Managers becoming leaders

The essay provides an insight into the different leadership styles by analyzing two well-established organizations, Microsoft and Google. It analyzes the organizational culture and structure of the two chosen companies. The leadership styles followed in both organizations is also presented in the essay along with the contemporary challenges faced by these organizations. The essay also suggests alternate styles of leadership that might help these organizations sustain the competition of the contemporary world.

Running head: MANAGERS BECOMING LEADERS
Managers becoming leaders
Name of the University
Name of the Student
Author note

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MANAGERS BECOMING LEADERS
Table of Contents
Assessment 1: Essay – 1500 words................................................................................................2
Introduction......................................................................................................................................2
Discussing the statement through article review.............................................................................2
Conclusion.......................................................................................................................................7
Assessment 2: Essay – 2000 words.................................................................................................7
Introduction......................................................................................................................................7
Overview of the selected organizations...........................................................................................8
Leadership styles followed..............................................................................................................9
Organizational culture and performance.......................................................................................10
Microsoft’s organizational culture and performance.................................................................11
Google’s culture and performance.............................................................................................12
Contemporary challenges faced by leaders...................................................................................13
Suggesting alternative leadership style to overcome challenges...................................................15
Conclusion.....................................................................................................................................16
Bibliography:.................................................................................................................................18

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MANAGERS BECOMING LEADERS
Assessment 1: Essay – 1500 words
Introduction
In the article titled ‘The Discipline of Building Character’, an individual’s inner
capability has been explored that could define his ability at the workplace. The managers in
particular, are the focus of this article. It begins with the description of the way managers would
respond to certain situations. The chief motive however, is to explain the ‘defining moments’ in
an individual’s life wherein he or she has to choose between two right options1. The author of the
article states that most of the skills that help managers transform into leaders, are nowhere
mentioned in job descriptions.
In the given essay, the article will be reviewed and analyzed in order to understand how
managers could become leaders. The essay begins with introducing the statement and it is
followed by a review of the article. In addition, it also mentions the important points made in the
article that relate to individual skills that help managers become leaders.
Discussing the statement through article review
“To become leaders, managers need to translate their personal values into calculated
action”2.
The above statement stems from a thorough analysis of an individual’s abilities to take
decisions and make the right choices at the right time. The author mentions in the article that
every individual experiences situations where personal and professional lives collide, situations
1 Ensher, Ellen Ann, Troy R. Nielson, and Wesley Kading. "Causes of career-defining moments: Development of a
typology." Journal of Career Development 44.2 (2017): 110-126.
2 Badaracco, J.L., 1998. The discipline of building character. Harvard business review, 76, pp.114-125.

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MANAGERS BECOMING LEADERS
where one right has to be achieved by doing one wrong. These situations, states the author,
culminates into a conflict between two right decisions and irrespective of any decision an
individual makes, feeling of regret surfaces. Managers in organizations, mentions the author,
react to such circumstances in varying ways, some go with their gut feeling while others seek
advice from friends and colleagues. Some also conceptualize the manner in which their mentors
would have responded to such situations. The author refers to these difficult situations as
‘defining moments’.
Many experts are of the view that managers must possess the ability to be flexible and
take decisions instantly3. In addition, the decisions must align with the standard code of ethics
followed and maintained in respective organizations. Researches on managers’ experiences
relating to ethical decision making have been conducted on previous occasions that yielded
contradictory results. These findings are the results of underrepresented and conflicting
treatments of familiarity in business ethics4. Thus, having experience of workplace ethics does
not make a manager competent to make ethical yet right decisions.
The author further demarcates between ethical decision and defining moment and states
that ethical decisions are choices made between the right and the wrong choice. Defining
moments on the other hand, are decisions taken between two right choices. It poses a challenge
to the individual to delve deep into his morality and choose between two ideologies in which he
has deep faith. People who are most content with the manner, in which they solve the problems,
possess abilities that are to be rarely found in any job resume. They are able to achieve this
3 Dane, Erik, and Scott Sonenshein. "On the role of experience in ethical decision making at work: An ethical
expertise perspective." Organizational Psychology Review 5.1 (2015): 74-96.
4 Schwartz, Mark S. "Ethical decision-making theory: An integrated approach." Journal of Business Ethics 139.4
(2016): 755-776.

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MANAGERS BECOMING LEADERS
satisfaction because they allow themselves to come out of the bondage of managerial tasks and
undergo self-examination. The article very precisely describes this process of self-inquiry
undertaken by the managers who are satisfied with the decisions they make. It elaborates that
these individuals are able to dive below the ocean of their daily lives and turn their attention
towards the core values and ideologies. These values and ideologies reiterate their sense of
purpose at the workplace and help them act diligently with perception while being rational and
pragmatic. When they are able to repeat this process all throughout their career, they acquire the
capability to construct an identity of their own instead of being a copy of someone else,
following their perception of right and wrong.
Managers in organizations perform the most difficult task of taking decisions that
concern the entire organization5. The ideas and philosophies mentioned by the author in this
article provide a window for the contemporary managers to look into and assess their work. The
article gradually moves from explaining the tough role of managers, their way of handling
situations to the transition from being a manager to becoming a leader. The author very cleverly
moves on to the most important section of the article where he describes the process of
transforming into a leader. He states that to become a leader, a manager must be able to answer
some significant questions that would test his ability. These questions, believes the author, are
crafted to turn values and ideologies into “calculated action”.
The search or investigation into those questions begins with explaining the three common
defining moments in the workplace. His description of these defining moments is precise, clear,
5 Lickona, Tom, et al. "Developing the Character of Trusted Army Professionals: A Review of the Relevant
Literature." (2016).

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MANAGERS BECOMING LEADERS
and relatable in the contemporary workplace as well. The first is the personal identity issue
raising the question of who an individual is. Second is the combination of personal and
organizational issues. This brings to the surface, the question about the organization and its
group’s character and the character of the individual working within the organization. Third is
the moment characterized by complexity and comprises the identity of the company in the
society. It raises the question of who the company is. When a manager is able to answer these
complex questions, eh attains the capacity to choose between two right decisions with elegance
and vigor.
The article then provides a lucid and thought-provoking explanation of all the three
defining moments thus enabling the concerned readers to comprehend the statement. The author
states that managers need to move a little backward and look at the conflict of opting between
two right decisions not as a predicament but as a natural clash between two valid viewpoints.
While trying to explore the identity, a manager is faced with innumerable problems that include
conflicting feelings, core values and pragmatism and wisdom6. It is the task of the manager to
decide if he wants to satisfy his company and demonstrate his team player skills or stay with his
deep-rooted values. Once the manager is able to clarify his stance, decision-making becomes
quite easy7. However, the author maintains that mere introspection and digging in to core values
would not suffice to become a leader; the manager has to turn those beliefs into intended actions.
The next step after defining personal identity is to define the group dynamics and the role
of the individual in that group. The author points out that at this level, the manager has to not
6 Leavy, Brian. "Strategy, organization and leadership in a new “transient-advantage” world." Strategy &
Leadership 42.4 (2014): 3-13.
7 Siegl, Colonel Michael B. "Realigning the Army’s Ethical Compass." (2016).

6
MANAGERS BECOMING LEADERS
only define his own identity and maintain that but also to define and maintain the values of the
group he manages. In such situations, comments the author, most managers commit the mistake
of viewing the perspectives of the group from their own point of view. The managers must
realize that no two people think similar and thus, views will differ. In such situations, the
manager must not inflict his viewpoints on the group, rather he should take views from other
concerning members as well. The most important thing to remember is to support always the
truth. The article articulates the answers with precision presenting a clear picture of the different
situations that may face the managers.
The last defining moment is the identity of the company in the society. The author
iterates that companies must negotiate their ethical vision with the customers, shareholders and
employees in order to succeed. In this case, the defining moment for executives becomes the
most difficult because it involves choosing the right from a gamut of other rights. In addition,
they have to convey their decision to a large audience that involves, apart from those mentioned,
the media labor unions and stakeholders. The author refers John Dewey’s, the American
philosopher phrase of “form, test and reveal” and states that a company has to do all these at
three levels: first at the individual level, second at the group level and third at the societal level.
Overall, the article’s chief intention was to inform the readers about the effectiveness of
transforming self-inquisition into calculated actions. In order to become a leader, managers must
make decisions that resonates with their core values and at the same time, proves beneficial for
their organizations as well. The author made great use of examples from real world to explain the
concept to the readers.
Conclusion

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MANAGERS BECOMING LEADERS
To summarize, it can be reiterated that by exploring solutions to the three defining
moments, managers can acquire the skills of becoming a leader. The given essay provided a
detailed review of Badaracco’s article to analyze the statement. The statement refers to situations
where managers are faced with the dilemma of choosing between two right choices. In this case,
they must, mentions the author, calculate all the available scenarios, demonstrate the capability
to foresee outcomes and then make the decision. In this way, the managers can climb up the
ladder and go on to become successful leaders. The essay, while reviewing the article also
includes views of other scholars and experts regarding managerial skills and qualities that make
them leaders. The article provides concise explanation of the defining moments with credible
examples from three different situations. The first situation answers the defining moment
question of an individual’s identity, second answers the question of a group’s identity within an
organization and the third answers question of a company’s identity.
Assessment 2: Essay – 2000 words
Introduction
In the contemporary world of management, leaders are confronted with issues that were
unknown in the past. With the changing dynamics of management, problems have also changed.
In order to tackle these complex issues, leaders have to adapt to the changing environment with
agility and flexibility. Organizations that have made successful transitions into the modern
technologically advanced world have done so with exemplary leadership. The organizations have
been able to perform well owing to their ability to make smooth transitions without being
suppressed by the growing competition.

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MANAGERS BECOMING LEADERS
The essay provides an insight into the different leadership styles by analyzing two well-
established organizations. It analyzes the organizational culture and structure of the two chosen
companies. The leadership styles followed in both organizations is also presented in the essay
along with the contemporary challenges faced by these organizations. The two organizations
chosen for the purpose are Microsoft led by Satya Nadella, and Google led by Sundar Pichai.
Both organizations belong to the IT industry and have a stronghold. The essay provides an
overview of these organizations, shed light on both the CEOs, and assesses their leadership style.
In addition, the essay also suggests alternate styles of leadership that might help these
organizations sustain the competition of the contemporary world.
Overview of the selected organizations
Microsoft was founded in 1975 by Bill Gates and Paul Allen at the United States of
America. A multinational IT company, it manufactures, sells, supports and licenses software,
personal computers, consumer electronic and other services. Microsoft Windows is the most
renowned product of the company that has become a household name worldwide8.
Headquartered in the US, Microsoft’s business spans across the globe. Microsoft is the leading
software maker in the world as of 2016. A look at the company’s annual revenue in the last
decade reveals its unprecedented success. The revenues earned by the company in 2000 were
28.37 billion US dollars and in 2017, it rose to a whopping 89.95 billion US dollars9.
8 'Microsoft - Official Home Page' (Microsoft.com, 2018) <https://www.microsoft.com/en-us> accessed 7 February
2018.
9 'Microsoft: Revenue 2002-2017 | Statista' (Statista, 2018) <https://www.statista.com/statistics/267805/microsofts-
global-revenue-since-2002/> accessed 7 February 2018.

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MANAGERS BECOMING LEADERS
Google, on the other hand made its humble beginnings in the year 1998 when it was
founded by Larry Page and Sergey Brin. Today, Google is the largest search engine in the world
and a name in the IT industry that is synonymous with success. Similar to Microsoft, Google is
also a multinational IT company with branches all over the world10. Google’s services are not
restricted to being a search engine only; it expands to other services like apps, emails, calendars,
cloud storage, instant messaging and many more. The success of Google is visible from its
remarkable growth in the last decade. Its annual revenue in 2002 was less than a billion US
dollars standing at just 0.4 billion US dollars. However, by 2016, Google acquired annual
revenue of 89.46 billion US dollars11.
Leadership styles followed
Satya Nadella, the CEO of Microsoft demonstrates leadership style that has close affinity
to the transformational style as well as participative style. He was appointed the CEO in
February 2014, after the former CEO Steve Ballmer resigned from the post. Nadella was faced
with numerous challenges. These included facing competitive challenges from giants like Google
and Apple, rebuilding the features and products of Microsoft and making entrance into the
emerging market of social media. Known as a ‘level-headed guy’, Nadella had to ensure that he
delivers good performance in quick time. He embarked upon this role by sending the first letter
as the CEO to his employees. In the letter, Nadella asked his employees to deliver their best to
achieve the goals. One of the prime features of his leadership style was his encouragement of a
‘growth mindset’. According to him, growth mindset refers to the unrelenting efforts of a leader
10 'Our Latest | Google' (Google.com, 2018) <https://www.google.com/about/> accessed 7 February 2018.
11 'Google: Revenue 2016 | Statista' (Statista, 2018) <https://www.statista.com/statistics/266206/googles-annual-
global-revenue/> accessed 7 February 2018.

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MANAGERS BECOMING LEADERS
and his employees to achieve the target and not taken anything for granted. He also demonstrates
a hint of an autocratic leader who commands his executives to work with whatever they have
without complains12.
Looking at the leadership style demonstrated by Sundar Pichai, CEO of Google, one can
find elements of participative and transformational style of leadership13. Pichai’s prime agenda is
to take the company to new heights without compromising the well-being of its employees. He
believes in focusing on the success of others, not primarily being obsessed with individual
success. Pichai has successfully implemented this collaborative culture at Google14. He
incorporated ideals that ensured opportunity for each employee to grow and develop while
contributing to company’s success. One of the key features of Google and Pichai’s leadership is
identifying uniqueness. It is important for a leader to possess the ability to assess an individual.
Hiring people is not only about ensuring company’s success but also allowing those hired to
grow along with the company15.
Organizational culture and performance
12 Vann, Barry A., Aaron N. Coleman, and Jennifer A. Simpson. "Development of the Vannsimpco leadership
survey: a delineation of hybrid leadership styles." Swiss Business School Journal of Applied Business Research 3
(2014): 28-38.
13 Mencl, Jennifer, Andrew J. Wefald, and Kyle W. van Ittersum. "Transformational leader attributes: interpersonal
skills, engagement, and well-being." Leadership & Organization Development Journal 37.5 (2016): 635-657.
14 Anderson, Marc H., and Peter YT Sun. "Reviewing leadership styles: Overlaps and the need for a new ‘full ‐
range’theory." International Journal of Management Reviews 19.1 (2017): 76-96.
15 McCleskey, Jim Allen. "Situational, transformational, and transactional leadership and leadership
development." Journal of Business Studies Quarterly 5.4 (2014): 117.

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MANAGERS BECOMING LEADERS
Organizational culture, as defined by many, relates to the principles and behaviors that
add to the distinctive social and psychological setting of an organization16. It involves the
expectations, experiences and philosophy that are practiced in an organization. Organizational
culture is depicted in the way its management treats the employees, stakeholders and
shareholders. It is also visible in the way an organizations carries out its business17.
Microsoft’s organizational culture and performance
In case of Microsoft, its organizational culture guarantees resilience at workforce and
ability to address business necessities in the ever-changing market for hardware and software,
computer products and services. The company utilizes its corporate culture to encourage
customer satisfaction and innovation. The prime features of Microsoft’s organizational culture
include:
 Growth mindset, a value that resonates with the company’s leadership style18
 Accountability, which enhances the collaborative form of work
 Diversity and inclusion, another instance where the company culture reflects
leadership attributes19
16 Hogan, Suellen J., and Leonard V. Coote. "Organizational culture, innovation, and performance: A test of
Schein's model." Journal of Business Research 67.8 (2014): 1609-1621.
17 O'Neill, John W., Laura L. Beauvais, and Richard W. Scholl. "The use of organizational culture and structure to
guide strategic behavior: An information processing perspective." Journal of Behavioral and Applied
Management 2.2 (2016).
18 'How Microsoft Uses A Growth Mindset To Develop Leaders' (Harvard Business Review, 2018)
<https://hbr.org/2016/10/how-microsoft-uses-a-growth-mindset-to-develop-leaders> accessed 8 February 2018.
19 Nahavandi, Afsaneh, and Hema A. Krishnan. "Indo-European Leadership (IEL): A Non-Western Leadership
Perspective." Global and Culturally Diverse Leaders and Leadership: New Dimensions and Challenges for

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MANAGERS BECOMING LEADERS
 Receptiveness to customers, a culture that received prominence after Nadella’s
appointment who utilized the social media platform to achieve greater success in
this
One year after Satya Nadella took over as the chief of Microsoft, the company witnessed
one of its most successful years in terms of revenue. The corporate culture encouraged in the
organization yielded great results. Other indicators of the company’s performance include
continuing dominance of Microsoft Office and Windows operating system, as the leading office
software and the market for home operating system respectively.
Google’s culture and performance
Google is renowned for its innovative and unique culture that is practiced in all the
offices around the globe. It also had the honor of being designated as the best place to work at in
the world. The credit for its success rests not solely on its leaders over the years but its
hardworking team. Google believes in supporting its employees and giving them all the
opportunities to grow and develop within the organization20. This aspect of organizational culture
at Google clearly reflects the leadership style possessed by Sundar Pichai. Google’s
organizational culture also conveys traits like
 Openness, allowing each employee to contribute in any way they can
 Innovation, the aspect that is inherent to the IT industry and that is glaringly
visible at Google
Business, Education and Society. Emerald Publishing Limited, 2017. 105-123.
20 O’Reilly III, Charles A., et al. "The promise and problems of organizational culture: CEO personality, culture, and
firm performance." Group & Organization Management 39.6 (2014): 595-625.

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MANAGERS BECOMING LEADERS
 Emphasizing excellence, an aspect that Pichai encourages greatly and that ius
evident from his vision, “to let others succeed”
 Supporting family-rapport, another organizational trait that encourages
collaboration and open sharing of ideas and views21
With such a culture, any company can acquire quality workers or employees who would
feel enthusiastic to work harder. Google’s performance within its industry speaks volume of the
success of its organizational culture that largely draws inspiration from its leaders. The company
also boasts of services that concern unfortunate people and victims of natural disasters around
the globe.
Contemporary challenges faced by leaders
One of the biggest advantages of the contemporary world is globalization. It has
transformed the way business is done. Globalization’s biggest contribution to business is the
revolution it brought to the area of communication technology22. Advanced communication
technology provided a huge impetus for companies around the globe to expand into areas
previously unexplored. However, with great benefits, globalization also brought great challenges.
It has raised the level of competition, which was confined to local boundaries but now it has
become global23. These challenges were new to organizations and leaders had the additional
21 'Google’S Secret Formula For Management? Doing The Basics Well' (Harvard Business Review, 2018)
<https://hbr.org/2017/08/googles-secret-formula-for-management-doing-the-basics-well> accessed 8 February 2018.
22 Royle, Jo, and Audrey Laing. "The digital marketing skills gap: Developing a Digital Marketer Model for the
communication industries." International Journal of Information Management34.2 (2014): 65-73.
23 Nica, Elvira, Cristina Manole, and Ana-Mădălina Potcovaru. "Competition in the worldwide workplace: economic
globalization and labor rights." Journal of Self-Governance and Management Economics 4.3 (2016): 73-79.

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MANAGERS BECOMING LEADERS
challenge to overcome these challenges24. Apart from globalization, other contemporary
challenges of management include,
 Environmentalism, an emerging challenge that compels leaders to frame company
policies in accordance with the environmental safety
 Corporate Social Responsibility and ethics, the two terms that poses great
challenge for managers, as it requires utmost clarity in all its departments
 Diversity, although it is a factor of strength for organizations, it poses serious
challenge to leaders because upholding and maintaining diversity sometimes
becomes difficult in the face of controversy and threat
 Knowledge management, which has become the driving force behind the success
of a company as existing and emerging companies are realizing the power of
knowledge and ways to manage it accordingly
Both Microsoft and Google have had to struggle to keep their positions in the industry
intact in face of these challenges. The leaders of both these organizations were faced with
challenges that concerned diversity at workforce, ethics and social responsibility. One of the
major challenges faced by both the organizations is to maintain ethicality while doing business25.
Many small companies have accused Microsoft of monopolizing the IT world. Google CEO was
faced with an ethical dilemma when one of its employees had made racial remarks that outraged
many and created a rift within the company. He displayed great leadership quality when he fired
24 Peltoniemi, Mirva. "Cultural industries: Product–market characteristics, management challenges and industry
dynamics." International journal of management reviews 17.1 (2015): 41-68.
25 Martin, Kirsten E. "Ethical issues in the big data industry." Browser Download This Paper (2015).

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MANAGERS BECOMING LEADERS
the employee who was accused of anti-diversity environment26. These challenges are common in
today’s world and leaders, with a developed style of leadership can overcome these challenges
easily.
Suggesting alternative leadership style to overcome challenges
Microsoft has had numerous challenges to face since the time of its inception. Initially it
had to face the challenge of rival companies like Apple. Other than that, it also had to face
challenges that led to a transformation in its organizational structure. The IT industry is probably
the most challenging industries because the parameters of success change rapidly. One cannot
stay contented with single software or hardware as competition arises each day27. The same can
be said about Google as well.
Leadership as described in the article written by Joseph. L. Badaracco, involves
translation of personal ideals and values into actions that display tenacity and shrewdness. It has
been argued by many as to which type of leadership suits the contemporary management
structure best. Some are of the view that theoretical knowledge about leadership is futile and that
true leaders are born in tense situations while others put stress on research and studies.
A leader is expected to be strong, brave, smart, intellectual and calm. While some leaders
possess all these qualities, there are many who lack in one or the other quality. However, it is
26 Julia Wong, 'Google Reportedly Fires Author Of Anti-Diversity Memo' (the Guardian, 2018)
<https://www.theguardian.com/technology/2017/aug/08/google-fires-author-anti-diversity-memo> accessed 8
February 2018.
27 Howard, Mike. "Building a strategic security organisation." Journal of business continuity & emergency
planning 9.4 (2016): 298-303.

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MANAGERS BECOMING LEADERS
suggested that leaders are not required to be strong physically, but they must possess extreme
strength, mentally.
Microsoft has been a leader in demonstrating strong ethics while succeeding in business.
However, confronting contemporary challenges is not easy and the leaders have to be upfront for
any challenge thrown towards them. With a view to keep the success rate climbing, the company
can follow a leadership style characterized by authority and competitiveness28. Google, on the
other hand needs no advice on which leadership style to follow because it is already a great
example of fine leadership. However, managing contemporary challenges would be easier for
Google if its leader encourages talents without looking at academic caliber only.
Conclusion
The companies mentioned in the report are leaders in their field and regarded as the
giants of the IT industry. They have led with example on how to lead a team that comprises
people from diverse backgrounds and that has to deal with customers from diverse backgrounds.
Apart from that, these companies also shoulder the responsibility to lead the way for upcoming
entrepreneurs and organizations and show them how to manage everything without disturbing
anything. Contemporary challenges facing management have compelled these companies to
modify and develop their organizational culture and structure to adapt to the changing situations.
The essay has focused primarily on the two companies and the leadership style that the leaders
display. It has provided statistics to measure the performance of both the organizations in the
global market. In addition, the essay has presented the different challenges that these companies
28 Rao, M. S. "Leader Interpersonal and Influence Skills: The Soft Skills of Leadership." Human Resource
Management International Digest 22.7 (2014).

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MANAGERS BECOMING LEADERS
face. Further, the essay has suggested different styles for both leaders to follow in order to
conquer contemporary fear and challenges. Further readings on the topic are recommended to be
updated with recent changes in the field of IT as well as in the lexicon of leadership theories.

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MANAGERS BECOMING LEADERS
Bibliography:
Anderson, Marc H., and Peter YT Sun. "Reviewing leadership styles: Overlaps and the need for
a new ‘full‐range’theory." International Journal of Management Reviews 19.1 (2017): 76-96.
Badaracco, J.L., 1998. The discipline of building character. Harvard business review, 76,
pp.114-125.
Bortolotti, Thomas, Stefania Boscari, and Pamela Danese. "Successful lean implementation:
Organizational culture and soft lean practices." International Journal of Production
Economics 160 (2015): 182-201.
Dane, Erik, and Scott Sonenshein. "On the role of experience in ethical decision making at work:
An ethical expertise perspective." Organizational Psychology Review 5.1 (2015): 74-96.
Ensher, Ellen Ann, Troy R. Nielson, and Wesley Kading. "Causes of career-defining moments:
Development of a typology." Journal of Career Development 44.2 (2017): 110-126.
'Google: Revenue 2016 | Statista' (Statista, 2018)
<https://www.statista.com/statistics/266206/googles-annual-global-revenue/> accessed 7
February 2018
'Google’S Secret Formula For Management? Doing The Basics Well' (Harvard Business Review,
2018) <https://hbr.org/2017/08/googles-secret-formula-for-management-doing-the-basics-well>
accessed 8 February 2018
Hogan, Suellen J., and Leonard V. Coote. "Organizational culture, innovation, and performance:
A test of Schein's model." Journal of Business Research 67.8 (2014): 1609-1621.

19
MANAGERS BECOMING LEADERS
'How Microsoft Uses A Growth Mindset To Develop Leaders' (Harvard Business Review, 2018)
<https://hbr.org/2016/10/how-microsoft-uses-a-growth-mindset-to-develop-leaders> accessed 8
February 2018
Howard, Mike. "Building a strategic security organisation." Journal of business continuity &
emergency planning 9.4 (2016): 298-303.
Leavy, Brian. "Strategy, organization and leadership in a new “transient-advantage”
world." Strategy & Leadership 42.4 (2014): 3-13.
Lickona, Tom, et al. "Developing the Character of Trusted Army Professionals: A Review of the
Relevant Literature." (2016).
Martin, Kirsten E. "Ethical issues in the big data industry." Browser Download This
Paper (2015).
McCleskey, Jim Allen. "Situational, transformational, and transactional leadership and
leadership development." Journal of Business Studies Quarterly 5.4 (2014): 117.
Mencl, Jennifer, Andrew J. Wefald, and Kyle W. van Ittersum. "Transformational leader
attributes: interpersonal skills, engagement, and well-being." Leadership & Organization
Development Journal 37.5 (2016): 635-657.
'Microsoft: Revenue 2002-2017 | Statista' (Statista, 2018)
<https://www.statista.com/statistics/267805/microsofts-global-revenue-since-2002/> accessed 7
February 2018
Nahavandi, Afsaneh, and Hema A. Krishnan. "Indo-European Leadership (IEL): A Non-Western
Leadership Perspective." Global and Culturally Diverse Leaders and Leadership: New

20
MANAGERS BECOMING LEADERS
Dimensions and Challenges for Business, Education and Society. Emerald Publishing Limited,
2017. 105-123.
Nica, Elvira, Cristina Manole, and Ana-Mădălina Potcovaru. "Competition in the worldwide
workplace: economic globalization and labor rights." Journal of Self-Governance and
Management Economics 4.3 (2016): 73-79.
O’Reilly III, Charles A., et al. "The promise and problems of organizational culture: CEO
personality, culture, and firm performance." Group & Organization Management 39.6 (2014):
595-625.
O'Neill, John W., Laura L. Beauvais, and Richard W. Scholl. "The use of organizational culture
and structure to guide strategic behavior: An information processing perspective." Journal of
Behavioral and Applied Management 2.2 (2016).
Peltoniemi, Mirva. "Cultural industries: Product–market characteristics, management challenges
and industry dynamics." International journal of management reviews 17.1 (2015): 41-68.
Rao, M. S. "Leader Interpersonal and Influence Skills: The Soft Skills of Leadership." Human
Resource Management International Digest 22.7 (2014).
Royle, Jo, and Audrey Laing. "The digital marketing skills gap: Developing a Digital Marketer
Model for the communication industries." International Journal of Information Management34.2
(2014): 65-73.
Schwartz, Mark S. "Ethical decision-making theory: An integrated approach." Journal of
Business Ethics 139.4 (2016): 755-776.
Siegl, Colonel Michael B. "Realigning the Army’s Ethical Compass." (2016).

21
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