a. Should learn to accept either a positive or negative outcome in any work

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a. High expectations in the department
a. She will succeed because of her aggressiveness
a. Visionary leadership style
a. Trust
b. Low salaries
a. A colleague of mine was transferred from work last year when she was
considered to be lazy

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Transcript 4
a. Honesty
b. Understanding
a. Honesty: I have her as a person who does not hide anything when called upon
to give an opinion or advice someone.
a. A good and positive personality
c. Good relationship with others
a. Should learn to accept either a positive or negative outcome in any work

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xiii
b. High staff turnover
c. Lack of sufficient support from senior management
a. She will fail because of high staff turnover and lack of support from senior
management
a. Transformational leadership style
a. No avenues to express grievances
b. Trust
c. One-way dictatorial communication from supervisors to workers
a. N/A

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xiv
Transcript 5
a. Trustworthy
b. High integrity
c. Hardworking
d. Supportive
e. Sensitivity to time
a. Trustworthy: She is trusted by many workers in IT unit compared to her
predecessors.
b. Hardworking: This is her second promotion since joining Trinidad Tobago
Police Service. There is no any other person who was employed the same time
with her who has achieved this.
a. Her good listening and understanding attribute
d. She know the problems in the Unit because she has worked in it for a long time
a. She easily trusts people. This can be used by wicked subordinates to plot her
down fall
b. She is over-confident with her way of doing things
a. She should not trust many people

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xv
b. She should surround herself with positive people
a. Low salary
c. Low motivation among employees in the department
a. I don’t think
a. Autocratic leadership
b. Inability of supervisors to listen to subordinates’ plight
c. Trust
a. I was denied an off to take my child to hospital

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Transcript 6
a. Strong-willed
b. Careful
c. Enthusiastic
d. Aggressive
a. Aggressive: She has already undertaken measures to establish the effective
means of solving
b. Problems within the short time of her appointment
a. Aggressiveness
b. Good relationship with others
c. Easily trusted because she consults her subordinates
a. She involves many people decision making. Ill-motivated ones might mislead
her
a. She should not trust many people

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xvii
a. Ill-motivated and greedy subordinates
b. Lack of employees’ motivation
c. Bureaucratic management style
a. She can succeed if she develops a good relationship with her subordinates
b. Poor motivation among subordinates
c. Trust
a. The supervisor do not appreciate worker’s efforts

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xviii
Transcript 7
a. Strong willed
b. Persuasive
c. Ambitious
a. Ambitious trait: The new IT supervisor once shared with me during a lunch
to work at.
a. Aggressive
b. Consistency
a. I don’t know any of her weaknesses, if there are.
a. N/A

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xix
a. Internal organizational politics
b. The poor performance record of predecessor
a. It depends on her leadership style.
a. Trust
b. Low salaries
a. N/A

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xx
Transcript 8
a. Friendly
b. Ambitious
c. Aggressive
a. Friendly trait: I have never seen her frowning. I have known her as a smiling
person
b. Aggressive trait: I worked with her and during she always completed her
assigned tasks ahead of most of us
c. Ambitious trait: The new IT supervisor once shared with me during a lunch
a. Ability to bond with people
b. Aggressive
c. Good communication skills. She is precise and clear in her communication
d. Good understanding skills
b. Lack of leadership experience
c. She is over-ambitious
a. She should go slow and expect anything in an undertaking

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xxi
What are possible threats she will face if promoted to IT supervisory role?
b. Lack of motivation in the department
c. Laziness among her subordinates
a. She will succeed if she expedites her above weaknesses
a. Situational and servant leadership styles
a. Autocratic Leadership
b. Lack of trust among the subordinates
c. Imposing male supervisors on female workers
a. N/A

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xxii
Transcript 9
a. Trusting
b. Understanding
c. Cautious
d. Exacting
e. Honesty
a. Honesty: I have her as a person who does not hide anything when called upon
to give an opinion or advice someone.
a. Trustworthiness
a. She lacks leadership experience
b. She will not be able to lead people who are mostly older than her
a. She should widely consult older and successful leaders in her duties

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xxiii
a. Older employees might ignore her leadership because she is younger
c. Lack of sufficient support from senior management
a. She will fail because of high staff turnover and lack of support from senior
management
a. Transformational leadership style
b. Lack of sufficient motivation
c. One-way dictatorial communication from supervisors to workers
a. No avenue of expressing your problems to the supervisors

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xxiv
Figure 1
PEOPLES PREFRENCE ON WHERE TO WORK IN THE TTPS, DURING 2007 TO 2009
Figure 2
RELATIVE ACHIEVEMENT OF KPIS IN THE TTPS BETWEEN THE PERIOD 2007 TO 2009.
70%
20%
10%
PERCENTAGE OF PEOPLES PREFERENCE OF
WHERE TO WORK IN THE TTPS
INFORMATION TECHNOLOGY UNIT SPECIAL UNIT OTHERS
52%
38%
10%
PERCENTAGE PERFORMANCE OF THE TOP
THREE UNITS IN THE TTPS

BC415007S 134784/1
xxv
Figure 3
PERCENTAGE PREFERENCE OF WHERE TO WORK IN TTPS BETWEEN 2000 TO 2006
52%
38%
10%
PERCENTAGE PREFERENCEOF WHERE TO WORK IN
TTPS BETWEEN THE PERIOD 2000 TO 2006

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