Category: Business 11471

The European and North American transport systems present a mix of similarities and difference. The author must have found it necessary and therefore compelled to compare these two regions because they are among the key global transport powerhouses in regards freight transportation. The regions have been used to offer the much-needed benchmark.

More, the two regions have massively evolved over time in their transport systems and hence, there is adequate researched and well documented data that can be aptly used to draw valid discussions and conclusions. In any case, the two regions development and strategies in the transport sector stand out globally.

Moreover, strategic location of European and North American regions is another profound reason why the author opted to create the comparison. They host a huge market for goods produced in other parts of the world. Besides, both regions have strong logistical inbounds and highly developed systems of freight distribution (Leinbach & Capineri, 2007).

In spite of the stack similarities that exist between the European and north American regions, their transport and economic systems are still different in one way or another. For example, system management is profoundly different between the two regions. For instance, tax regimes in North America are unique to those in the European marketing bloc. While north America waivers or subsidizes certain transport levies, the European system is quite static and some tax brackets are quite high.

Logistical policies are also strategized differently n the two regions. The strategies applied by the regions territories are different. In this case, a network of logistics and transport configuration in the two regions reveal a significant difference in the sense that the regions have different models of making policies. Europe has a policy-making structure that is incremental in nature while North American region uses the big bang approach (Leinbach & Capineri, 2007).

Transportation costs directly affect global trade in a number of ways. To begin with, it is obvious that the net cost of products tend to skyrocket owing to a high cost of transportation. Usually, the costs incurred when moving goods from the points of production to consumption are passed over or transferred to the final retail buyers and consumers. Needless to say, transportation cost inflates the cost of goods and services.

As a result, products sold on a global platform may lack ready markets especially when they are to compete with locally produced and cheap goods. The element of cost alone can lower the volume of global trade owing to reduced consumption. This relationship confirms that global trade is negatively affected by the high cost of transportation since imports will be more expensive than locally produced goods. Consumers will prefer purchasing cheaper goods to highly priced imported products.

Second, the high cost of transporting imported products can negatively impact global trade in the sense that it limits manufactures from producing certain goods destined for foreign markets due to the fear of running into losses (Leinbach & Capineri, 2007). When global or international firms predict diminished profits occasioned by transportation costs, they definitely reduce the volume of manufacturing export products. Consequently, the market shares of global brands are eventually minimized by local products.

In addition, transportation costs can also lead to creation of strong monopolies because only giant corporations can secure adequate investment capital funds for production, transportation and marketing. Hence, global trade may eventually be dominated by a few players.

Reference

Leinbach, T.R., & Capineri, C. (2007). Globalized Freight Transport: Intermodality, E-Commerce, Logistics and Sustainability. Cheltenham, U.K: Edward Elgar Publishers.

Abstract

The paper provides a discussion of the second part of the training needs assessment plan that is related to the macro-level needs assessment. The paper presents two questions that should be answered in the context of this assessment. While referring to the questions, appropriate data sources are described in detail. Sources of information determine what methods of data collection can potentially be used in the assessment, and they are listed in the paper. The discussion of the selected data collection methods is also provided to justify the choice of reviews and the focus on the extant data analysis. Also, the paper discusses the predicted findings and gaps, as well as recommendations to address the identified needs.

Introduction

To organize the data collection process associated with a needs assessment in the most efficient manner, it is relevant to use the Data Collection Plan proposed by Tobey (2005). At the first stage, it is important to organize the collection of data related to the area of business needs. This area is also discussed as the macro level (Brown, 2002; Ferreira & Abbad, 2013). The needs assessment that is applied to Anthem Inc. should also be organized using the recommendations provided by Tobey regarding this level. The purpose of this paper is to provide and discuss the questions to be answered in the context of the assessment, discuss data sources, list potential methods of data collection, analyze the selected data collection methods, discuss potential findings, and provide recommendations.

Questions to Be Answered

Anthem Inc. is one of the leading insurance companies in the United States, but changes in the insurance industry stimulate executives to revise their approaches to formulating the business strategy. In this context, it is important to explore how the capacities of employees working in Anthem address the leaders expectations and strategic goals. Therefore, the first question to answer is the following one: What problems related to the companys strategic development should be addressed? The second question aims to focus on the information regarding the companys strategies and employees contribution: How can the companys strategies be supported with reference to training employees? Table 1 presents the first stage of the Data Collection Plan.

Table 1. Data Collection Plan (Stage 1).

Data Sources

To find answers to the first proposed question, it is necessary to refer to such data sources as annual reports and clients reviews and complaints. The reason to use annual reports is in the fact that the information regarding strategies and experienced difficulties is usually included in these documents (Jen-Chia, Tseng-Chang, & Chen, 2012). However, to identify more problems, it is also important to analyze reviews provided by clients and former or current employees. There are many web platforms where clients and employees write reviews and posts describing the companys weaknesses and strategic problems. To collect data regarding the employees training in the context of the companys strategies, it is necessary to use human resources (HR) data located online.

Potential Data Collection Methods

The information related to the first question can be collected using either qualitative or quantitative data collection methods. While referring to quantitative methods, it is important to focus on the analysis of extant data, such as reports and financial statements (Tobey, 2005). Qualitative methods include interviews and reviews of sources. Interviews make evaluators contact managers and employees to collect the data when reviews require access to databases (Ferreira & Abbad, 2013). To answer the second question, it is possible to use qualitative data collection tools, such as interviews, observation, and reviews. Interviews and observation are appropriate to be used in the companys settings, and the review of literature allows for saving resources.

Data Collection Methods

For the first question, the analysis of such extant data as the companys reports is the most appropriate data collection method because it allows for gathering objective quantitative data minimizing the spent time and resources. There is no need to develop data collection tools or compose a survey (Brown, 2002). In addition, the review of the qualitative information is another effective data collection method that is important to find answers to the first question because it provides access to subjective data, but it is more cost-efficient than interviews. The literature review is also selected to answer the second question because an investigator needs to access HR data, but opportunities to organize the face-to-face communication with managers or plan observation sessions in the company are usually limited. From this point, the focus on the sources available online is an appropriate choice for this case.

Potential Findings

While searching the information to answer the first question, it is possible to find out that Anthem has problems with addressing the trends in an insurance industry that are associated with decreased sales and increased costs. Therefore, the company can focus on downsizing, and the proportion of customer service representatives and insurance sales agents in the company can change. The information gathered with the help of reviewing HR data can reveal the necessity of more training to be proposed to middle- and low-level employees to increase their productivity, improve their communication skills, and increase job satisfaction.

Recommendations

The recommendations to address the identified gaps can be related to the area of training. The first question can potentially reveal the gap in training customer service representatives and insurance sales agents. Downsizing leads to intensifying the pressure on these employees; therefore, they need to be trained in relation to developing skills in time management, team-building, and communication. The direct response to the training needs that can be identified with the help of the second question is the implementation of more training programs oriented to the needs of customer service representatives and insurance sales agents.

Conclusion

The organization of the training needs assessment is a complex task that is based on the completion of several stages. Stage 1 is associated with the macro level or identification of business needs related to the concrete company. To prepare the assessment at this stage, it is necessary to formulate specific questions, analyze the available sources of data, determine the relevance of different data collection methods to provide the answers to the set questions and select the most appropriate data collection tools and approaches. At this stage, it is also possible to predict potential findings and propose certain recommendations to address the determined gaps.

References

Brown, J. (2002). Training needs assessment: A must for developing an effective training program. Public Personnel Management, 31(4), 569-578.

Ferreira, R. R., & Abbad, G. (2013). Training needs assessment: Where we are and where we should go. Brazilian Administration Review, 10(1), 77-99.

Jen-Chia, C., Tseng-Chang, C., & Chen, K. Y. (2012). The systematic construction and influential factors of training needs assessment. International Journal of Business and Social Science, 3(24), 3-12.

Tobey, D. (2005). Needs assessment basics. Danvers, MA: ASTD Press.

How can we weigh the performance criteria in Exhibit 2?

Exhibit 2 shows the various performance criteria that can be used to evaluate the potential suppliers performance. It also provides factors that constitute the mark for each criterion. For instance, potential suppliers quality should be determined by a range of factors, such as technical and process audits score, evaluated by the qualitative technical assessment. Quality audit scores should also be performed during site visits. Other factors that are crucial to the weighing of the suppliers quality are PPM, corrective action response rate, and the suppliers production part approval process.

Secondly, it is important to mark the suppliers delivery process. This criterion includes looking at the historical performance with regards to Delivery Lead Time. In addition, it is important to take into account the proximity, risk, and capabilities of the suppliers facilities.

Next, the cost management of the potential supplier is marked by looking at four different features: overall delivered part cost, including lifetime cost of ownership, the cost of expanding or altering the part to fit the end design (% Cost to Target), material cost productivity and the days payable, or the terms of payment for the supplied parts.

As noted in the case study, Whirlpool China values suppliers that have a similar business strategy and vision. The next criterion marks the suppliers alignment with the corporate strategy. Qualitative alignment tests are used to determine the suppliers technology roadmap and its commodity management strategy. For existing suppliers, a separate proxy method can be applied to test their general understanding of Whirlpools strategy and vision.

The fifth criterion measures the suppliers capital and tooling costs by evaluating total tooling cost of ownership and tools technical lifecycle. The next criteria are equally important to many contemporary businesses: design and technology criterion is weighed by the qualitative innovation score, support and representation are determined using a qualitative management score, whereas manufacturing, which establishes the potential suppliers manufacturing reliability, is marked using a qualitative manufacturing score.

Another crucial criterion is the potential suppliers financial stability. It is measured using either the Altman Z-score, balance sheet, growth rate, or current accounts of the supplier. Finally, some commodities might require running additional tests or assessments for the supplier; these are included under the Commodity  Other criterion.

What criteria should be given first priority? Why?

In the case of Whirlpool, design, and technology would be the most important criterion today due to the companys goal to produce more innovative products to remain in the competitive electronics market. Given the size and scale of the company, the suppliers manufacturing processes should also be evaluated in detail. Particularly, it would be crucial to make sure that the supplier possesses all the relevant knowledge and experience to accommodate such a large-scale production. Investigating the suppliers preventive maintenance scheme is also important to minimize the risk of production delays and ensure a continuous supply of tools.

Also, given the fact that the electronics market is highly competitive, it is vital for a large company such as Whirlpool to maintain customers satisfaction. Thus, marking the potential suppliers quality is also essential. Special attention should be paid to the suppliers corrective action response rate and the audit scores, both regarding the technical processes and tools quality.

What is Financial Statement Analysis?

Many companies and individuals rely on financial statement analysis in their work. It is the procedure of using analytical and financial tools for examination and comparison of financial statements (What is Financial Statement Analysis?). Financial statements are a requirement by law, and interpreting them gives businesses many benefits (The Importance Of Financial Reporting & Analysis: A Complete Guide, 2020).

The task is mainly performed to gather data and make better business decisions. Financial analysis allows interested parties to examine financial statements and see whether a business is worth their investment.

Why is financial statement analysis an important area of study?

Studying financial statements can help share- and stakeholders to make more informed decisions regarding investments and loans (What is Financial Statement Analysis?). Financial statements exist to meet the needs of investors and provide accurate data on the growth and development of the company (Financial Statement Analysis, 2016).

Interpreting the given data correctly is especially important, as without correct understanding it cannot be practically applied. The data provides lending institutions, such as banks, with unbiased information regarding a businesss financial wellbeing. Financial statements also allow the upper management of the company to better perform their governing duties.

What is learned from the process of financial statement analysis?

Financial statement analysis is concerned with such factors as liquidity, activity ratios, leverage, and profitability, delivering nuanced data on many fronts. The process of financial statement analysis allows interested parties to measure the companys likelihood of remaining in business, the managements performance, primary methods of funding (How Financial Statement Analysis Helps Business Grow, 2020). It can also be used to effectively measure the companys ability to generate profits. All of these factors can be further divided into sub-sections and analyzed.

Discuss the Biblical implications of reliable and representationally faithful financial statements.

The bible is largely in favor of reliable and faithful financial statements. As a holy book, much concerned with the teachings of God, the Bible preaches the importance of honesty, virtue, and trust. Many of these values are also applicable to business and financial statements. Proverbs 28:13 states, that Whoever conceals his transgressions will not prosper, but he who confesses and forsakes them will obtain mercy, which directly correlates with openness and reliability in financial statements. In the eyes of the Bible, writing accurate financial statements is crucial to leading a successful business.

References

How Financial Statement Analysis Helps Business Grow. (2020). Ohio University.

The Importance Of Financial Reporting & Analysis: A Complete Guide.  (2020). Datapine.

What is Financial Statement Analysis?

Introduction

A leader of an organization can take advantage of various tools that help develop a proper strategy for the firms further development. In the modern world, new business models and revolutionary industries emerge providing many challenges for executives. Systems theory allows one to observe an organization and identify internal and external factors affecting the company, thus, helping create structures that can function more efficiently. This paper aims to examine patterns, design, and strategy using an example of a real-life organization to illustrate the practical application of these approaches.

Business Model Discussion

Unarguably, businesses follow specific steps to develop products and services and receive revenue from customers. Business Model Canvas can be used to create a visual representation of the model that a company uses as a basis for operations. This tool allows describing the rationale for creating and delivering value to a firms clients. The behaviors within a company can be observed to identify a particular pattern, which can further be used to improve and reinvent processes. It should be noted that a company should have one business model, which can consist of various patterns (Ovans, 2015). Therefore, one establishment is capable of delivering value to individuals through different channels and using more than one approach.

Eight Metaphors

One of the critical methods that should be fostered in an organization is the ability to examine existing practices using different approaches, which were described by Morgan. According to Ortenblad, Putnam, and Trehan (2016), Morgans work on organizational theory offered a new perspective to executives. This is due to the fact that the approach provided by the author broadens the understanding of ways in which companies function.

These metaphors are defined as follows  organizations as machines, organisms, brains, cultures, political systems, psychic prisons, flux and transformation, and instruments of domination (Ortenblad et al., 2016). Thus, from Morgans point of view, a business should be viewed as a set of these figurative expressions, each describing a particular domain of operations.

Four Frames

Bolman and Deal offered an approach through which the organizations leaders should observe their company by applying four perspectives. This component can be referred to as frames because each element can help gain valuable insight into the process that allows a company to function. While the authors of the strategy acknowledge the fact that businesses are usually complex and consist of various structures, they highlight four important domains  structural, human resources, political, and symbolic (Bolman & Deal, 2014). A leader should consider all four components when planning the organizations operations because each one is crucial for proper functioning.

Structure refers to the organization within the company that helps it function. The political aspect involves a clear understanding of decision making processes and individuals that facilitate these changes. The symbolic frame requires an understanding of many intangible elements, making it difficult to evaluate objectively. This frame provides an insight into the actions that individuals take within the company. The human relations frame enhances the understanding of people and their motivation for work.

Implications for Companies

Morgan, Bolman, and Deal depict the importance of the environment for business. Additionally, several systems exist within one establishment and enable its functioning. From the perspective of a real-life organization, it can be concluded that the business model enhances the understanding of different components that contribute to efficient operation and delivery of value. This factor, in its turn, helps maximize revenue and develop new models that are more suitable for the current environment.

The frame that depicts the organization best is human resources. Based on this it can be concluded that the efforts of the company are directed at improving the capabilities and skills of individuals that work in the company. The value that is delivered by applying this frame can be seen by customer satisfaction, as employees are able to enhance the relationship with clients and thus help the establishment gain more revenue by retaining the interest of buyers. In addition, this perspective enables leaders to improve strategies for motivating individuals and improving the quality of their work.

The metaphor that can be used to describe this establishment is an organization as an organism. It is due to the fact that this theory emphasizes the importance of human relations. Additionally, from this viewpoint survival is the primary objective, which for a business is the ability to bring revenue (Ortenblad et al., 2016). This approach helps leverage the human interaction and connection of internal and external factors. However, viewing the company from only this perspective can be harmful because other aspects are left out. For instance, it is difficult to consider the political issue when thinking about the company as an organism.

Conclusion

Overall, leaders should apply different approaches to examining their organizations, which will enable adequate functioning and development. Morgan identified eight key features that can help develop a better understanding of the patterns that exist in a particular environment. Those consider all the aspects that contribute to the success of the operation, including transformation and relationships within the structure. The model offered by Bolman and Deal highlights four domains  structure, human resources, political relations, and symbolic.

References

Bolman, L., & Deal, T. (2014). How great leaders think: The art of reframing. San Francisco, CA: Jossey-Bass.

Ortenblad, A., Putnam, L. L., & Trehan, K. (2016). Beyond Morgans eight metaphors: Adding to and developing organization theory. Human Relations, 69(4), 875889. 

Ovans, A. (2015). What is a business model? Harvard Business Review. 

Defining the concept (a retail business that is somewhat unique, that has an marketing edge over its competitors)

The concept involves a retail hairdressing store that provides hair cuts by professionals. However, it is unique and a cut above the rest owing to the fact that it is also doubles as a hairdressing institute. Here, new and aspiring hairdressers will be given revolutionary advice by professionals who meet there and exchange ideas. Essentially, this implies that the new retail store will double up as a styling and hairdressing institute.

Market needs opportunities (why do see a potential?)

Current market offer (direct / indirect competitors)

The current hairdressing market has come of age. Nowadays, hair stylists focus on a range of elements that make them stand out from the rest. Some of them are affiliated to the fashion industry. Here, one can find hairdressers that specialize in offering services for top magazines or fashion houses. Essentially, they use creative ways of complementing the outfits and shoes made in the fashion industry. Alternatively some hairdressers and stylists also offer their services to television and film celebrities. Essentially, these kind of hairdressers are trend setters because once a celebrity wears their designs then it is likely that the public will imitate them and they may be sought after by many others. On the other hand, some stylists offer their services to photo studios. Usually, the latter will deal with quick and easy hairstyles that will not take too much time. These are all indirect competitors for this new business.

Conversely, some hairdressers and stylists will open a traditional retail store. Usually, some will cut hair while others will be responsible for more complicated styling. Essentially, these businesses specialize on certain consumers and services. Some will offer hair and nail services. Others will combine it with reflexology and other facial or skin treatments. Alternatively, some may choose to focus on particular market segments. For instance, some may deal with Afro  Caribbean hair while others may focus on Caucasian hair depending on the kinds of markets they have. These are direct competitors if they do haircuts but indirect if they focus on other kinds of hairdressing services.

Another direct competitor for this business will be all hairdressing institutes or colleges as they offer part of the service that the retail store will be offering. Many beauty institutes will liaise with traditional hairdressing services just so that they can be able to give their students a hands on experience on the actual nitty gritty of the hairdressing world. Usually, this will involve making a deal with an existing hairdressing business to offer services to them. However, it is very unlikely that any of these businesses will actually grant their consumers  who in this case are aspiring hairdressers  an opportunity to get creative with customers hair.

Gap in the offer (your retail idea must fill the gaps)

Most hairdressing businesses either focus on the consumption end of the spectrum or the educational level as well. It is rare for one to find a combination of these. In other words, the market specializes on either side yet the best results can be reaped when practical ideas from people who have been in the industry for years are combined with new ones. Furthermore, the hairdressing institutes available out there usually dwell on aspects of hairdressing that have been tested and proven. It is quite rare for them to embrace a hairdressing method has never been tried before yet the industry requires creative and innovative traits. Finally, this institute plans on making the most of this gap by combining the talent, experience and creative genius of older professionals in order to give aspiring hairdressers new and revolutionary ideas on the same. However, this retail store has still not forgotten the overall benefits of the traditional hairdressing business. In other words, it will still offer hair cuts from professionals.

Segmentation/target market

What are the benefits your segment(s) are seeking

There are two major benefits that the segments are seeking and can be offered by this organization. The first is a good hair cut. Essentially, hair cuts are geometries applied to different categories of hair. Therefore, services seekers are people who need the right lines or circles applied correctly to their hair type and their shape. Not every hair cut will fit perfectly with the face and body of an individual as this depends entirely on an experts opinions on what works. Consequently, once a customer can get a haircut from a professional then this is likely to lead to satisfactory results compared to a situation where the concerned person has not dealt with any of these differences. These consumers essentially want something that will change their look from ordinary to extraordinary. It implies that certain artistic concepts must be included in the service. There must be balance and movement in the hair after it has been cut. It must also be precisely done so that the proper techniques and the right controls have been combined to make that hair cut transformative. The retail store under consideration will focus on offering these unique elements hence making it exceptional.

The second benefits that the segments are looking for is good hairdressing training. Many professional hairdressing institutes tend to focus more on the technical aspects of the profession and not on the creative ones yet this quality is the most important in the industry. Hairdressing students often need to be inspired and to be shown how they can be creative and the best way to do so will be through the use of professionals who meet and exchange creative ideas as will be the case for this particular kind of business.

Is the market currently multi-segments?

Several kinds of opportunities exist out there for anyone who wants to be involved in the hair market. This is the reason why there is product differentiation within the market. In other words, segmentation can be product specific such that there will be a close match between products/ services and consumers.

Alternatively, segmentation is done by demographic features in that some hairdressers focus on certain racial groups or hair textures over and above others. Alternatively, some use lifestyles as a differentiating quality and in such a case, the high end of the market will be targeted by some hair cutters while others will focus on middle income earners.

Which segment (s) do you want to target?

In this regard, the business will look at hair cut consumers as one market segment and hairdressing students as another product based segment. The other kinds of segmentation methods may not necessarily yield the kind of results that this business is looking for and this could make it highly beneficial to the concerned individuals especially in relation to their missing elements in market.

How would you describe the segment(s)?: demographics, lifestyle, psychographics.

The segment is based on psychographics because it is designed to meet certain objectives that consumers need. Essentially the best bet for business success of this retail concept is focusing on value addition and this would best fall within the psychographic segment.

Introduction

The companies that wish to expand to the international markets must take additional caution in exploring the opportunities and threats pertinent to each target country. The current paper contains a report for the Emaar Properties, a real estate company from the United Arab Emirates, on its international market entry into Turkmenistan. The report presents key indicators of the countrys economic climate, infrastructure, and product market potential obtained from reputable sources.

SWOT

Strengths

Market size: the current amount of property for sale in Turkmenistan is high enough to offer significant opportunities both for professional investors and individual buyers. In addition, the steadily developing construction industry shows a trend towards expansion, both in quantity and quality of the offers.

Existence of infrastructure: the recent interest towards the countrys real estate segment has created the need for an update of the obsolete infrastructure. As a result, the industry is in the stage of the active development and is compatible with the core standards accepted worldwide.

Skilled workforce: rapid development also led to the creation of demand for competent employees. The influx of international investors also diversified the skills and knowledge of the workers in the segment.

Weaknesses

Highly competitive environment: the surge in interest and the eventual entry of numerous international investors started almost a decade ago. Currently, the market contains several major players with significant material bases, essentially denying them entry to smaller organisations.

Low profitability: despite the expectations of the investors, the growth of the prices is currently insufficient to sustain profitability, and the investments only provide long-term opportunities.

Absence of R&D investment: the state of research and development in the country is based on the large degree on its Soviet heritage, which is obsolete and highly resistant to change.

Opportunities

Global reach: the involvement of investors from around the world opens up the possibility for the Turkmenistan real estate market to eventually enter the international scene.

Market growth: the majority of experts expect the prices in the market to rise significantly in the long run.

Steady growth rate: the interest of the individual and professional investors sustains the influx of the capital that is expected to remain at a present rate.

Growing economy: the countrys overall economic profile displays several areas that are in the stage of active development. It is thus reasonable to expect the overall increase in the paying capacity of the stakeholders.

Threats

Uncertain market: despite the obvious tendency of growth, the real estate market remains highly volatile, leaving the possibility of decline an open question.

Political regulations: the political domain of the country remains unstable, which introduces the risk of unfavourable regulations.

Currency exchange rate: the difference between the official and the black market exchange rate is around 400% by some estimates, which puts professional investors and many individual buyers at a disadvantage.

Scarcity of prospects: despite the ongoing growth, there is no clear understanding of the possible size of the market, so at least some of the predictions of profitability are speculative while the well-recognised ones do not present sufficient opportunity.

International Marketing Environment

State of Economy

As a result of the autocratic stance of the current administration, economic development remains limited in scope. The main asset of the country, as well as a chief source of profit, is its oil and gas resources, with the agricultural sector being the nearest competitor (Heritage Foundation 2017). The high barrier of entry in these segments essentially reserved the operations for the state, whereas small and medium businesses remain underrepresented.

Such lack of diversification has led to the scenario that is considered stagnation by some experts (Heritage Foundation 2017). There are also noticeable concerns regarding the absence of opportunity for the younger generation. The economic sector is reluctant to adopt innovative practices, which repels the youth and prompts them to seek employment outside the country. While it is possible that the economy will develop in the near future, it would be unreasonable to expect significant changes. Such an environment would be highly restrictive to Emaar Properties.

International Trade

It should be noted that the current government is somewhat more open to business interaction on the international scale. However, the said interactions remain relatively modest by the modern standards and are tightly controlled by the government. Large investors need to obtain approval of the government in order to enter the market and the criteria of selection lack transparency. Besides, the financial system, including the currency rate, is also in control of the government, which makes it unavailable to the smaller players as well as those who fail to find approval at the political level. International companies will likely find it challenging to operate under such challenging conditions.

Geopolitical Events

The current government in Turkmenistan becomes increasingly more open to international business partnerships. Nevertheless, in its current state, the political landscape remains largely unfavourable for international cooperation. First, the business norms in the country are mostly incompatible with internationally acceptable standards. There is also a notable lack of a commercial code, which decreases the clarity of the preferred business approach.

The local companies often operate using the local historically established norms and rules and are only superficially familiar with the internationally acceptable standards. The business administration is still highly dependent on informal social connections and political influences. While the countrys president has proclaimed the intention to reform the current system to align it with the modern business practices of the developed economies, little change has been observed in this direction.

While the explanation put forward by the government officials justified the slow pace with the fact that the population is not ready for radical transformations, the actual improvements remained superficial and often irrelevant. Finally, it is worth mentioning that in its current state, the political landscape is highly autocratic with a strong orientation towards family values taken by the current administration (Freedom House 2017). Consequently, the corruption rate, which has long been high in the country, is presented with additional opportunity for growth for international investors.

Legal Developments

The legal system in the country is outmoded and shows a little capacity for improvement. In its current state, it presents a significant challenge not only to the business owners but to any entity dealing with it. The sets of regulations currently in use are opaque, complex, and difficult to use. In addition, numerous legal bodies create a net of bureaucratic rules that open up the possibility of corruption and introduce many informal aspects into play that further discourage small and medium enterprises from development. The country also still employs an outdated and inflexible system of labour regulations (Heritage Foundation 2017).

Finally, the system lacks objectivity, since judges can be appointed without legislative review, and property rights, as well as contracts, are poorly enforced. From the international perspective, business security in Turkmenistan is insufficient, with no certainty regarding the possible improvement.

Technological Developments

The recent shifts in the political landscape opened up opportunities for technological progress in the country. According to the official statement by the government, the twelve priorities were identified in the development of the countrys technological development, including transportation, production automation, innovation in oil and gas industries, upgrading the agricultural practices, and medicine, among others (UNESCO 2015).

However, it should be noted that the scientific and administrative processes behind the identified areas are not transparent. In addition, the funding of all of the aspects of research and development comes from the government. Finally, the reporting mechanisms behind the process are virtually absent. Thus, the entirety of the information available for the analysis is subject to distortion. While there is no reason to suspect major deviations from the outlined path, it is worth pointing out that at least two of the identified directions coincide with the state-owned industries.

Therefore, the possibility remains that while some of the areas will receive better funding, those that promise no revenue (e.g. transportation or environmental studies) would be left underfunded. It should also be mentioned that despite the optimistic picture that contrasts with the previous state of affairs, the countrys technological development is still modest by the international standards.

Reference List

Freedom House 2017, Turkmenistan country profile. Web.

Heritage Foundation 2017, Turkmenistan. Web.

UNESCO 2015, UNESCO science report: towards 2030. Web.

The development of organizations often depends on the ability of leaders to inspire their followers and guide them through the complexities of different spheres of the economy. Authentic leadership is instrumental in achieving these goals since such leaders have the necessary qualities and skills. The existing theories have focused on different aspects of leadership, which resulted in the development of certain frameworks that are used by scholars and practitioners (Rodd, 2013).

Now, it is clear that people can develop the skills necessary for becoming an effective leader. The concept of an authentic leader is now widely used by scholars and practitioners. Authentic leaders are people committed to facilitating the development of the communities through the focus on certain values, trust, and collaboration. To become an authentic leader, it is important to be able to identify inner strengths and the most pronounced leadership qualities, as well as some weaknesses of different leadership styles. This paper includes an analysis of three leaders involved in the educational and marketing spheres and their leadership styles.

The evaluated leaders come from different backgrounds and are involved in educational and business spheres. The three people are competent and experienced professionals although the level of their authenticity differs considerably. The leaders will be analyzed in terms of the most valuable qualities of authentic leadership that include identity, competence, morality, and inspirational potential. Although one of the people cannot be regarded as an authentic leader, the analysis of her leadership is instrumental in understanding the primary features of effective leaders.

History Teacher: An Authentic Leader

One of the leaders, also referred to as L1, was a history teacher employed at an urban medium-size high school. At the time I met her, she was in her 30s and single. The school was public, and it was characterized by an average performance rate.

The school administration tried to ensure a proper dialogue between stakeholders. Students and their parents believed that the school was an educational establishment that could prepare younger generations for further academic efforts and life in society. L1 had worked at the school for several years, and she was popular among students. When I told one of my older friends that that teacher would run my history classes, she said I was lucky. I understood what my friend meant a few days later when our history classes started.

I believe L1 can be regarded as almost a perfect authentic leader who contributed considerably to the development of the educational establishment as well as the personal success of many students. Kouzes and Posner (2007) state that leadership is a reciprocal process between the leader and followers, which makes the expectation of the latter central to the evaluation of leadership (p. 28).

In simple terms, the attributes of effective leaders as seen by followers turn out to be defining traits making leaders effective. According to Kouzes and Posner (2007), being inspiring and competent are the characteristics that are highly valued by followers. L1 is one of the most inspirational leaders I have known, and she is a competent professional, which makes this educator an authentic leader. Students learned a lot from this educator who did not simply share her knowledge concerning some historical events or figures but trained students to think critically and implement effective research.

L1 inspired her students to be open-minded and broaden their horizons in many ways. She traveled a lot and had dozens of stories for the youth who listened to her with their mouths wide-open. We all dreamt about visiting other countries or new territories, and many students have made their dreams come true. L1 also managed to show the link between proper academic performance and personal life benefits, which motivated students to be diligent.

Authentic leaders are motivational, and they manage to shape their followers behaviors and choices (Marotz & Lawson, 2007). Importantly, although deduction was also employed, it was not the primary strategy to motivate students. The teacher shared her views and behaved accordingly, which ensured the development of trustful relationships. L1 was an authentic leader as she did not try to receive power over her followers through her authority (her position as an educator). She inspired young people, and it was quite natural for them to follow the lead of a person who was competent and reliable.

This history teacher was a competent educator who could train others effectively. The professional competence of L1 was also one of the foundations of trust that was a principal value for the leader and later her followers. Trust is one of the pillars of authentic leadership since it ensures the establishment of effective collaboration between the leader and those who followed (George, 2000; Evans, 2000). We all wanted to know history well to attain some academic goals and please the teacher. The development of relationships with followers is one of the pillars of authentic leadership (Starratt, 2004).

Authentic leaders understand the needs of their followers and try to satisfy them. In some ways, authenticity has traits of servant leadership where leaders concentrate on their followers helping them to achieve their goals (Smith, 2005; Gibbs, 2006). L1 always knew the limits of her followers and tried to push them as much as possible. She managed to make her students believe that they could achieve any goals and surmount any tops if they remained committed and authentic.

It is noteworthy that the history teacher was an authentic leader as she managed to keep the distance or certain kind of hierarchy between the one who leads and the followers. This distance is important especially when it comes to the educational sphere. Many teachers fail to maintain the hierarchy and turn into one of the followers remaining only formal leaders in many aspects. Authentic leaders secure their authority and ensure the maintenance of predictable patterns of coordinated activity (Starratt, 2004, p. 77).

L1 was never seen as one of us since she was always on a pedestal of the one who leads. L1 was a perfect authentic leader although she still failed to ensure all of her students highest performance. However, it is impossible to be equally inspirational for everyone irrespective of the chosen strategies or styles. Some followers are still less motivated or affected in a specific way due to their personality traits or personal goals.

Science Teacher: Identity as a Key Component of Authentic Leadership

To understand the qualities of an authentic leader, it can be beneficial to consider the characteristic features and actions of a person who tried to be a leader but failed to achieve this goal. The second leader (also referred to as L2) to be evaluated was a science teacher at a middle school located in an urban setting. When I met this teacher, she was in her mid-forties and divorced. She had a doctoral degree, and the faculty saw her as a competent professional especially when it came to research and science. Students shared this opinion and admitted that L2 was a talented scientist and knew almost everything when it came to species or formulas. However, this teacher was not popular among students, or rather students were not motivated to go the extra mile and work hard.

Some of the primary reasons underlying this situation are closely linked to the teachers identity and integrity. Palmer (1997) claims that these concepts are central to teaching practice as they define the future of the educator and their leadership. Identity is also a central component of authentic leadership as only those who know themselves can lead others (OLoughlin, 2009; Evans, 2000).

OLoughlin (2009) emphasizes that educators cannot be authentic leaders without understanding themselves, which makes self-reflection vital. Teachers should regularly reflect on qualities, inclinations, behaviors, and choices. According to Palmer (1997), identity is a moving intersection of the inner and outer forces that make a human being (p. 6). In simple terms, identity is a persons true self that can be hidden from the rest of the people or even from themselves.

The latter was the case with L2 who failed to understand herself and make the right choice. She tried to be a good teacher and a leader for her students as she was a responsible and diligent educator. She seemed to perform well as she completed all the required tasks and responsibilities. She followed the existing standards and tried to make sure that the students had the necessary amount of knowledge and skills.

Importantly, she was competent in her field and had an exceptional understanding of the subject. Everyone would agree that she would make a very good or even talented scientist, but she chose to educate rather than investigate. At the same time, teaching was not the sphere where she excelled since students often failed to understand quite basic things. She used some of the common teaching strategies without trying to innovate. Students hardly ever knew anything beyond the required material and had no intention to dig deeper.

L2s inability to understand herself translated into her inability to teach. She explained everything as if she was talking to competent scientists rather than students with their learning peculiarities and different characters. The educator seemed to be uninterested in establishing proper relationships with students or trying to understand young peoples needs and peculiarities. Palmer (1997) mentions the case when a teacher inflicted his wounds on his students and tried to make them feel embarrassed through their poor grades or failed tests. L2 did not try to make students feel bad but tended to give higher grades whenever it was possible.

This teachers inability to understand herself led to the situation when the educator accepted the fact that she did not have to try hard. She seemed to believe that students were simply unable to understand, so there was no worth trying. This attitude was rather destructive as students were not interested in pursuing careers related to her subject even though some young people might have had the necessary capabilities.

Integrity was also the quality L2 did not possess, which made her an ineffective leader. Evans (2000) argues that authentic leaders should align their values and their actions as well as remain committed to leading people, which is critical for their integrity.

Leaders who lack integrity tend to be rather passive and unable to bring true changes. An educational environment needs constant changes and a focus on innovation, so authentic leaders in this sphere are innovators inspiring people to push their limits. Evans (2000) also adds that leaders who postulate certain aspirations without actually believing in them will not be trusted and will never become authentic leaders. L2 did not have any commitment to innovation and rarely articulated any aspirations at all.

L2 was far from being an authentic leader as she tried to construct a false identity and integrity. The woman chose the wrong career path as she would make a better scientist than a teacher. She failed to lead herself through the challenges her life had to offer, which made it impossible for her to lead others. L2 should have become a scientist or had to try to change her life. Nevertheless, she could still be an authentic leader if she acknowledged her identity and adjusted her teaching to her real self.

She could try to look for effective teaching strategies related to her beliefs and values. It was also possible to achieve integrity by acknowledging ones values and goals and being committed to these principles. Instead, she tried to construct a non-existent identity. This educator was not an authentic leader although she had some attributes necessary for this kind of leadership.

Marketing Sphere: An Almost Authentic Leader

Authentic leadership can facilitate the development of an organization in any sphere including production and marketing. The third person to be evaluated in terms of his leadership style and skills is the marketing director of a private medium-sized company operating in an urban setting. The leader (also referred to as L3) was involved in the sector of food production and was employed as the marketing director.

He was in charge of up to ten people who developed marketing strategies for the existing products and participated in the process of new items development. When I met him, he was in his mid-40s, married with one child. L3 had a Masters Degree in Business Administration, which contributed to the establishment of an image of a competent professional.

It is necessary to note that this leader had some of the major qualities of an authentic leader as he acknowledged his identity, he was competent, and he displayed some traits of a servant leader. Servant leadership presupposes the focus on relationships and meanings that are essential for the creation of a favorable working atmosphere characterized by trust and collaboration (Fry, 2003). A servant leader tries to understand and meet their employees needs. L3 always tried to understand the inclinations of his subordinates and help them satisfy these needs. He also helped his followers to set clear goals and choose the most effective strategies to achieve them. The marketing director was a mentor for the members of his team who learned a lot from him.

This leader was also characterized by a set of values and morals that made him a spiritual leader as well. Spiritual leadership entails values, attitudes, and behaviors& necessary to intrinsically motivate ones self and others so that they have a sense of spiritual survival through calling and membership (Fry, 2003, p. 711). L3 had such values based on major ethical standards including trust, respect, and empathy. Duignan (2013) also adds that authentic leaders in the educational sphere need to have a clear moral purpose and a passionate commitment to a collective responsibility for the wellbeing of their school community (p. 3). L3 tried to promote these values and morals among his employees.

One of the primary strategies he used to inflict these values and moral standards on his followers was his behavior. He addressed conflicts and treated all the employees based on the principles mentioned above. Furthermore, he developed policies that ensured the creation of an atmosphere that was deeply rooted in the values he had. These policies and standards were created for the department of marketing. If they were adopted by the entire company, the organization could benefit significantly.

One of the most prominent features of this leader was his focus on the moral aspect of leadership and organizational management. His commitment proved to be essential for the department, which was illustrated by the success of his projects and campaigns. L3 managed to create an effective team of like-minded people with strong values. This authentic leader believed in the positive side of the business that could make a difference and contribute to the sustainable development of the community. However, these efforts had limited success due to the peculiarities of the organizational structure and leadership.

The owner of the company, as well as other top managers, was not an authentic leader and focused on profit and revenue rather than the companys larger impact on the development of the community. Lee (2010) notes that effective leadership can be metaphorically presented by a jazz band where leaders pass their power. The company where L3 tried to create a culture based on the highest ethical and moral standards was not a jazz band. L3 failed to inflict his values on the employees and leaders beyond his department, which resulted in his resignation.

It is possible to note that L3 was an authentic leader, but he still lacked certain skills and traits to transform the company he worked for. A truly authentic leader would manage to persuade other leaders, executives, and the owner of the business that the adherence to certain moral standards was beneficial for the organizations development. L3 failed to transform the company due to the lack of patience and inspirational potential.

Although many employees from different departments respected L3 and admired him, the organizational culture did not change. An authentic leader would use this attitude and their departments high performance to affect the status quo and initiate major changes in the organization. It was also possible to involve the community in the process and show the outcomes of the establishment of a strong organizational culture. L3 tried to go beyond his department and affect the entire company, but the lack of support from others and his insufficient commitment prevented him from transforming the organization.

Concluding Remarks

In conclusion, it is important to state that the three leaders can serve as an illustration of the qualities an authentic leader should have. The level of authenticity differs significantly as L1 can be regarded as almost a perfect authentic leader while L2 is the least effective leader. L3 is somewhere in the middle of this range although he has all chances to be a truly authentic leader in an appropriate environment. The analysis of the qualities of these people shows the importance of such features as competence, inspirational potential, morality, and identity. A truly authentic leader can be characterized by these properties that are effectively used to inspire people and transform organizations and communities.

Notably, leadership in the educational sphere has certain peculiarities, but it also depends on the ways leaders qualities affect their environments. Although all of these features are essential, educators ability to understand their real selves is central to authentic leadership. If a teacher does not receive joy from teaching, it can be necessary to change the career path. Integrity is also vital for educators who should ensure the alignment of their values and actions. Ethical and moral values are another pillar of effective leadership in the educational setting as teachers often inflict their morals on students whose lives may be affected considerably.

This analysis has had a certain influence on my understanding of leadership. I would like to become an authentic leader who would inspire people to concentrate on the development of their communities and overall societies. I possess the basic qualities that would make me an effective authentic leader although I still have to develop my leadership skills. Now, I know perfectly well what areas require my attention, and I will try to remain committed to the established goals.

Reference List

Duignan, P. (2013). Leading with moral purpose and authenticity. Principal Matters, 2-4. Web.

Evans, R. (2000). The authentic leader. In M. Fullan (Ed.), The Jossey-Bass reader on educational leadership (pp. 287-308). San Francisco, CA: Jossey-Bass.

Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693727.

George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8), 10271055.

Gibbs, C. J. (2006). To be a teacher: Journeys towards authenticity. Wellington, New Zealand: Pearson Education.

Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco, CA: Jossey Bass.

Lee, W. (2010). Leading by heart and soul: Using magic, being moral, creating merriment and mobilising others.

Marotz, L. R., & Lawson, A. (2007). Transactional and transformational leadership. Motivational leadership in early childhood education. Clifton Park, NY: Cengage Delmar Learning.

OLoughlin, M. (2009). The subject of childhood. New York, NY: Peter Lang Publishing.

Palmer, P. J. (1997). The heart of a teacher: Identity and integrity in teaching. Web.

Rodd, J. (2013). Leadership in early childhood: The pathway to professionalism. Sydney, Australia: Allen & Unwin.

Smith, C. (2005). Servant leadership: The leadership theory of Robert K. Greenleaf. Web.

Starratt, R. J. (2004). Ethical leadership. San Francisco, CA: Jossey-Bass.

Probability theory

The basic probability theory is a tool that is used in decision making and risk management to solve difficult analytical problems by use of difficult integrals (Durrett, 2010). The results depend on random occurrence of infinite or finite events based on events that occur in a given probability space. Outcomes depend on heavy tailed distributions that are used to predict and analyse risks using the probabilistic behavior of finite random or discrete variables that are symmetrical about zero.

The probability theory is used to mathematically model risk management problems to avoid the difficult methods of solving the problems using routine analytical mathematical methods (Durrett, 2010). Solutions are obtained by classifying risks into different categories based on the objective risk (for objective probability) and subjective risk (for subjective probability) (Durrett, 2010).

Methods and tools for qualitative risk analysis

The stochastic method of risk analysis uses the concept of random loads and resistance that are achieved by integrating risks under the dominion of the load and resistance values. However, the problem with the method is that one has to determine the unknown probability density function to use before doing any calculations. The fuzzy set method uses quantifiable variables to determine the lower and upper parameters when mathematically modelling a problem. The weakness with the fuzzy method is that risk cannot be measured reliably because the variables must be determined before the outcomes are calculated.

A study by Gibson (2011) shows that qualitative risk analysis can be conducted by using historical data, risk rating scales, Delphi methods, brainstorming tools. The weakness with those tools is that it is difficult to quantify and evaluate the effect of risks on the costs of resources, scope, project performance, schedule, budget, and project deliverables. It is difficult to develop the right scales to accurately assign probabilities to events to accurately rate the effect of the risks.

Development and contingency allowances

The contingency models that are used to assess systematic risks can be developed by using the practices of information system users and the processes that occur within the information systems that are used to generate data for specific project risks that are not amenable to regression analysis (Gibson, 2011). To compensate for the risks and uncertainties that occur, it is important to determine the contingencies from previous projects by comparing actual vs. estimated costs.

The resulting data is plotted on a graph of risk ratings when estimates were done against the percentage overruns of estimates on a graph and corrections are then made to cover the changes in the project scope. The values on the graph of the cost of growth and project definition are evaluated to determine contingency allowances that can be provided (Gibson, 2011).

Triggers for monitoring potential risks

According to Gibson (2011), the master logic diagrams are used to monitor risk occurrences by categorizing undesirable and detailed event descriptions on a diagram. Here, the event sequence diagrams and event trees provide flow paths for charting risk. In addition, the integrated scenario model can be quantified to provide sets of pivotal events for monitoring and predicting risk that include the propagation of epistemic uncertainties. According to Gibson (2011), the elapsed time method is used to determine the effects of inoperable catastrophic risks, relative variance is determined by use of the chi-square test methods depending on the category of risks, and the threshold valuation method is analysed by use of variance-covariance techniques.

References

Durrett, R. (2010). Probability: theory and examples. Cambridge university press.

Gibson, D. (2011). Managing risk in information systems. Sudbury, MA: Jones & Bartlett Learning.

According to Starratt (2004), an authentic leader brings himself or herself and everything he or she believes in his or her work. It is common to find definitions of authentic leadership to also include descriptions such as transparent, consistent, and accountable. Evans (2000) argues that trust is key in any type of leadership. Thus, authentic leaders, by default, should be trustworthy. Kouzes and Posner (2007) explain that trust ensures that people believe in who a leader is, and not necessarily the leadership style that the person employs.

It is interesting to note that many scholars also believe that an authentic leader should have integrity. This term is defined by Evans (2000) as the perfect balance between values, goals, and actions. Indeed, some leaders have integrity but are still not perfect. Authenticity encourages imperfection and the ability to be seen with both strengths and weaknesses. Starratt (2004) cautions that a person with integrity is not necessarily a perfect person. In fact, at no point does Kouzes and Posner (2007) mention that a person with integrity is honest. However, both Evans (2000) and Starratt (2004) agree that an authentic leader has to have integrity.

This paper analyzes three leaders that I have interacted with personally. The essay will give their characteristics and link those to some aspects of authentic leaders. The three chosen leaders are Ananya Ibrahim who is a children rights advocate, Kunaal Sharma, a small business owner that has currently hired 30 people, and Aashi Kumar who is a social entrepreneur who has come up with an innovation to help train health care workers at their work stations. The three chosen leaders have different visions and leadership styles but they can all still be described as authentic leaders due to their achievements.

Authentic Leader 1: Ananya Ibrahim

I met Ananya Ibrahim through a mutual friend. She works as an advocate and has focused more on childrens rights. Despite not being a teacher, my interaction with Ananya equipped my new knowledge. She has a discussion session at a local school with thought leaders and other stakeholders on how to protect children. I became frequent in these weekly discussions where I gained much knowledge about the law and its interpretation. The ability to learn from her work has led to the development of a professional relationship that has lasted three years now. It is important to also note that Ananya is also employed as a company secretary. Her discussions and other related activities in regards to children are done in her spare time.

Characteristics and Traits

Duignan (2013) argues that authentic leaders should have the ability to mold ethically-driven, deep, rich, engaging, and high-performing learners. Ananya showcases this by, for example, allowing upcoming lawyers to also attend her weekly discussions. Gibbs (2006) also adds that authentic leaders can connect people. The same example of the discussion sessions and panels can be used to showcase how Ananya achieved this. The younger professionals get to mingle with their mentors and also learn more about the law.

Ananyas work also makes it easier for her to connect with other people, and also to encourage other people in her circlet network. For instance, he works as a company secretary allows her to meet with different stakeholders that are working in the same field as the company she works for. Additionally, she invites diverse people to her discussion panels. This allows for the guests to mingle with one another, and for her to continue growing her networks. It is crucial to point out that Ananya does not work alone. She has two other volunteer lawyers who help her set up the discussions.

Analysis and Justifications

In analyzing Ananya, one can argue that she is passionate about her work, and this ties closely to her character as an authentic leader. Lee (2010) argues that an authentic leader leads from the heart and the soul. One can argue that the passion Ananya exhibits indicate that she is leading from her heart.

For instance, she approaches institutions and law firms to request that young lawyers interested in childrens law be allowed to attend her discussions in an attempt to shape the perception of the younger generation of lawyers on the same topic. According to Fry (2003), the spiritual leadership approach of an authentic leader is mainly motivational and inspiring to enhance a sense of togetherness (Gibbs, 2006. Ananya highlights this by bringing significant people in the field of child law together to discuss and solve issues related to that specific field.

Authentic Leader 2: Kunaal Sharma

The second leader I chose for this assignment is Kunaal Sharma. At age 30, Kunaal owns a small enterprise that has hired 30 people from one of the most disadvantaged neighborhoods in India. I interned for his company a few years ago. I was directly supervised by Kunaal for six months. Born in a high caste, Kunaal was privileged enough to study in some of the best schools in the country. Due to his exposure, he was able to learn advanced IT. After school, he began a for-profit company and sought to hire only highly qualified people but from lower castes to at least improve their economic status despite still being in the same group. It is crucial to state that the success of Kunaals company has been tied to both his connections as a high-ranking member of society and his leadership skills

One can argue that Kunaal is both a transactional and transformational leader. It is important to note that Marotz and Lawson (2007) argue that these two types of leadership styles can be tied to an authentic leader as will be explained all through this section. Marotz and Lawson (2007) explain that a transactional leader uses power and authority to ensure cooperation. Gibbs (2006) adds that such leaders use different forms of incentives to motivate their employees. One might argue that a transactional person cannot be an authentic leader. However, this is hardly the case. As mentioned previously, an authentic leader is not described using their leadership approach but rather their impact. This refers to the leaders impact on both his or her followers and on the organization, he or she is working in.

Characteristics and Traits

One of Kunaals most prominent characteristics is his ambition. Indeed, the success of his company can be tied to his networks and he has used these networks to push his ambition further. His ambition for his company is to grow it into one of the largest businesses in the country. Being a member of a highly recognizable family in India, and being in the top caste, ensures that he has the connections needed to boost his business.

However, Kunaal did not just use his connections to build his company. His ambition played a key role in ensuring the growth of the company in less than one year since its inception. One can state that an authentic leader is also ambitious. The linkage is brought on by the fact that authentic leaders strive to grow and be influential within their spaces. I interacted with Kunaal in his office when I was doing my first internship. Despite culture and his position, he was very hands-on in the business to ensure everything ran smoothly. He also treated his employees well to ensure they were always motivated to work. For example, he introduced the concept of flexible hours when many small enterprises do not allow for such.

One would also describe Kunaal as controlling. His hands-on approach ensured that he made every decision in the company. Additionally, no one in the company is allowed to make any decision unless it was approved prior by the owner of the company. This has affected his business in two ways. The first is that it has slowed down the decision-making process. Departments within the company have to stall some of their activities since everything has to be approved by one person.

Secondly, the system in place forces Kunaal to never take a break off work. This has left him fatigued and without motivation on some occasions. When I worked in the company as an intern, I learned a lot from Kunaal. He chooses to mentor everyone and this ensured that I grasped some aspects of running a business. Additionally, I also learned about the importance of collaboration in the workplace.

Analysis and Justifications

One can argue that the transformational character Kunaal highlights makes him credible. Indeed, an in-depth look at the characteristics of Kunaal will show that he harbors both transactional and transformational leadership traits. However, his dominant style is transformational and this further solidifies why he can be described as an authentic leader. He allows his staff to do their tasks without expecting perfection. He also encourages them to learn from their mistakes. Marotz and Lawson (2007) explain that the transactional leader will always lose the position due to high employee turnover. They suggest that transactional leaders focus on becoming transformational instead to ensure the satisfaction of their employees. The transformational leader uses creativity and vision to push his agendas.

It can also be suggested that Kunaal is trustworthy and credible as he encourages the growth of talent in his company (Evans, 2000). For example, as an intern, he was very keen on ensuring I learned all I could. Duignan (2013) explains that authentic leaders teach their staff to make them better. He allowed me to ask questions freely and would go further to provide books and links he thought would help me in my career line.

He also treated his other employees in the same way. Indeed, his employees were allowed to also showcase their leadership traits. He had a roaster where each employee, despite the job they did, would-be leader and organize the organizations activities. This further points to his character as an authentic leader as he allows others to grow.

Kouzes and Posner (2007) argue that an authentic leader has to be credible. Despite his shortcomings, Kunaal can be described as credible because he has built a company and provided employment for 30 people within the last 4 years. His credibility is not only due to his business prowess but also due to the staffing processes in his company. For example, as mentioned previously, he has only hired people from a lower caste, who are qualified for their positions, as a way of ensuring their economic stability. Kouzes and Posner (2007) add that an authentic leaders actions are more relevant than his or her words.

For example, Kunaal told his employees that he would introduce a flexi system and went further to consult a technology company that installed a program for the same. This ensured accountability for all staff. Nicholson and Carroll (2015) argue that an authentic leader is true to him/herself. One can relate this to Kunaal in two ways. The first is through his determination to hire people of a lower caste despite cultural differences.

Authentic Leader 3: Aashi Kumar

Aashi Kumar is a 27-year-old lady currently working as a social entrepreneur. I interacted with Aashi when I volunteered in one of her events. Her company, Rozzby, deals with issues of female empowerment and the protection of girls. She has 10 employees and people are also allowed to volunteer on a needs basis. Her work is very relevant in India because it has one of the highest percentages of girl brides in the world.

Additionally, the safety of women in India has become the main concern for both government and non-governmental organizations due to the attacks, both physical and sexual, that have targeted women and girls. Aashi has on various occasions explained that her passion is driven by an assault she went through when she was 16 years old. She was attacked and violated on her way to school. She has explained that due to the lack of structures at the time, she did not know who to report the incident to, and went on with her life.

Her social enterprise seeks to offer information and empower women and girls to be able to protect themselves in such dangerous situations. Some of the activities the company does are offer lessons on laws and policies that guide the protection of girls and women in India. They provide information on some organizations that help affected women as well. This information is sent to the subscriber on their mobile at no charge. To make money and make her company sustainable, Aashi offers physical training on how to evade a potential attacker. Several companies have signed up their female employees for classes to ensure their protection. Individuals are also free to apply for the classes. I have known the leader for four years now and worked as a volunteer in one of her events as mentioned.

Characteristics and Traits

Aashi is very confident. She has used her story to protect girls and women in India. Her assault was a traumatizing experience yet she is confident that speaking about it will help other victims come out and get the help they need. Her confidence has allowed her to not only create a viable platform for girls and women but also provides for her family. The social enterprise while helping girls and women also acts as a source of income for Aashi and her family. One can argue that Aashi is an authentic leader as she leads from the heart. It is prudent to mention that leading from the heart does not necessarily suggest that the person in question does not use logic to make decisions. Aashi leads from the heart by being passionate and people-driven (George, 2000). However, she also employs logic in all her decisions (Lee, 2010).

Another characteristic that is worth discussing is her sense of purpose. This sense of purpose has allowed her to come up with strategies that work for the benefit of her target group (Rodd, 2012). For example, she is driven by her purpose to ensure the safety of girls in women in her society. This is why she started her organization in the first place. Her sense of purpose is also embedded in her vision which is to have a safe society for girls and women.

Additionally, she leads by example and this has helped people trust her easily. In turn, this trust has allowed her to offer her services genuinely while also molding her business model. The biggest percentage of her human resource is made up of volunteers. These volunteers trust and believe in the vision she bears and it is this reason that encourages them to offer their services and expertise to the social enterprise. The following section will justify why the characteristics displayed by Aashi indicate that she is an authentic leader.

Analysis and Justifications

OLoughlin (2009) states that one of the biggest challenges of being an authentic leader is facing oneself. The author gives an account of his life, his struggles, and how he became an authentic leader. The arguments he makes can be applied to the case of Aashi.

First, the discovery of self is a prolonged and at times painful journey that leaves the person with a total understanding of his or her way of thought. OLoughlin (2009) explains that the journey of self is usually prompted by something. In Aashi, this journey began after her attack. Indeed, going through such tragic events does not automatically make someone an authentic leader. However, the affected persons reaction to the incident might. Aashi did not feel sorry for herself but instead saw an opportunity to let others learn from her story.

One can also argue that Aashi is a servant leader. Smith (2005) explains that servant leadership is a framework that suggests that leadership should only be motivated by service to others. Servant and authentic leadership are tied by the importance of vision (Duignan, 2013). Both servant and authentic leaders are driven by their vision. Towards this end, an authentic and servant leader like Aashi is driven by the needs and happiness of others and not necessarily his or her own. As stated previously, one of the objectives of Rozzby is to help educate girls and women on issues of gender violence and empowerment.

Even though the cause is very personal for Aashi, it is for the benefit of her target audience. To some extent, Aashi can be viewed as a teacher as her company provides information. Looking at it this way, one can also justify that Aashi is an authentic leader as she has an enduring belief about the desirability of her cause (Notman, 2010). She has been able to pull in other stakeholders to support her as well.

Conclusion

In conclusion, many characteristics can be associated with an authentic leader. The assignment required the identification of three authentic leaders that I have interacted with over the last couple of years. The three authentic leaders I have interacted with are Ananya Ibrahim, Kunaal Sharma, and Aashi Kumar. Ananya Ibrahim is an advocate for childrens rights while Kunaal Sharma is a business leader currently running an IT company that has 30 employees.

The third leader, Aashi, is a social entrepreneur who is giving back to the community by offering information to girls and women on empowerment and protection. She also runs a training department in her company that teaches physical combat to protect girls and women from assaults. These three leaders have different but equally important characteristics for authentic leaders.

For example, whereas Aashi is driven by people and the needs of the community, Kunaal is driven by business and the ability to hire people who can better take care of their families. It is important to note that there are no good or bad authentic leaders. The three leaders mentioned in the paper, use different leadership styles and strategies However, they have equally beneficial impacts on their communities. Above all, they are true to themselves and this makes them authentic leaders. It is also important to note that the authenticity of a leader is not only determined by his or her leadership style but also other aspects of management such as the ability to motivate people to work towards a common goal regardless of the type of incentive given.

Reference List

Duignan, P. (2013). Leading with moral purpose and authenticity. [EBSCO eBooks version]. Web.

Evans, R. (2000). The authentic leader. In the Jossey-Bass reader on educational leadership. San Francisco, CA: Author.

Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14, 693  727.

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