Leadership - leader, followers, situational

1. Table of Contents
Abstract.........................................................................................................2
1. Introduction............................................................................................2
2. Miss X – Manager, Centralized Lifecycle Management.........................3
2.1 Background and Current Role.......................................................................................... 3
2.2 Evaluation of Leadership Style ........................................................................................ 4
2.2.1 Personal Values......................................................................................................... 4
2.2.2 Flexibility.................................................................................................................. 5
2.3 Identification of Leadership Style – The Affiliative Leader............................................ 6
2.3.1 Critique...................................................................................................................... 6
3. Mr XX – Service Manager, Global Secure Access..................................8
3.1 Background and Current Role.......................................................................................... 8
3.2 Evaluation of Leadership Style ........................................................................................ 9
3.2.1 Team Leadership via Project Delivery...................................................................... 9
3.2.2 Managing his own team.......................................................................................... 10
3.3 Identification of Leadership Style – The Democratic Leader........................................ 11
3.3.1 Critique.................................................................................................................... 11
3.3.2 Approach for his own Team.................................................................................... 12
4. Mr X – Senior Operations Manager, Network Support.......................13
4.1 Background and Current Role........................................................................................ 13
4.2 Evaluation of Leadership Style ...................................................................................... 14
4.2.1 High Visibility ........................................................................................................ 14
4.3 Identification of Leadership Style.................................................................................. 16
4.3.1 Critique.................................................................................................................... 16
4.4 Conclusion...................................................................................................................... 17
References...................................................................................................17

BMLS5103 – Leadership Styles Nor Helmee Bin Abd Halim
2
Abstract
This paper presents an evaluation of three different leaders in XYZ Malaysia, a multi-national
company headquartered in the USA. The company is located in Cyberjaya, the heart of MSC,
Malaysia. XYZ Malaysia is an offshore hub covering global outsourcing network support and
services. The three chosen star leaders are Miss X, manager of a Centralized Lifecycle
Management team covering global IBM company. Her team is located in India and she is managing
the entire team remotely from Cyberjaya. The second star leader is Mr XX, Service Manager of
Global Secure Access. His team is a subset of a larger Service Management portfolio dedicated to
Shell OIL account. The final star leader is Mr X, Senior Operation Manager of Global Customer
Support Services. The team is part of the global network support and incident management
covering global sourcing accounts. There are at least twenty more managers in Cyberjaya office,
but the three star leaders were chosen because each one of them is unique and different in many
ways. Each profile includes their current role and background, evaluation of each profile leadership
style through observations and identification of the leadership style based on the criteria given.
1. Introduction
A simple leadership definition as defined by Bass (1960) is the power or ability to lead other
people. The concept of leadership comprises a wide range of different interpretation regarding the
characteristics of the leader, behaviors or traits, impact on employees and their activities.
Leadership plays a critical role in an organization for business success as well as to stay
competitive in the market.
In 1967, the first researcher Fred Fiedler (1967), identified three major components in
leadership process; 1) Leader 2) Follower 3) Situation. He developed his contingency model of
leadership theory based on these components. Further research by Hollander (1978) discussed the
transactional approach to leadership called interactional framework. As shown in Figure 1.1, the
framework depicts leadership as a function of three elements; 1) The leader, 2) The followers, and
3) The situation.
Figure 1.1 – An Interactional Framework for Analyzing Leadership

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According to Hollander (1978), leadership process can be examined by each level of
analysis separately as well as examine the interactions among the three elements, represented by
the overlapping areas in the above figure. In the following chapter, we will describe and evaluate
the three chosen star leaders on how the three elements affects each other in the leadership process.
2. Miss X – Manager, Centralized Lifecycle Management
2.1 Background and Current Role
Miss X or “Miss X” was born in 1980. She is the youngest among three star leaders. She comes
from a family of five, where her father is a retired supervisor while her mother is a full time
housewife. In 2001, she graduated from Multimedia University, Cyberjaya with a degree in IT
software engineering. Three years ago she completed her MBA from the same university.
Miss X started her career in the same year she graduated as a Service Desk Analyst in HP.
After a short stint in HP, she joined IBM for Technical Solution Specialist. After three years with
IBM she moved on and joined another multinational company, Shell OIL as an Operations
Engineer. In 2008, Shell OIL IT operations were outsourced to three different bundles, XYZ for
network bundle, HP for Desktop services and T-Systems for hosting services. Her current position
is Operations Manager managing Incident Management team for the IBM company. Ironically,

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the account that she was familiar with during the early days of her career. In this role, her
responsibility covers incident management for forty two and ten sub accounts of IBM.
Her role is quite challenging when she has to manage her followers in India remotely from
Cyberjaya. She is managing a team consists of fifteen followers. The primary responsibility of the
team is to interface with customers on incidents related to network and technical issues, and
collaborating with customers and other XYZ internal teams for resolution process. Miss X ensures
all complaints are entertained by her followers and managing customer’s expectations for
resolution progress. She also required to ensure the team is working cohesively, keeping her
followers motivated to handle customer’s issues and ensure they achieve the goals set by the
business unit. Figure 2.1 shows the followers of Miss X.
Figure 2.1 Miss X’s Direct Reports.
<<omitted>>
2.2 Evaluation of Leadership Style
Miss X generally adjusts and adapts to the situation in fulfilling her everyday responsibilities.
2.2.1 Personal Values
2.2.1.1 Easygoing
Judging by Miss X’s personal appearance and personality, she lives her life to the fullest. She
always looks calm, no sign of stress and looks comfortable in her current role. Her characteristics
are also echoed by one of her followers when asked to give an opinion about her. “She’s cool and
gives autonomy to us to deliver our tasks”, commented by Siddesh or Sid. Her style is seen matches
with one of the common leadership styles – laissezfaire. It is also her personal choice of leadership
style in her response to my brief interview while preparing this report as depicted in Figure 1.2.
Figure 2.2 – Snippet of Miss X’s response.

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2.2.1.2 Protective
Another example of how Miss X maintains her relationship with her subordinates is she did not
jump into conclusion too easily. In customer orientation environment, communication skills are
very important. Due to many factors like cultural differences and language barriers, customers may
get offended when they misinterpret the message they received via email. The customer usually
escalates to the manager to share their dissatisfaction over the issue and demanded stern action to
be taken. Her reaction in mitigating this issue is she will investigate the allegation herself and
immediately send an apology note to the customer. She will then hold a discussion with the
employee and discuss how to improve the situation in the future. Most of the time, it is merely a
misunderstanding as choice of words used is not appropriate. She did not punish her staff as
suggested by the customer, but she used a different approach by providing training in remediating
the issue. As we continue to learn from mistakes, her followers feel protected and they will try to
avoid it in the future. This situation is witnessed by myself since the customer looped me since we
work under the same business unit.
2.2.1.3 Caring
This may sound something small but Miss X remembers her followers’ birthday. She will not just
send a simple “happy birthday” notes, but she will include some meaningful lines showing that
she really cares about them. She does this to her peers as well. At the end of every quarter, she
organizes a small birthday bash for them. Her followers felt appreciated and their sense-of-
belonging, increased by her kind gesture.
2.2.2 Flexibility
As combining leadership styles have been argued to be the preferred way by many researchers,
Miss X is seen to apply a different leadership style to complement the dynamic working

6
environment she lives in. As cited by Issue, Held and Reaiche (2015) referring to Murphy (1941),
situational theory was developed to highlight the importance of situational factors and how they
impact leadership effectiveness. Leadership is naturally situational and this theory highlights
that there is no better single leadership style for all situations, and conversely encourages
leaders to consider the impact that situational variables can have on the effectiveness of a behavior.
2.2.2.1 Flexi-hours
One of the corporate goals is cost-savings policy across the board. Implementing “hiring freeze”
by each business unit is one of the objectives in achieving that goal. Many teams, including her
team are impacted by this policy. Sadly, people leave and no replacement is granted. She uses her
creativity within her capacity and allows her followers to “work from home”. Her justification
for doing this is to allow her followers to be more productive as they can start working on them
remotely as they don’t have to beat the morning rush hour. Upon completing their work, they can
spend the additional hours with their loved ones instantly. Her flexibility in tackling this issue
improves the morale of her followers, they become more productive as well as improves the
wellbeing of the team. Since Miss X and I are from the same business unit, her team productivity
report is accessible and it shows all “green” despite scarce human resources.
2.2.2.2 Self-discipline
Although Miss X sounds like a soft “lady boss”, from a different angle she is very self-discipline
especially dealing with time-sensitive situation. For example, when she organized a meeting at
3pm and she expects everybody to be in the meeting sharp at 3pm too. Most of the time she will
be there five minutes early. It has been observed many times since our teams cross path in many
meetings together. This value demonstrates a great example of how to respect other people’s time.
Instead of her keeps sending reminder to be punctual, she leads by example. People respect her
value and they recognize her as an easygoing and strict at the same time.
2.3 Identification of Leadership Style – The Affiliative Leader
2.3.1 Critique
Based on the above descriptions, Miss X demonstrates a great example of “people oriented”
leader. It matches with affiliative leader as it creates emotional bonds and harmony in the team.

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This style is part of the six Emotional Leadership style identified by management theorists, led by
Daniel Goleman (2002).
She puts her followers first than anything else. She handles most of the situations in her
team with strong empathy, she builds close relationship with her followers and she communicates
proficient with them in achieving the goals. The “friendly” approach, she has been applying with
her team members remove the power distance between her and the team. Acknowledgement from
her follower proves that she is truly a people oriented leader.
In a different scenario, she protects her followers well, but not too defensive. She forges
strong emotional bonds with her followers. Her followers know that they have a strong leader that
they can rely on. Preston, Moon, Simon et al (2015) mentioned that emotional bonds lead to
immense loyalty from the individual. By remembering her followers birthday and send nice wishes
is another good trait of how she builds relationships with her followers. All these sets a solid
foundation in establishing positive team chemistry. (Preston et al, 2015).
Miss X understands that just being nice is not sufficient to sustain a healthy and productive
team. Therefore, she combines her leadership style with other styles and adapt accordingly to
situations. She adjusts her style to whatever limitation laid out in front of her. An example to
support this notion is when she uses flexibility in the attendance rules. In the “hiring freeze”
situation, instead of disagreeing with the management, she “bends” the rules. She allows her team
to work from home primarily to boost their motivation. Despite an increased of individual
workload resulted from replacement restriction, her followers felt motivated since they were given
flexibility to manage their work schedule. Her decision was not only able to maintain team
performance, but also improves their wellbeing.
Miss X demonstrates high self-discipline too. She uses her power to educate others to
respect other’s time. The meeting example is a great example, as it sets precedent in all other
situations that her followers must respect the deadlines given to them. To a certain extent, Miss X
may use her different source of power to punish her followers for not meeting the deadlines.

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Preston, Moon, Simon et al (2015), conclude that while this leadership style is effective in
building a positive work environment and group culture, there are some disadvantages associated
with it. Affiliative leaders predominately remain constructive in the feedback they provide, under-
performing workers tend to go unrecognized, which thereafter, fosters mediocrity. This group of
employees will start to become content with their performance, as affiliative leaders leave such
issues unaddressed, it leads to poor performance of the specific followers. This group of followers
lack of clear direction that is needed in order to course-correct, thus they must rely on themselves
to improve their performance. If corrective measure is not taken properly, it will lead to an overall
poor group’s performance, cause disruption in the harmony and disorientation of the followers.
3. Mr XX – Service Manager, Global Secure Access
Mr XX is widely known by his initials “MR XX”. He is another young leader in the organization.
He was born in the year of the “dragon” of the Chinese zodiac, 1976. MR XX is married with three
kids. He was graduated abroad from the University of Western Australia with double degrees in
Electrical Engineering and Business Commerce (Accounting and Finance).
After completing his higher learning, he started his professional career as an IT engineer
at the age of twenty five years old. In total, he has spent almost fifteen years in IT industry,
specializing in network security which is now becoming his subject matter expert. In 2005, he
joined Shell OIL as a service manager covering network security landscape. Three years later he
transitioned to XYZ after Shell OIL completed the global IT outsourcing service project.

9
His current role is interfacing with Shell OIL, internal XYZ service delivery teams and
support teams. He acts as the focal point for all new service requirements and onboarding,
escalation point for service interruption and coordinating with XYZ internal teams for service
delivery, support structure and maintenance. In Cyberjaya office, he made his presence felt through
his strong character and vocal in expressing his opinions. His expertise, experiences, and passion
have made him a role model for others, especially the younger generation in XYZ.
MR XX used to be individual contributor, in other words manager role with no direct
reports. Until two years ago, when his scope of work was enlarged, two analysts have been
assigned to sustain the operation of the team. People around him may look him as a rookie in
leadership roles, but practically through his own experiences and observations of how other leaders
do “people management”, he managed to adapt and cope well to his added responsibilities. Figure
2.1 shows the team structure of MR XX.
Figure 2.1 – Service Management – Secure Access
<<omitted>>
Since MR XX used to work alone as an “individual contributor” and only recently he was assigned
with two employees, we will examine him based on these two situations. Individual contributor
does not mean that the person has no involvement in people management. In fact, his
responsibilities can be even challenging as he needs to manage two or three different teams for a
certain period of time depending on project duration. For example, service improvement projects
may take up to six months or more to be completed. During this period, the service manager acts
as a team leader for many followers from different teams to achieve project’s goal.
3.2.1 Team Leadership via Project Delivery
3.2.1.1 Traits
MR XX has strong technical and communication skills which give him a huge advantages
dealing with a large group of followers from different background. He has a strong command in

10
English which makes him easy to communicate the objectives of the project and to guide people
to work on the same direction. He knows the subject very well and often acts as the middle man
should two or more teams have differences in opinions. He always there when people need him,
his presence and visibility have significantly contributed to the success of his many projects.
3.2.1.2 Decision making
Countless times, I have been involved in projects led by MR XX. Most of the time, he
decentralizes his decision making process. He often leaves to the followers to decide the best
solution to a problem. For example, when the teams were required to provide realistic service level
agreement (SLA) to deliver a particular service. Theoretically, as a service manager, he would
suggest the shortest lead-time in order to please the customer. But MR XX chose to get the delivery
teams to come out with the realistic lead-time and justify why number of X days are needed to
deliver the service. If the team provides weak justification, MR XX would challenge and get them
to revisit the process. This approach has given positive impact to both customer and delivery teams.
The customer gets comprehensive feedback with justification and delivery teams would deliver
the service in a timely fashion since they made the decision.
3.2.1.3 Recognition and Rewards
Satisfied customer usually will send a nice thank you notes or even invite for lunch or dinner, but
for MR XX he will not take credit for himself but he celebrates success as a team. He always
believes in the team effort and therefore he will share the notes or extend the lunch or dinner invites
to the team. If the team is too big then he will select key persons in each team to join the event.
3.2.2 Managing his own team
3.2.2.1 Coach
The approach that he takes to lead his own team is mostly the same. He added coaching as part of
his action plan. Since MR XX and I are peers and we both are the same age, we talk and exchange
ideas a lot. He believes in visibility and reachability are two important elements dealing with
customers. Customers will escalate to the next level if he is not reachable when they need him

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badly. MR XX is reachable via many ways, from mobile phone, email or via corporate instant
messaging. Customers don’t need long time to hear from him back, MR XX checks his email
regularly and will not keep an email unattended for more than a day. He sets a good example and
coach his followers to be visible and reachable.
3.2.2.2 Trust
Using XYZ flexible working hours as an example, MR XX do not really track his followers clock-
in and clock-out. Sometimes they have to attend meetings during odd hours so they manage their
own time or can even work from home the next day. Referring to the same policy that MR XX
embraces, as long as they are reachable and no negative impact on productivity, then he’s fine.
3.3 Identification of Leadership Style – The Democratic Leader
MR XX demonstrates a different set of qualities and values in the process. In general, his
approach is matched with democratic or participative style.
3.3.1 Critique
Many empirical studies (Bolden, Gosling, Marturano, and Dennison, 2003) and (Bosiok & Sad,
2013) defined democratic leadership style by a leader who involves team members in decision
making and management. The leader encourages team members to participate in goal setting,
determining methods and procedures, providing inputs, ideas and suggestions for solving relevant
problems, as well as participating in the decision making process itself. The leader does not give
detailed instructions or control his or her team members. Democratic style is part of the six
leadership styles (emotional intelligence) founded by Daniel Goleman (1998).
Although MR XX is recognized as SME in his area, he would rather let the team to decide
for the best solution. Using the SLA determination as an example, with his strong technical
experience and other personal values, MR XX just acts as a reference point and provide advice
when necessary. This approach is aligned with Goleman (1998) description, it’s an open approach
to leading, where decision making is shared and the views of a team are valued and contribute to
the vision, goals and decision that are made. The style allows team members to feel included in
the team. It offers equality of power, and group decision making.

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According to Preston et al (2015), a democratic leader provides intrinsic motivation to
the team. Research has proven that intrinsic motivation initiates creativity and innovation. Highly
motivated team will go above and beyond any task assigned to them. Using the reward and
recognition approach used by MR XX as an example, the team knows that they will be rewarded
if the customer is delighted with the output the project. Based on the above justification, the
approach used by MR XX in meeting his project goals is proven to be effective. As theorist and
researchers (Goleman, 1998; Preston et al, 2015) argue that democratic style has its limitation like
social-loafing for non-performer team members, MR XX employs a different approach like
coaching.
3.3.2 Approach for his own Team
An empirical study conducted by Giancola (2010) mentioned that a democratic-minded leader
prefers highly talented followers. The leader sets goals where all team members should have
equal knowledge and skills for them to actively participate in the decision making process. In other
words, the leader does not condone “passengers” in the team. To achieve the goal, the leader has
to build good relationship by adding an element of trust and at the same time the leader groom
or coach them. MR XX in this case does all this to his team. He coaches his team to be highly
competent with their work. Both MR XX and his followers have strong relationship and trusted
each other.

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4. Mr X – Senior Operations Manager, Network Support
Mr X or Mr X is the eldest among four siblings. Mr X graduated from a local university with a
degree in IT. He started his professional career in 2000 at a well-known system Integrator company
called Solsis as an application engineer. In 2002, he joined Shell OIL and transitioned to XYZ in
2008 as part of the outsourcing service project. Mr X is chosen as top three star leaders because of
his vast experiences climbing the corporate ladder from junior analyst, engineer, team leader,
manager and currently as a senior manager of Global Customer Support Center organization.
His team consists of twenty six followers from various technical fields like security, proxy,
DNS, DMR XXP, remote access and few others. The team operates round the clock, 24x7 shift.
The primary deliverable of his team is to monitor network services availability and provides active
and reactive support for multiple customers like Shell OIL, IBM and few other customers around
the globe. While Mr X’s primary deliverables are to ensure his team collaborate with peers in other
work-centers like India, Singapore and Philippines. Apart from that, he also ensures all incident

14
tickets are being assessed, process, execute and close within the agreed SLA and at the same time
managing customer expectations.
From people-management perspective, Mr X has quite a large number of followers
reporting to him with various backgrounds like contractors, technical skills, knowledge, cultural
differences and nationality. The majority of his followers are Malaysian then followed by Indian
and Filipinos. Managing large number of people will be the area of interest for Mr X. With Mr X’s
vast experience added to his strong personalities and leadership style have been seen to be the key
success factor for him to be around today in XYZ Cyberjaya. Figure 4.1 shows the followers of
Mr X.
Figure 4.1 – The Team
<<omitted>>
Naturally, Mr X has good personalities, good physiques, energetic, high assurance and very open
in stating his views. He has charismatic attributes which have brought him to where he is today.
Based on his career growth history, Mr X spent less time on technical hands-on since his leadership
talent has been recognized by the top management much earlier. He applies his experiences to
guide his followers effectively.
4.2.1 High Visibility
4.2.1.1 Reachable
Mr X made his presence felt by his reachability and approachable by others. Mr X is always
there at the right time, at the right place. His excellent interpersonal skills and great relationship
with others have been instrumental to him. Through my own experience, Mr X owns every issue

15
goes to him until it gets resolved. Though the issue is not within his capacity, he will find
alternatives like connecting the issue with his counterparts from another team and ensure it gets
sorted out. All his values have made him a role-model to his followers and others in the work-
center.
4.2.1.2 By-the-book Policy
Managing a large group of followers have made him to lead “by-the-book”. He does not take
chances with his followers with may lead to other problems. For instance, his team nature of work
requires them to be in the office all the time. Unlike the two previous leaders, “work from home”
is not tolerated for at all. He has strong reason doing this as the team is abiding to a strict contractual
obligation with customers. Any unattended “trouble ticket”, will translate to financial impact, XYZ
will be penalized for breaching the support agreement.
4.2.1.3 High Performance Standards
Mr X always strives to be the best. His career growth history justifies this notion. He creates short-
term and long-term goals and ensure he achieves it. His team always made headlines in the monthly
newsletter for their achievements. Mr X is creative and innovative in keeping his followers best
performance. He develops processes, continue enhancing the process and impose high work ethics
are the recipe for his effective leadership approach.
4.2.1.4 Walk-the-Talk
He leads by example. He sets most of the rules for his followers. One rule which has been seen
difficult to follow by his followers when he imposed strict break policy. 12-hour shift is tough and
tiring for some especially on “graveyard” shift. People constantly use it to go for a long break.
Unfortunately for some, they abuse the flexibility given to them. They went for extra-long break,
which has severed team productivity. Mr X employed new ruling, which allows only 30-minutes
break each session and their movement is tracked by the door-access system. No exception for him
too, as he has to adhere by not taking long lunch break.
4.2.1.5 Stand-up, Speak-up
In a recent benefit harmonization project led by local HR, some of the ex-Shell OIL staff benefits
have been cut. Few of his followers, including himself were affected by this new policy. The
approach used by HR was seen to be vague since there was no concrete reason for doing so. Mr X

16
and many others (including me) were not happy and he took a step forward represent the team to
express our dissatisfaction. With Mr X’s openness and assertiveness characters, he practiced what
he thinks was right for his followers. The followers admire his efforts and see him as one of many
leaders that they can rely on.
4.3 Identification of Leadership Style
From the above descriptions, Mr X is the pacesetter. He perfectly meets the criteria of pacesetting
approach.
4.3.1 Critique
As cited by Preston et al (2015) referring to Murphy (2011), characteristic of pacesetter is obsessed
about doing things better and faster, and asks the same for everyone. The pacesetting method
allows high-skilled leaders exemplify their skills over those tasks in the hopes that their followers
will follow. Using Mr X’s “reachability” as an example, his approach to gain visibility from others
is by ensuring he is reachable most of the time. By getting reachable, customers will be kept
informed regularly and thus, resolution time will be faster and improves team performance.
Ultimately, new tasks keep coming and by closing the old task in timely manner improves team
productivity as well as improve employees’ motivation since the workload is well managed.
Goleman (1998) mentioned that pacesetter leader will create a high energy team since the
leader initiates everything in the team. Using “sets high performance”, lead “by the book” and
“walk the talk” examples by Mr X, he created and defined the rules for his followers. He defines
the goal, owns the rules and he ensure every team members sticks to it, including himself. He sets
the momentum of the team and the style Mr X possesses yields and maintain good performance
results as described earlier. His style is seen effective and suitable for the type of business and
followers he manages.
The other thing that people admire Mr X’s leadership quality that he fights for people’s
rights. With good reason, Mr X will stand, speak up and not just simply adopt whatever new ruling
and policy which he believes impacting the morale and motivation of his followers. As argued by
Goleman (2002), it is not easy to maintain the high energy and enthusiasm of followers under

17
pacesetter leader if the morale is low and lack of motivation will obviously impact the overall
performance of the followers.
4.4 Conclusion
Based on the above discussion on the leadership process for three XYZ star leaders, we can
conclude that there is no one style of leadership fits all situations. Our leadership approach is
derived from the interactions among the leader, the followers, and the situation. In order to be an
effective leader, we must be flexible and able to adapt our approach to fit the situation.
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References
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Bosiok, D., & Sad, N. (2013). Leadership styles and creativity, 1, 64–77.
Fiedler, F. E. (1967) A Theory of Leadership Effectiveness, New York: McGraw-Hill.
Giancola, D. P. (2010). Democratic Coaching : A Case Study by Democratic Coaching : A Case
Study.
Goleman, D. (1998). A Theory of Leadership Effectiveness. Working with Emotional
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Goleman, D., Boyatzis, R. E., & McKee, A. (2002). Primal leadership: Realizing the power of
emotional intelligence. Boston, MA: Harvard Business School PressJL & Newstrom JW.
eds J Pierce & J Newstorm, McGraw-Hill, Irwin Boston, pp. 674-687.
Hollander, E.P. (1978). Leadership Dynamics: A Practical Guide to Effective Relationships, The
Free Press, New York, NY
Issue, S., Held, C., & Reaiche, C. (2015). T h e J o u r n a l o f D e v e l o p i n g A r e a s THE
EMERGING ROLE OF, 49(6).
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& J Newstorm, McGraw-Hill, Irwin Boston, pp. 674-687.
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