Leadership programs in First National Bank

leaders course of instructions in First National affirmThe inquiryer intends to present the national of leading programs in First National Bank in a South Afri rear end context. The leadership of First National Bank is sacred ilk many separate South African makeups however the attempt of transformation has made the interesting in the view of researcher. Researcher has also prompted a unparalleled personal manner of research method that can best describe the case with maximum practical knowledge and implementations comparisons of various leadership aspects.A methodological function is formed by the researcher basing on the issues like data sources and methods of data generation that atomic number 18 potentially available, and the Ontology of the methods that the researcher had prepared a design with. The fancy of the researcher in using the team Ontology is to get the nature of reality and human behavior, however lack of positivism still exists in Ontology. Multiple sc ientific methods and techniques are taken into consideration by the researcher to better present the case problems. According to the researchers methodological design the paradigm, methodology, methods and findings is be both qualitative and quantitative. switch methods by mixing qualitative and quantitative methods is becoming increasingly popular in leadership research as well as in other disciplines (Klenke, 2008).There are theories drawn by various authors basing on the purposes, sources and analyses. Kezar (2002) proposes Positionality theory to explore how gender, race/ethnicity, level of administrator, and the role of a leader deep down the organization affect the way the leader constructs images of leadership.Positionality theoryAuthorPurposeData sourcesAnalysisKezar (2002)To examine how positionality (e.g. race, gender, etc) relate to the construction of leadershipInterviews, document analysis, reports, observations, analysis of material purlieuInterpretiveBasing on t he positionality theory, it is understood that the researcher have followed the structure of the methodological design with an interrelation of qualitative and quantitative research.There are 5 main steps followed by the researcher in the research processDefining research questions and research methodologyResearch methods basing on the case woofDesign research toolsCollecting and coding primary dataAnalyzing primary and secondary data and interpret findingsThe literature review of the researcher has all study fact findings about the research topic and established strong background knowledge about different theoretical concepts. The researcher was successful in achieving triangulation of research methods by using all study data collection methods like observation, interviews, document analysis. It is ensure by the researcher that the triangulation of data sources was followed in all terce different steps Management issues, looking FNB in a bigger context FNBs internal issues.An overview of Leadership in Organizations South African Leadership and its StylesLeadership is widely discussed and studied but continues to remain an elusive and hazy topic. Knowing leadership is always when it is experienced (Rosenbach, 2006). Bratton defines leadership as influencing, motivating and enabling others to feed toward the effectiveness and success of the organizations of which they are members (Bratton, 2007). The importance of concept of leadership has started increasing it value in modern times in organizations especially when the organizations are implicated in developing strong work culture, and pull ining postgraduate performance sustainable work practices. There have been many arguments about the interrelationship among management and leadership functions management is associated with words like planning, organizing, coordinating implementing where as leadership revolve around vision, charisma, change agent and motivation.Traditionally there are 2 types of leaderships Transactional Leadership and Transformational Leadership. (Taylor, 2006)Transactional Leadership It is the equitable transaction or exchange between leader and followers where by the leader influences the followers by steering on the self interests of both. Transactional leadership is considered as good managerial leadership skill that is used basing on the situations that can go out in good performance.Transformational Leadership The transformational leader motivates followers to perform beyond expectations by creating awareness about the importance of vision and thrill. Transformational leaders enable followers to transform purpose into action. unmarried organizations choose to choose they style of leadership basing on the organizations culture and purlieu. According to Matthew ValleWLQ Report Accessed on twelfth December 2010Leadership process in horse barn milieuLeadership Processes Train workers to anticipate problemsOutcomes Performance Satisfaction Absenteei sm TurnoverAnticipatory cultureWork Processes Anticipatory cultureRoutine Problems Stable environmentLeadership process in turbulent environmentLeadership Processes Train workers to adapt to problemsRoutine Problems (crisis) turbulent environmentOutcomes Performance Satisfaction less Absenteeism few turnoversAnticipatory cultureWork Processes Adaptive culture(Mathew Valle, 2002)Therefore of the public organizations are operating in turbulent environments, the need of study in a stabilizing environment demands leadership processes to hold the control accordingly.Since 1994 South Africa has experienced dramatic changes both on a political as well as economic front, brought about by world(a)isation as well as a recent political dispensation in SA. Discrimination during the apartheid era excluded Africans, Asians and Coloureds from the economy, resulting in critical organisational leadership skills development amongst excluded races. After Democracy in 1994, labour legislation was i mplemented to redress the inequalities in society these measures include, amongst others, Affirmative Action.Further complicating the current organisational environment isSouth Africa is a blend of the 1st and 3rd world economy. The shortage of skilled African workers/managers, with lucrative offerings especially African males, lead to job-hopping. Corruption, nepotism and paganism. (To appoint from take in culture, chief of a tribe inherited by birth not based on leadership skills), political appointments, perceptions and stereotyping along racial and gender lines have high impact on the organizational leadership attitude.. All these factors influence the type of leadership that is appointed and how diversity is managed in the modern South African organisations.Other social issues such as changes in education, health placements, HIV/AIDS, housing, poverty, increased crime rate and many others, affecting the organization and employee that function within this social framework.Ac cording to Tinus Burgers, (Burgers, 2003) South Africa is just beginning to call down up from the post 1994 euphoria where whites were desperately trying to expand their blackness through toyi-toying and apprisal Shosoloza while black people erroneously believed that white stuff will simply disappear. There are still very deep felt differences and suspect between races do leadership in diverse organisations very challenging. After democratic elections in 1994 sanctions against South Africa were lifted. South Africa emerged as a global pseudo that has to adapt to global trends in order to be competitive. The accelerated rate of technological development necessitates quick adjustment and the need to move away from tralatitious management practices.The effect of technology (electronic networks, cellular telephones, etc.), transcends national, geographical, time and organisational boundaries, increase in availability of information, influences employees and organisational behaviou r as employees have to face massive and accelerated changes (Weeks, 2003).These rapid changes in the global environment and the South African situation challenged the recreation of society at all levels. According to Nkomo this recreation ranges from individuals changing identities and roles to the transformation of major social institutions and financial institutions. In sum, the leadership challenge for South African organisations is Retiring old thinking systems in parallel with creating new ones against the reality of high speed globalization and informationalism (Nkomo, 2004).The African model of leadership differs from that of the West. self-reliance and self-interest are subservient to ethnicity and group loyalty. Interpersonal relations are placed supra individual achievements. Wealth is first of all extended family wealth and then ethnic or tribal wealth, much to the expense of the organisation (Blunt, 1996). Ethnic cleavages can affect the performance of the organisati on. Leadership is paternalistic of nature. Leaders bestow favours and expect and receive obedience and deference, with consensus playing a major role in finish-making resulting in decision making within levels to be taking a long time. There is also a great capacity for tolerance and forgiveness (Blunt, 1996). It was found that the leadership style in Africa is authoritarian, personalised, politicised and a high power distance, with power concentrated at the top. In this context, the leaders job becomes one of operationalising directions received from above, making them clear to subordinates and providing advice and support. African leaders are therefore overwhelmingly concerned about the quality of hierarchical relationship with their superiors, rather than with individual or organisational effectiveness. This compass point of dependence on aged(a)s by the more junior individuals is seen as normal (Blunt, 1996). There is a masculine dominance across all ethnic groups. managerial ideologies tend to reflect unitarist ideas seeing the organisation as a cohesive team (happy family) with the emphasis on loyalty and conflict avoidance, emphasizing UBUNTU (humaneness), group decision making and interdependence. Managerial styles reflect both Western values based on individualism and meritocracy and an authoritarian legacy of apartheid and colonialism.From a followers perspective Africans prefer a leader that is kind, considerate and understanding to one who is too dynamic, productive and demanding. Leaders are seen to possess genuine authority but are expect by their subordinates to use it sparingly and in a humane and considerate way (Blunt, 1996). From the above views it is understood that, to build a new South Africa, African concepts had to be reviewed that get to an end to apartheid.The caseFirst National Bank. Accessed 12th December 2010The idea of the researcher in choosing a Financial Services labor in South Africa like FNB is definitely a unique challen ge. Firstrand is the 2nd largest banking institution that is born from the merger of Rand Merchant Bank (RMB), Momentum, First National Bank (FNB) and southern life in 1998. Firstrand is divided into 3 main business areas banking (First National Bank and Rand Merchant Bak), insurance (Momentum), and health. According to exhibit 1 produces in the case Firstrand additionally divides its earnings into four clusters Retail, corporate, wealth and health.South Africa has its unique challenges in terms of handling leadership in an African way. The leadership style in South Africa is inspirational and the relation between both the leadership have may common elements. African leadership is focused more on community, where as in inspirational leadership the focus is on individuals.Relationship DiagramInspiration African SpiritSpirit Interconnectedness Described by African principles likeSpirituality UBUNTUINDABAISITHUNZIINSPIRATIONAL LEADERSHIPAFRICAN LEADERSHIPFirst National bank Inspiratio nal Leadership in South African context case handoutInspirational LeadershipSpirit and Spirituality were referred as the important aspects of inspirational leadership by the researcher basing on the South African context. uplifted performance and innovative organizations require Inspirational leadership, stronger management skills, a highly-trained and motivated workforce, a flexible labor market that promotes diversity and fair treatment, and workplaces that recognize environmental issues and the need for greater resource productivity. Inspirational Leadership in South Africa involves the terms spirit and spirituality in handling leaderships in organizations. The leaders often tend to inspire their followers basing on the cultural values that are strongly routed in South Africa. This is one of the problems of First National Bank. FNB being into global operations, there will be many employees that will be not based from the South African culture and survival and acceptance of the w ork environment and implementing leadership in those prospective will become extremely difficult. Ad defined earlier Transforming the leadership style become important, although the relationship between Inspirational and African spirit is closely associated.Anderson (1999) illustrates a graphical representation that best describes the leadership relationshipEffective learning organizationsBuild healthy communitiesHigh-performance teams buildSuccessful learning organizationsEffective team leaders buildHigh performance teamsPersonal and interpersonal developmentBuilds effective team members and leadersSelf leadership leads toIndividual and team success (Anderson, 1999)African SpiritThere are certain deep routed principles of leadership indulged in to African spirit likeUBUNTU, INDABA, VUKA.UBUNTU is the people based leadership style. This is the traditional social African philosophy of humanism which says caring for the people fist. INDABA-openness and inter-ethnic harmony in stating individual opinions is referred as INDABA. VUKA-A wake up and free yourself concept.The relationship between Inspirational Leadership and African spirit lies in African Renaissance humanism that is referred as a system of thought that regards humans of being capable of using their intelligence to live their lives rather than relying on religious beliefs and collectivism is the ownership of land, business or labor by the people or state. A balance between individualism and collectivism has developed an integrated approach to leadershipIssueDue to cultural differences internally and externally within the organization, First National bank have decided to address these things immediately, which could be a cause of losing business in the skillful future. As soon as the decision is made, First Rand appointed two new leaders in FNB to address the cultural and leadership issues in the changing environment. A complex restructuring process was bought into shape that focuses mainly on the re venue growth with less cost. The result of the process is expected to be the improvement in customer service through transforming their leadership styles with in employees.The VUKA Program (Wake up) The idea of the program is to transform the company from an isolation mode of to common vision and mission within the organization. Transformational process in a company is about taking a company from an old state of being to new state of being. The senior management of the company has decided to involve them as the first step to make a difference to the program the idea is to get every angiotensin converting enzyme staff member directly involved into the program as the main principle. The goal of the program is to create a work place community of new South Africans from different backgrounds.The first session of VUKA program were designed for 2 days involving topics like Barrier breaking, emptying, visioning, re-visioning, leadership and accountability and understanding the change.Meri ts on the programLimitations on the programThe focus on the first days workshop session is on topics like Barrier breaking, emptying, visioning, re-visioning, leadership and accountability and understanding the change. The result of the goal of the program dKlenke, K. (2008) Mixed methods in leadership research, Qualitative research in the study of leadership. Emerald Group Publication Ltd. Bingley. pp 155-157.Kezar (2002) cited in Klenke, K. (2008) Mixed methods in leadership research, Qualitative research in the study of leadership. Emerald Group Publication Ltd. Bingley. p 163.Rosenbach, E. (2006) The heart of Leadership. Contemporary issues in leadership. 6th ed. Westview press. Cambridge, P. 1.Bratton, J (2007) Leadership, Work and organisational behavior. Palgrave Macmillan, New York. p 131.Valle, M (2002) Cited in Rosenbach, E. (2006) Leadership and culture in public organizations. Contemporary issues in leadership. 6th ed. Westview press. Cambridge, P. 66-67.Burger, T. (2003 ). South Africa musing of an ordinary citizen diverge II. Management Today, June 2003. P. 16Weeks, R. (2003). ICT and business strategy two sides of the same coin. Management Today, June 2003.Nkomo, S. M. (2004). Leadership Dynamics. Strategic management and organizational dynamics the challenge of complexity, 4th ed. Pp226-228.Blunt, P Merrick, L.J. (1998). Cited in ed. by Lennart, W. Jerker, C. Henock, K. Institution building and leadership in Africa, p. 186.First National Bank online image. Available from https//www.fnb.co.za/about-fnb/about-us/about-us-overview.html Accesses 12th December 2010.MLQ Report online image. Available from http//www.tlcc.biz/transformational_leadership_assessment.htm Accessed 12th December 2010.Anderson, T (1999) Transforming Leadership and the promise of Leadership organization, Transforming Leadership. Blackwell publishing, British Library. P. 11