Leadership Assignment: Interpersonal Leadership Assignment
Added on 2020-05-28
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Running head: INTERPERSONAL LEADERSHIPInterpersonal LeadershipStudent’s name:Name of the university:Author’s note:
1INTERPERSONAL LEADERSHIPTable of ContentsPart 2: Company Report..................................................................................................................21. Introduction..................................................................................................................................22. Overview of the Petronas Malaysia.............................................................................................23. Objectives of the report...............................................................................................................34. Current leadership performance, skill needs and improvement potential...................................34.1 Leadership styles and concepts within Petronas....................................................................44.2 Leadership performance and skill needs................................................................................55. Proposing leadership development programme addressing organisational leadership problem.65.1 Leadership problems..............................................................................................................65.2 Organisational challenges......................................................................................................65.3 Leadership programmes.........................................................................................................75.4 Proposing a budget plan, resource plan and time plan..........................................................86. Identifying and explaining potential benefits for the organisation..............................................97. Conclusion.................................................................................................................................11Part 2: Evidence Report.................................................................................................................121. Introduction................................................................................................................................121.1 Background information..........................................................................................................121.2 Rationale of the research.........................................................................................................13
2INTERPERSONAL LEADERSHIP1.3 Research Problem....................................................................................................................141.4 Research objectives.................................................................................................................142. Literature Review......................................................................................................................152.1 Importance of leadership within organisations....................................................................152.2 Different types of leaders in organisations..........................................................................152.3 Theoretical understanding of leadership and employee retention.......................................162.3 Possible reasons behind high employee turnover................................................................182.4 Possible threats regarding high employee turnover.............................................................182.5 Impact of leadership styles on employee retention..............................................................193. Research Methodology..............................................................................................................193.1 Types of investigation..........................................................................................................193.2 Data collection technique....................................................................................................213.3 Sampling methods...............................................................................................................213.4 Data analysis techniques......................................................................................................223.5 Ethical considerations..........................................................................................................233.6 Research timeline.................................................................................................................234. Potential research perspective to explore improved effectiveness and efficiency of leadership practices.........................................................................................................................................24Part 3: Reflection for employability enhancement........................................................................261. Realising critical thinking and core capabilities needed to achieve this task............................26
3INTERPERSONAL LEADERSHIP2. Critically evaluating current leadership experience, potential and competencies.....................273. Identifying areas for personal leadership development and career progression........................28Reference List................................................................................................................................31
4INTERPERSONAL LEADERSHIPPart 2: Company Report1. IntroductionInterpersonal skills are quintessential elements in order to make leaders and they inspirethe followers to achieve the organisational goals. Interpersonal skills are associated withcommunication skills and leaders must be eloquent to persuade the employees to follow them.Leadership skills comprise the entire gamut to help the employees to build trust of the employeeswithin workplace (Antonakis and Day 2017). In this report, strategic initiative of PetronasMalaysia is described for implementing the organisational change to achieve efficiency andeffectiveness of leadership. At first, specific leadership issues are explained at the first inleadership performance, improvement potential and skill needs. In the following section,leadership development programme is delineated. Furthermore, potential benefits of theorganisation are explained if the organisation would follow these changes and action plans. 2. Overview of the Petronas MalaysiaPetronas (Petroleum National Limited) is an Oil and Gas company in Malaysia and thisorganisation was founded in the year 1974. This organisation is owned by Malaysian governmentand this organisation takes the responsibility to the whole oil and gas resources of Malaysia. Theorganisation is trying to add and develop value to the resources (Petronas.com.my 2018).Petronas has it headquarter in Kuala Lumpur City and it is mainly serving worldwide. Presidentand CEO of the organisation is Wan Zukkiflee Wan Ariffin. Petronas mainly produces theproducts like natural gas, petroleum and petrochemicals. They also provide the shipping service.Revenue of Petronas was US$46 billion in the year 2016 and total assets of Petronas in the year
5INTERPERSONAL LEADERSHIPwas US$135.66 billion. Numbers of employees work in this organisation are almost 51,000.Petronas has its subsidiaries and some of the subsidiaries are KLCC Property Holdings, PetronasGas, Petronas Chemical and MISC. Petronas Group has its business in more than 35 countriesand they have almost 135 subsidiaries. Therefore, the leadership qualities of the leaders in such along organisation should be well enough to carry forward the organisational objectives andorganisational expansion. 3. Objectives of the reportTo identify leadership issue within Petronas Group To explore leadership performance in Petronas Group in order to meet the organisationalobjectives To propose leadership development programme for Petronas Group To suggest potential benefits for leadership development 4. Current leadership performance, skill needs and improvement potentialMalaysian oil giant is run by the Malaysian government and President of the organisationhas to listen to the Board of Directors. In the year 2015, previous CEO of Petronas Group TanSri ShamsulAzhar Abbas got only 7 months contract extension as that time oil and gas industry’searning had been declining radically (Yazdaniet al. 2016). Petronas wants to contribute to thewell-being of the society. Petronas management has its own shared values and leadershipdepends on integrity. Leaders and employees of the organisation focus on honesty anduprightness.
6INTERPERSONAL LEADERSHIP4.1 Leadership styles and concepts withinPetronasLeaders of the Petronas follow the motto of Performance and Delivery that followsaccording to the organisational aspiration in creating a high performance workforce and culturewithin the organisation. Leaders of the Petronas do the culture that emphases majorly beingemployees-oriented. Malaysian people believe in maintaining harmony and kinship among thepeople. According to Al Shamsiet al. (2015), Petronas recruits the Malay ethnic people and theleaders follow the Malay ethnic culture as the seniors in this organisation as seen as ‘fatherfigure’, ‘family’ like relations in the workplace and mutual help is followed. In Petronas group,the leadership cultivates the idea of spiritual leadership as this is an emerging concept in globalworkplace. As stated by Prabhakar and Yaseen (2016), spiritual leadership is about identifyingthe values, behaviours and attitudes promoted by one’s belief and religious faith and it mustaffect the result of positive human condition, well-being, satisfaction, psychological factors andorganisational commitment. The decisions about financial performance and sustainability of theorganisation are taken by the leaders. Spiritual leadership in Petronas taps to fundamental needsof followers and leaders and both of them get more organisationally committed. Transactional leadership is also known as theories of exchange in leadership. This type ofleadership is characterised as the transaction made between followers and leaders. In Petronas,the leaders try to follow this type of leadership with the employees to value the mutuallybeneficial relationship and positive competencies. According to Arnold et al. (2015),transactional leadership has motivational value and it results in adequate rewards to theemployees. In Petronas, the leaders try to focus on leader-assigned tasks for the subordinates andleaders try to give maximum pleasurable experiences to diminish the weakness of the employees.
7INTERPERSONAL LEADERSHIP4.2 Leadership performance and skill needsWan Zukkiflee Wan Ariffin plays the role of transforming leader in Petronas and it is theonly Malaysian company to rank in Fortune 500 list. Petronas organisation is one of the mostprofitable organisations in Asia and it is a highly reputed organisation in the worldwide. Petronasperforms like super majors in its field like British Petroleum, ExxonMobil and Royal DutchShell. CEO of Petronas is trained as an accountant and he is a strong advocate. The leaders inPetronas also strict in fiscal discipline and he provides the importance in teamwork. Leaders putstresses on the importance of teamwork and they want that employees meet the standards ofprofessionalism and integrity (Bolman and Deal 2017). In the year 2011, Petronas startedPetronas Leadership centre, a training department with 110 accommodation rooms where morethan 20,000 employees attended learning programmes. Management of Petronas started LeadersDevelop Leaders programme (LDL) to nurture the employees to embark in the field of futureleadership. In Petronas, 55% of employees were below 35 of age in the year 2016 and potentialemployees are identified for future development in the workplace (Nst.com.my 2018).On the other side, Petronas failed to grab large revenue and in the year 2016, it acquiredUS$ 46 billion compared to 55 billion what they had acquired in the year 2015 (Latham 2016).Therefore, it is quite clear that the revenue is falling and leaders are facing questions. Petronashas been facing the issue of safety and integrity of labourers in the oil fields. In addition,retention of the employees is decreasing in Petronas. The leaders lack the interpersonal skills tomotivate the employees to be in Petronas. Facilitating skills are less in Petronas in recent timewithin workplace where team members do not come with possible solution (Northouse 2015).Leaders lack in mentoring skills and they do not provide constructive guidance to the staffs.
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