Leadership Styles

Finding a role model to evaluate his or her style of leadership and identifying ones own characteristics as a leader are he starting point for creating a personal development plan to work toward becoming the type of leader one wishes to be. Mary Kay Ash According to Hulk, transformational leaders, “seek to raise the consciousness of followers by appealing to ideals and moral values such as liberty, justice, equality, peace, and humanitarianism, not to baser emotions such as fear, greed, jealousy, or hatred” (2013, p. 347). Mary Kay Ash was a transformational leader.

During a time period where women were not viewed as equal to men, she started a new business that empowered women. Not only did she build a business for women, she established a charitable foundation to support cancer research and later expanded its purpose to fighting violence against women (celebrating Mary Kay Ash”, n. D. ). It would take a huge amount of courage, confidence, and drive to accomplish the things she was able to. To have this type of impact on such a large group of people even would provide a person with an enormous sense of accomplishment.

Strengths of Self Qualities necessary to be a positive leader that are possessed by the author include respectful, good communicator, resourceful, rewarding, an openness to change, organized, delegated, takes initiative, listens to and responds to feedback as well as provides constructive feedback to others (University of Oregon, 2009). Treating others with respect will lead to them giving respect. Communicating is an essential function of leading. The leader must be able to share the goal and vision as well as provide direction. People also have a need to be heard, so it is important for a leader to listen to others and their ideas.

Weaknesses Of Self Qualities that may hold a person from reaching his or her goal of being a transformational leader are being task oriented instead of people oriented. A transformational leader changes the lives of others and this is harder to accomplish if the main focus is the task not the person. A need to control has its strong points as well as its weaknesses. It is important to know when to allow others to take control. Characteristics that are Transformational To become this type of leader would not only transform the lives of others but of the author as a leader herself.

Being a motivational leader is a positive starting point in working toward becoming a transformational leader. Knowing one’s abilities is important but constantly striving to improve learning to do more and better can inspire others that they can do the same. Seeing an organized leader who thrives under pressure, using planning as a tool to succeed will show others they are capable of overcoming their stress and do better. The most important quality a person needs to become a transformational leader is a belief in and desire to developing others both personally and professional.

Development Plan Having a mentor is an excellent way to identify a person’s qualities as a leader and develop a plan that will help that person become the leader he or she desires to be. Working toward becoming a transformational leader is an enormous goal. The first step in reaching this goal is identifying the needs of others and how they are motivated. Then setting personal goals that work toward the development into a transformational leader. It is important to begin with smaller goals, such as encouraging coworkers to do more and do better.

If they take pride in their work and their job it will reflect in the equines. By setting smaller, reachable goals a person will be encouraged and inspired to continue to work and reach the final goal. Conclusion Being in a position to empower, motivate, and uplift women is only part of what it would take to be a transformational leader. Taking action and taking charge of her life and future is what Mary Kay Ash did, and showed other women they could do it as well. To change a person’s leadership style it is necessary to identify that person’s characteristics as a leader.

Communication is a vital element of organizational leadership, as without communication between organization members, there is no common purpose or plan. There are various ways to foster communication within organizations, and one of the best ways to get all people on one page is to have sector wide or organization wide meetings. Meetings bring people together as a group body, and the leader serves as the head of the body whose purpose is to empower group members to have a change to speak out about current concerns and to foster dialogue in the direction of finding working solutions (Clawson, 2008).

As far as my own sector is concerned, it is my experience that having regular weekly meetings with all members of the sector enables organization members the chance to communicate in a full and effective way. Communication Main communication through holding personal group meetings on a regular weekly basis has been the key to establishing essential dialogue between members of the sector. When one person does not attend a meeting or is not given a chance to express oneself, then the entire team is lacking what could be vital updates.

It is important to consider the fact that all organizational bodies, groups of people working together in linked efforts, are strengthened by giving and receiving feedback regarding organizational issues. Members who disregard or are late to meetings, or in any way disrespect the holding of meetings, are privately informed of their duty to participate in meetings and are noted in upcoming evaluations. It is important for members of my sector to use telephones and emails as necessary, but face to face weekly group meetings are not option, as they are key to the stability and productivity of my sector.

Conclusion When organization leaders make the decision to hold meetings for their sectors or the entire organization, leaders are taking fundamental responsibility for the effective functioning of the group body. From an ethical perspective, it is important for progressive leaders to continually self evaluate in terms of how they are performing in better, fairer, and more humane ways (Northouse, 2008).

Fostering a climate in which communication is respected is a vital element of ethical leadership, and the holding of regular meetings is the first step in securing a time and place where all group members are face to face in language, feedback, and dialogue. Part II Introduction Organizational culture is an overarching term which calls attention to the ways in which leaders set the stage for a certain set of organization member behaviors. The culture of any organization is directly tied to the values of organization leaders.

Values may vary between organizations, yet three central values include having high performance standards, demonstrating a caring attitude about people, and fostering a sense of uniqueness and pride (Kouzes & Posner, 2007). When organization leaders are able to place faith in values such as these, then the culture of the entire organization is bettered and heads in more positive and constructive directions. Although goals are important, people put forth the energy which attains the goals, and people must be respected on an ongoing basis.

The culture of my own sector is empowered by my consistent effort to keep in mind these three essential values: performance, care, and pride. Culture As an organizational leader, it is my responsibility to lay the foundation for the cultural behaviors of organization members. By keeping in mind organizational values, I am aided in my daily interaction with others and helped in my efforts to put positive energy into everything that I do.

When I am successful at keeping an eye on essential values, then my behavior toward organization members is better and cultivates a culture of goodwill. When I lose track of important organizational values, then everything gets off track and sloppy, and the motivation of myself and other members is diminished. It is important to keep one’s mind on the values of performance, care, and pride, so that sector members feel comfortable, supported, and energized.

Although I am sometimes strict in my demands for high performance, I do not forget that benevolent and humane conditions promote organization success. Some of the most significant instances in my work environment are when I or others are able to praise the good work and success of someone in the sector. Conclusion Promoting a respectful and cooperative culture is an essential element of organizational success, and a vibrant culture is supported by a strong core of values.

From an ethical perspective, the actions, character, values, power, honesty, and goals of organization leaders are essential factors in supporting a rich organizational culture (Northouse, 2008). It is the attitude of organization leaders which are able to form a culture where people are able to work together well and support one another in joint endeavors. I am happy to say that most of the time I am able to promote the kind of culture within my organization that I would want other people to promote as well.

I keep in mind my own performance, care, and pride in my own personal endeavors, and I am also able to place this focus on other organization members in fostering a culture where people are both industrious and content. References Clawson, J. (2008). Level Three Leadership: Getting Below the Surface. Upper Saddle River, New Jersey: Prentice Hall. Kouzes, J. & Posner, B. (2007). The Leadership Challenge. San Francisco: Jossey Bass. Northouse, P. (2008). Introduction to Leadership. Thousand Oaks, CA: Sage Publishing.

“It is not power that corrupts but fear. Fear of losing power corrupts those who wield it and fear of the scourge of power corrupts those who are subject to it.” This opening line of Aung San Suu Kyi’s 1990 “Freedom from Fear” speech has really stricken me with its remarkably clever, straightforward and brave message. Aung San Suu Kyi is the leader of Burma’s National League for Democracy and the first ever woman to have received a Nobel Peace Prize. Watching her biopic, The Lady, really moved and inspired me. The movie chronicles how she became Burma’s beloved transformational leader. Despite of all the hardships that she went through and sacrifices that she made, Suu Kyi never wavered in making the dream of a free and democratic Burma into a reality. As a leader, Aung San Suu Kyi exhibited certain leadership traits such as being honest, inspiring, intelligent, determined, courageous, caring, and self-controlled.

What’s truly amazing about her is that regardless of her fragile and vulnerable appearance, she is able to show great bravery and strength. She stayed calm and collected amidst dangerous situations. She truly has the ability to set emotions aside, and rationally and calmly discuss an issue with a conflicting party. Aung San Suu Kyi’s leadership style might be classified as transformational. . Transformational leaders have integrity. They inspire people with a shared vision of the future, set clear goals, motivate people towards these goals, manage delivery, and communicate well. Suu Kyi exhibited the role of a transformational leader very well alongside the likes of Mahatma Gandhi and Martin Luther King.

Aung San Suu Kyi is beyond doubt an inspiration to the whole world. She is an epitome of a leader who fights for his/her convictions in a peaceful, calm, empathic, and nonviolent manner. As what she has said, “I don’t think violence really pays, I think violence begets violence.” She made many sacrifices, the most precious of which is her family, but she was very dedicated in her role as a catalyst of political reform in her homeland. Suu Kyi is a leader to behold and her story is a great inspiration for those who strive for freedom, common good, and justice for all.

1.      Prior to the release of the memo on adjustments and rebates, Nels Olivas’ leadership style can be considered as democratic since he always believe on the capabilities of his subordinates in maintaining good levels of customer satisfaction aside from the fact that he also seem to be approachable to many employees which created enough room for trust and honesty to rule over the management floors. Because of the high morale of employees, customers always derive high levels of satisfaction every time they visit the motel which in turn improved the sales of the company. One positive aspect of democratic type of leadership, that is, the fact that  team members feel that they are being valued by their leader or the management (Clark, 2005). On the negative side, it takes a lot of time to implement rules and policies since the management or the leader must consult first the employees regarding their view on the concerned rules and policies.

2.      After the release of the memo, Nels Olivas’ leadership style suddenly turned from democracy to authoritarian. He decided right away to put a stop on the adjustments, unless with his permission or signature, to bills made by cashiers and supervisors at the front desk and food and beverage outlets without even consulting other members of the management team. Putting a stop into the rebates only gave the company detrimental effects not only on the sales but also on the morale of the employees as dishonesty come into being in the management floor. Authoritarian may also result to the decline of employees’ performance as they become more de-motivated resulting to the deterioration of the quality of their services. On the other hand, one possible benefits of dictatorship, that is, the fact that the management can easily implement rules and regulation at the minimum time period.

3.      If I were on the position of Nels Oliva, I will first change the rebate promo into releasing gift certificates. Customers can have gift certificates after a number of visits or after purchasing certain amount of food and beverages on our outlets. Since gift certificate, as a form of marketing strategy, is less costly compared to giving rebates, this strategy will result to the improvement of cash flow of the organization while at least maintaining the satisfaction of the customers. This strategy, in other words, will not only improve the financial status of the organization but also the sales aspect as more customers continue to enjoy our services and promos; plus the fact that the management will be able to preserve the harmonious working atmosphere within the organization.

4.      My main goal is to formulate a new marketing program which will serve as an alternative to rebate promo and can improve not only the cash flow of the organization but can also maintain the level of satisfaction that customers derived every time they visit us. Specifically, the said strategy aims to prepare all management level from the implementation of the new marketing program and launch trainings/seminars to improve the knowledge of the employees regarding the new marketing strategy. The performance of the new marketing strategy, which is the gift certificate, will be monitored and evaluated on the first quarter of its implementation. The management will continue implementing the said marketing strategy if the evaluation will render positive results. In case of having a negative outcome, the management will again call for a meeting to review the marketing strategy and pin-point its loopholes. Suggestions will be solicited from every employee to improve the performance of the gift certificate as an alternative marketing strategy to rebates. If, at the end of the day, the management failed to improve the gift certificate strategy, the management will again search for another marketing strategy that can provide them with better cash flows, sales, and can provide harmonious working environment.

References

Clark, Don (2008). Leadership Styles. Retrieved January 28, 2008, from http://www.skagitwatershed.org/~donclark/leader/leadstl.html

Assignment in management: Question: Assume that the creation of the GM-operations position was a good decision. What leadership style and type of individual would you try to place in this position? Answer: The firm hired brad Howser who seemed to be very confident and appropriate to the job with an auto craft experience. As a general manager-operation a person was responsible for finding good relationship with customers, controlling the budget, and office operations. But the kind of leadership style Howser has was autocratic leadership.

He made plans and decisions on his own way but never listen to his employees and clients, which the company’s needed in order to form a good organization or leadership. Due to his lack of management skills, he put the firm into risk. For me, a type of individual leadership is transformational leadership because a leader the one who motivates people to go beyond their interest for the good of the group. Transformational Leaders are often charismatic leader, who succeed through a belief in themselves rather than a belief in others. n order to have a leadership style the leaders needs to understand business situation and creating new strategies, forward-looking and competent. And she or he needs employees support to implement his or her goal. And I want the democratic leadership to put in this position because the people have a more participating role in the decision making process. One person retains final say over all decisions but allows others to share insight and ideas. The good leader is one who knows real understanding of the companies’ culture, understanding business, establishing new business strategies, and inspiring which motivate employees work hard.

First, in order to have a good leadership style or manager needs to task oriented which has to keep track on how well the workers doing their job. Second they are proactive rather than reactive if any problem comes on your company, this proactive people can look forward to solve it. Third, they must know themselves what is their weakness and strength, they inspire people to be the best they can be by being a mentor, and they play to their strengths and train to improve their weaknesses.

Lastly, they need to know the job description of general manager the budget, community relation, day to day grill, sales retention of sale 10% and customer base expansion. On the other hand the leaders need to give them freedom because it makes them to work hard on their own and be confident on what they are doing. Let the employees motivate how to share their valuable ideas for the good outcome of the company. Having the right team behind your company, with fully motivated staff and great leadership, qualities can only enhance your company’s reputation and productivity.

This is a very open and collegial style of running a team. Ideas move freely amongst the group and are discussed openly. Everyone is given a seat at the table, and discussion is relatively free-flowing the democratic leadership style is the best for this company. If I were Howser I would simply pay attention to my employees, because employees are the best asset to the company, I need to take care of them in order to get their loyalty to work, and finally, if I succeeded to get their loyalty, the company would be more profitable and expand their market faster.

An analysis of flexible leadership style Name: Shi Baoyuan Student ID: 20121367 Email: frank_ais@yahoo. co. nz Word Count: 2029 Executive Summary Flexible leadership style is a vital for leaders to manage the company that a leader needs to possess this model to cope with the changeable company activities. A leader who utilizes the flexible leadership style will provide a suitable working surrounding to his (her) subordinates, and make them working in positive emotion; hence, the subordinates would provide more profits to the company.

Additionally, in different situations, the leader needs to change the leadership style to fit the current circumstance. However, the benefits of the situational leadership model are obvious to the leaders; many leaders still avoid adjusting themselves to change. Analyzing this fact, habit and fear of failure are two reasons for this problem. In order to overcome the resistance of changing leadership style in managing a company, the leader should obtain more education which could assist the leader understanding more and reduce anxiety.

Furthermore, the leader can build a new habit, which is depended on the situational leadership model, to cover the old one. Table of Contents Executive Summary2 1. 0 Introduction4 2. 0 Flexible leadership style to a company5 2. 1 Different subordinates need different leadership styles5 2. 2 Different situations need different leadership styles6 2. 3 Variable leadership styles for a company7 3. 0 Resistance of changing leadership style9 3. 1 Habits9 3. 2 Fear10 4. 0 Overcome the resistance of change11 4. 1 More Education11 4. 2 Building New Habituation12 . 0 Conclusion13 6. 0 Recommendation14 References15 1. 0 Introduction Leader plays a vital role in the operation of the company. The leadership style that a leader utilizes in managing is the key to nicely operate the company. According to Hersey and Blacnchard’s situational leadership model, there are four leadership styles in leading an organization in different circumstances, which represents that the leader needs to adjust his (her) leadership style to certain situations. The situational leadership model brings plenty of profit to the company.

In this report, some evidence will be provided to proof it. However, situational leadership model is a mature and effective model; some leaders still avoid following it. The reasons and solutions of this phenomenon will be mentioned in this report. 2. 0 Flexible leadership style to a company In the management activities, the leader should possess two basic behaviors which are task-oriented behavior and relationship behavior. Both of these two behaviors should be balanced during the company activities, which could assist the company acquiring favorable management model.

However, because of the followers and the situations are different, the leader needs to change the leadership styles to handle the variable management activities. 2. 1 Different subordinates need different leadership styles In a company, the subordinates are all different in ability, emotion, and other factors. In order to effectively managing the company, the leader needs to utilize appropriate leadership style to certain subordinates, because the way that the leader treating the followers directly influences the emotion of the followers.

According to Graham (1999), “having a comfortable and stimulating work environment is becoming a crucial factor in getting the job done right. ” Individuals working in a comfortable surrounding would reduce the probability of making mistakes. Hence, the leader needs to provide the subordinates comfortable working environments, which could effectively assist the subordinates promoting the working efficiency. Treating different staffs with suitable leadership style would make the subordinates feeling working in a comfortable surroundings, which could assist the followers keeping in active emotion. The leader’s internal, external, and relational context of behavior connects with the followers; own sense of internal motivation” (Banutu & Shandra, 2007, p. 70). It represents that the subordinates can magnify their functions of roles in the company business activities by the influence from the leader. Hence, the correct leadership style choosing in leading certain subordinates is a necessary part in leading activities. Finally, the company will be profited from the result of employees’ duteous works. 2. 2 Different situations need different leadership styles

Apart from the factors of the subordinates, the situations of a company always change, which the leader needs to adjust the leadership style to fitting the current circumstance. According to James (2004, p. 296), the leader should change the leadership style “that is dependent on the situation of which the leader finds him/herself in. ” There are two basic elements in leadership, which are task-oriented behavior and relationship behavior. Hence, the leader needs to decide which one is more important in certain situation, the task or the relationship, and provides corresponding leadership style to control and handle the company activities.

Facing different situations, the leader needs to alter different leadership styles to match the circumstances. For example, “in emergency situations, leaders do not have time to seek opinions and suggestions from followers or to use other participative styles” (Robbins & Hunsaker, 2011, p. 224). It represents that the main job of the company in such situation is to immediately complete the assignment they should finish. Hence, the leader needs to just give order to the subordinates finishing their assignments instead of asking for any suggestions and acquiring permission. . 3 Variable leadership styles for a company The operating condition of a company is related with the leadership of the leader. The leadership always occupies the vital position in resolving the result of a company in a crisis; hence, in order to lead the subordinates, the leader needs to amply analyze the choosing of leadership style in certain situation (Steven, Berke, Taylor, & Jose, 2008). It represents that the choice of the leadership in different surroundings and with different subordinates is vital to a company.

Once a new assignment coming, the leader needs to consider different factors; and selects a suitable leadership style to handle the assignment. In 1974, House and Mitchell illustrated the Path-Goal situation model that there are four leadership styles in managing activities to fit different situations and subordinates. Utilizing different leadership style can deal with special issue. According to Hammuda and Dulaimi (1997), utilizing different leadership style needs to fit different condition. Table 1 illustrates the Path-Goal situation model (Hammuda & Dulaimi, 1997).

From this table, it clearly states that, in different situations, the selection of the suitable leadership style will bring positive effects on the outcome. Table 1: A Path-Goal situation model. 3. 0 Resistance of changing leadership style The situational leadership model is a necessary factor in leading activities; and many leaders have realized it. However, the utilization of this model is not universal. There several reasons in this issue. In this chapter, two reasons of resistance of change will be mentioned which are habits and fear of failure. 3. 1 Habits

The person who is in the position of leader has experienced much time in managing company, which represents that the leadership style of the leader has become one of his (her) habits. It states that changing the leadership style equals breaking the habit of a person. “Breaking a habit is difficult because it takes hard work and involves giving up perceived benefits from the habit” (Robbins & Hunsaker, 2011, p. 241). A habit has become a part of individual, which means that it is difficult to change. Individuals have been accustomed to obtain the benefits from their habits, so it is hard for them to abandon the habits.

Here is an example. A man who always wears a watch on his left hand changed wearing the watch on another hand, which will make him feel that it is a heavy burden to his right hand, while he feels nothing wearing on his left hand. It illustrates that individuals dislike the uncomfortable with changing habit. For the reason that people will not prefer to undertake the uncomfortable, as a result, avoiding changing habits is universal. 3. 2 Fear Another reason that leader refuses to change is fear. Leadership style changing represents that the relationships and aims of the company will be different from the past.

Before changing, the company could still continue normally working. However, leadership style changing will bring risk to the company because that no one can ensure the new style fitting the company situation. It illustrates that the changing activity might fail, which the leader dislike to suffer the pain from failure. Hence, “the best way to avoid the pain of failing is not to do anything at all” (Connelly, n. d. ). It is because of this sense; many leaders prefer to maintain the unique leadership style in managing the company in avoiding suffering risk. Furthermore, the fear of losing also makes people avoiding change.

According to Robbins & Hunsaker (2011), individuals will feel fear when they are unclear about the coming change, which might make them losing their positions, status, rights or other things are belong to them. It states that people resist changing because of the fear of losing, so facing the unknown change, an involuntary of resistance sprout in individuals’ minds. 4. 0 Overcome the resistance of change Flexible leadership style is a basic element in managing company business. The profits of the flexible leadership style, as it mentioned above, are abundant.

Hence, the leader needs to overcome the resistance of change, which could provide positive influences in the management activities. In this chapter, some suggestions will be provided to assist these leaders overcome the resistance of changing leadership styles. 4. 1 More Education As it mentioned, some leaders avoid changing because they dislike undertaking risk; and fear of losing. In order to overcome these uncomfortable senses in changing the leadership style, it “requires a kind of leap of faith: you decide to move in the direction of the unknown on the promise that something will be better for you” (Schuler, 2003).

Leaders need to clearly understand the result of the changing. Additionally, leaders need to be clear about the process of change. An effective method for achieving these purposes is to obtain more education of relative knowledge. According to Robbins and Hunsaker (2011), well-educated will reduce the anxiety of leaders because leaders can understand what will happen, which provide confidence to them to overcome the fear of changing. Once leaders know how to control the coming situations by changing their leadership style, and forecast the profit in future; they would not fear to change. . 2 Building New Habituation Leader resists changing the leadership style because he (she) has built it as a habit of his (her) behavior. Changing a habit is a tough work, hence leader can build another habit to modify the leadership skills and even cover the old style. “Habituation is a decrease in the strength of a naturally elicited behavior that occurs through repeated presentations of the eliciting stimulus. ” (Bouton, 2007) It states that an individual can build new habituation by repeating the same action.

Hence, leaders who want to own the ability to flexibly change the leadership style need to continually force them to do relative activities. Additionally, it needs “a signal or event that will make you do the thing that you want to do” (PluginID, 2011). Leader can utilize this method to model inflexible leadership as his (her) new habit, but, as it mentioned above, before building the new habit of leadership, leader needs to comprehend the benefit, and makes confidence with the change he (she) is going to do. Finally, a new habit in leadership style controlling will be built. . 0 Conclusion A leader needs to utilize appropriate leadership style to handle the issue with different subordinates in different situations. Hence, the flexible leadership style is necessary in managing the works of a company. The benefits of this model are obvious, so the leader should utilize this model in operating activities of the company. However, there are some resistances to some leaders in altering the leadership styles; these leaders can utilize suitable methods, as it mentioned, to overcome this condition. 6. 0 Recommendation

At present, company management plays an important role in a company development. Leaders need to possess the capability in changing the leadership style to adjust the leading activity to an ideal condition. Acquiring more education and building a new habit are two reasonable selections to assist the leader obtaining the ideal leading ability. However, it is not easy to achieve the purpose; a wonderful leader should overcome these uncomfortable, and nurture the leading ability for the -development. References Banutu, M. B. , & Shandra, M. T. B. (2007).

Leadership and organizational change in A competitive environment. Business Renaissance Quarterly, 2(2), pp. 69-90. Retrieved from http://search. proquest. com Bouton, M. E. (2007). Learning and behavior: A contemporary synthesis. Retrieved from http://www. sinauer. com Connelly, M. (n. d. ). Exposing Fear of Change. Retrieved September 30, 2012, from http://www. change-management-coach. com/fear-of-change. html Graham, A. (1999, May 07). Comfortable space promotes creativity lighting and colour enhance a productive work environment. The Times – Transcript, pp. n/a. Retrieved from http://search. roquest. com Hammuda, I. M. , & Dulaimi, M. F. (1997). The effects of the situational variables on the leadership stylesin construction projects. (King’s College, Cambridge, UK). Retrieved from http://buid. academia. edu James, W. (2005). The impact of corporatisation and national competition policy: An exploratory study of organisational change and leadership style. Leadership ; Organization Development Journal, 26(3), pp. 289-309. Retrieved from http://search. proquest. com PluginID. (2011). The Simplest Way To Build a Habit. Retrieved from http://www. pluginid. com Robbins, S. P ; Hunsaker, P, L. (2011). Training in interpersonal skills. (6th ed. ). New Jersey: Pearson Education, Inc. Schuler, A. J. (2003) Overcoming Resistance to Change: Top Ten Reasons for Change Resistance. (Schuler Solutions, Inc. , Virginia). Retrieved from http://www. schulersolutions. com Steven, H. A. , Berke, J. , Taylor, J. , ; Jose, A. V. (2008). The role of leadership during large scale organizational transitions: Lessons from six empirical studies. Journal of American Academy of Business, Cambridge, 13(1), pp. 16-24. Retrieved from http://search. proquest. com