Term Paper on Leadership

Most executives have come to rely on a familiar set of behaviors and skills, often exhibited in the way they communicate within their team. The High-Impact Leadership Executive Program is designed to help senior executives build distinctive communication skills that will help in shaping their leadership style and presence. When a person is deciding if she respects one as a leader, she does not think about his attributes, rather, she observes what one do so that she can know who the leader really are.She uses this observation to tell if one is an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. Be Know Do The basis of good leadership is honorable character and selfless service to your organization. In our employees' eyes, leadership is everything one does that affects the organization's objectives and their well-being.Respected leaders concentrate on: o what they are [be] (such as beliefs and character) o what they know (such as job, tasks, and human nature) o What they do (such as implementing, motivating, and providing direction). People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. Leadership: Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level.Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leadership has been described as the â€Å"process of social influence, in which one person can enlist the aid and support of others in the accomplishment of a common ta sk†. A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But it’s not enough to have a vision; leaders must also share it and act upon it.Jack Welch, former chairman and CEO of General Electric Co. , said, â€Å"Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion. † Leadership Theories TRAIT THEORY: Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders. Reemergence: New methods and measurements were developed after the influential reviews that would ultimately reestablish the trait theory as a viable approach to the study of leadership.For example, improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionall y, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive and parsimonious picture of previous leadership research rather than rely on the qualitative reviews of the past.Equipped with new methods, leadership researchers revealed the following: ? Individuals can and do emerge as leaders across a variety of situations and tasks. ? Significant relationships exist between leadership and such individual traits as: ? intelligence ? adjustment ? extraversion ? conscientiousness ? openness to experience ? general self-efficacy While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks.Specifically, Zaccaro (2007) noted that trait theories still: 1. focus on a small set of individual attributes such as Big Five personality traits, to the neglect of cognitive abilities, motives, values, social skills, expertise, and problem-solving skills; 2. fail to consider patterns or integrations of multiple attributes; 3. do not distinguish between those leader attributes that are generally not malleable over time and those that are shaped by, and bound to, situational influences;Do not consider how stable leader attributes account for the behavioral diversity necessary for effective leadership. Behavioral and style theories: In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of successful leaders, determining behavior taxonomy, and identifying broad leadership styles. David McClelland, for example, posited that leadership takes a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential.Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making, praise and criticism (feedback), and the management of the group tasks (project management) according to three styles: authoritarian, democratic, and laissez-faire. The managerial grid model is also based on a behavioral theory.The model was developed by Robert Blake and Jane Mouton in 1964 and suggests five different leadership styles, based on the leaders' concern for people and their concern for goal achievement. Situational and contingency theories: Situational theory also appeared as a reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) s aid that the times produce the person and not the other way around.This theory assumes that different situations call for different characteristics; according to this group of theories, no single optimal psychographic profile of a leader exists. According to the theory, â€Å"what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions. † Some theorists started to synthesize the trait and situational approaches. Building upon the research of Lewin et al. , academics began to normalize the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in.The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the â€Å"hearts and minds† of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not â€Å"take charge†, they can be perceived as a failure in protracted or thorny organizational problems.Thus, theorists defined the style of leadership as contingent to the situation, which is sometimes, classified as contingency theory. Four contingency leadership theories appear more prominently in recent years: Fiedler contingency model, Vroom-Yetton decision model, the path-goal theory, and the Hersey-Blanchard situational theory. The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency. This results from the interaction of leadership style and situational favorability (later called situational control).The theory defined two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a â€Å"favorable situation†.Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability. Victor Vroom in collaboration with Phillip Yetton (1973) and later with Arthur Jago (1988), developed a taxonomy for describing leadership situations, which was used in a normative decision model where leadership styles were connected to situational variables, defining which approach was more suitable to which situation.This approach was novel because it supported the idea that the same manager could rely on diff erent group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. The path-goal theory of leadership was developed by Robert House (1971) and was based on the expectancy theory of Victor Vroom.According to House, the essence of the theory is â€Å"the meta proposition that leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance†. The theory identifies four leader behaviors, achievement-oriented, directive, participative, and supportive, that is contingent to the environment factors and follower characteristics.In contrast to the Fiedler contingency model, the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. T he path-goal model can be classified both as a contingency theory, as it depends on the circumstances, and as a transactional leadership theory, as the theory emphasizes the reciprocity behavior between the leader and the followers. The situational leadership model proposed by Hersey and Blanchard suggests four leadership-styles and four levels of follower-development.For effectiveness, the model posits that the leadership-style must match the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well. Leadership on the whole: Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. So, leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership. [pic]While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique. Leadership Models Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself in to a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken.Two models will be discussed, the Four Framework Approach and the Managerial Grid. Four Framework Approach: In the Four Framework Approach, Bolman and Deal (1991) suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic. [pic] This model suggests that leaders can be put into one of these four categories and there are times when one approach is appropriate and times when it would not be. That i s, any style can be effective or ineffective, depending upon the situation.Relying on only one of these approaches would be inadequate, thus we should strive to be conscious of all four approaches, and not just depend on one or two. For example, during a major organization change, a Structural leadership style may be more effective than a Symbolic leadership style; during a period when strong growth is needed, the Symbolic approach may be better. We also need to understand ourselves as each of us tends to have a preferred approach. We need to be conscious of this at all times and be aware of the limitations of just favoring one approach.Structural Framework: In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and ada ptation. Human Resource Framework: In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. hile in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization. Political Framework: In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation.Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary. S ymbolic Framework: In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors.Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision. . Company Profile of ROBI: Background of â€Å"Robi† Axiata (Bangladesh) Limited is a dynamic and leading countrywide GSM communication solution provider. It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan.Axiata (Bangladesh) Limited, formerly known as Telekom Malaysia International (Bangladesh), commenced its operation in 1997 under the brand name ROBI among the pioneer GSM mobile telecommunications service providers in Bang ladesh. Later, on 28th March, 2010 the company started its new journey with the brand name Robi. Robi is truly a people-oriented brand of Bangladesh. Robi, the people's champion, is there for the people of Bangladesh, where they want and the way they want. Having the local tradition at its core, Robi marches ahead with innovation and creativity.To ensure leading-edge technology, Robi has the international expertise of Axiata and NTT DOCOMO INC. It supports 2G voice, CAMEL phase 2 and GPRS/EDGE service with high speed internet connectivity. Its GSM service is based on a robust network architecture and cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind solutions in terms of voice clarity, extensive nationwide network coverage and multiple global partners for international roaming. It has the widest International Roaming coverage in Bangladesh connecting 553 operators across 207 countries.Its customer centric solution includes value added services (V AS), quality customer care, easy access call centers, digital network security and flexible tariff rates. With its strengths and competencies developed over the years, Robi aims to provide the best quality service experience in terms of coverage and connectivity to its customers all over Bangladesh. Together with its unique ability to develop local insights, Robi creates distinct services with local flavor to remain close to the hearts of its customers. Objectives of RobiEMPOWERING YOU: Robi is there for people, where they want and in the way they want, in order to help them develop, grow and make the most of their lives through Robi’s services. Vision & Mission of â€Å"Robi† Vision To be a leader as a Telecommunication Service Provider in Bangladesh Mission ROBI aims to achieve its vision through being number ‘one’ not only in terms of market share, but also by being an employer of choice with up-to-date knowledge and products geared to address the ever changing needs of our budding nationLeadership Qualities of a HR Manager of ROBI Inspires a Shared Vision: An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who â€Å"lifts us up, gives us a reason for being and gives the vision and spirit to change. † Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own.According to Bennis â€Å"They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organization. † (Bennis, 1997) A Good Communicator The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project lea dership calls for clear communication about goals, responsibility, performance, expectations and feedback. There is a great deal of value placed on openness and directness.The project leader is also the team's link to the larger organization. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members. Integrity One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices.Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Lead ership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behavior consistent with values and dedication to honesty with self and team members. In other words the leader â€Å"walks the talk† and in the process earns trust. Enthusiasm Plain and simple, we don't like leaders who are negative – they bring us down.We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey – we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and eff ective leaders know it. Empathy What is the difference between empathy and sympathy?Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, â€Å"It's nice when a project leader acknowledges that we all have a life outside of work. † CompetenceHaving a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent. Ability to Dele gate Tasks You demonstrate your trust in others through your actions – how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves.As one project management student put it, â€Å"A good leader is a little lazy. † An interesting perspective! Cool Under Pressure When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. â€Å"Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together. † (Bennis 1997) And remember – never let them see you sweat. Team-Building Skills A team builder can best be defined as a strong person who provides the substance that holds the team together in common p urpose toward the right objective.In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalize on each at the proper time, for the problem at hand. Problem Solving Skills Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves.Leadership Styles Leadership style refers to a leader's behavior. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership. The Participative leadership style favors decision-making by the group of ROBI. Such a leader gives instruction s after consulting the group. They can win the cooperation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them. good reasons why ROBI started embracing and applying Participative Leadership: 1. Participative leadership adds real value to employee contribution in decision making, problem solving, planning and implementation. It focuses on developing them on many levels while landscaping future goals and plans that benefit ROBI. 2. Participative leadership meets strategic needs/goals of companys by supporting individuals to reach their personal development goals. Developing people creates the foundation for sustainable positive change. 3.Participative leadership is transformational as it wakes the inner leaders in people by reaching out to their deepest resources, expertise and natural ability to lead. It remo ves barriers and opens doors. 4. Participative leadership delivers results as it increases productivity and provides a satisfactory ROI . Employees perform loyalfully and is more committed to achieve company's goals and contribute to the long- term picture. 5. Participative leadership is an opportunity for leaders to let go of their parochial perspectives and do what is right to optimize the entire company's capacity, not just their own area.Benefits of Participative Leadership Participative leadership has been implemented in various corporate organizations in a big way. Leaders are seeing the benefits of getting their team members to participate in the decision-making process through discussions and deliberations. Here we see the obvious and some not-so-obvious advantages of participative leadership that is taking business teams to a whole new plane of progress. Everyone Participates The best advantage of the participative leadership model is that everyone in the team gets a chance to participate.Like in a democracy, the team members have their say in the decisions that the team makes as a whole. This fosters a sense of equality within the team and that helps everyone feel important as contributors. New Ideas Are Thrown about Participative leadership helps bring more minds together and hence there are more ideas and suggestions that are generated. Leaders, for whatever they are, are individuals and they may be limited in their capacities of thought. However, when several people belonging to different levels of activity are asked to contribute to the worth of a particular decision, new ideas emerge.Some of these could be practical issues that people at the top levels do not think about. Hence, the decision becomes more practical and implementable and creatively rich. Decisions Become More Result-Oriented Since everyone has put in some or the other effort towards the planning process and everyone has a feeling of importance, it is quite evident that they will w ork towards implementing their own suggestions as well. This is a much better approach at making a team do things-make them suggest those things themselves. It becomes easier for leaders to generate results.Leaders Can Assess the Worth of Their Policies During the participation, leaders can find out whether there are any constraints or impediments that might come in the way of implementation. They also get a feel of the enthusiasm factor, and can assess whether the people in the team are agreeable to the changes they are planning to implement. The level of participation is a direct indicator of the enthusiasm of the team and if the enthusiasm is higher, the plan will be implemented faster and in a more effective way as well. A Progressive ApproachParticipative leadership is gaining wide currency right now because it allows everyone to contribute; it knits together the entire organization through their participation. This is the contemporary approach that leadership recommends and us es, and it has the potential to take organizations towards new levels of success. Future Leadership Discovery When employees participate in the decision-making process, current management has the opportunity to see who is stepping up to the plate and who is coming up with ideas. This is just another tool for management to evaluate employees for promotion.When employees are promoted from within a company, less outsiders are brought in, and the employees are more motivated to do a good job. Many companies with defunct leadership practices often miss opportunities to promote from within. A new leader found within the company will be a valuable cornerstone for teamwork. Motivation All employees feel the need for motivation. Motivation is the key concept for change. People are naturally resistant to change, and leadership needs to find the proper theory to help people make the transition. Communication is the most important facet of motivation. If employees feel out of the loop, hen they are less likely to concentrate on the main goal of the team or organization. With participative leadership, the employee has more information and will stay more active in the change or decision process. Employers must initiate the communication as a show of faith to their employees. Team Spirit Since employees have a position and input in the decision-making process, the sense of involvement is not just felt individually but is felt as a team. If potential negative circumstances are involved in the decision that is to be made, team-centered involvement will allow the leadership to be informed more fully of the pros and the cons.Communication is still important. When the leaders finally make a decision, the team is prepared for it; and with its participation, the stress and resistance to change is diminished. If negative perceptions of the change is noticed, the team can diffuse the situation without leadership becoming involved. Employee Productivity Studies have shown that there i s a correlation between participative leadership and productivity. There is a suggestion that through communication and participative leadership high-quality performance can be obtained.Leadership that practices the participative model have higher ratings as managers than leaders who manipulate their employees. Participative leadership begins a cycle of productive leadership and productive employees. This cycle increases company profitability and allows for internal growth. More promotions are possible and the progress of productivity increases across the company as the team grows. Performance Emotions: Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process. In an organization, the leader's mood has some effects on his/her group.These effects can be described in three levels. 1. The mood of individual group members. Group members with leaders in a (say) positive mood experience more positive mood than do group me mbers with leaders in a (say) negative mood. The leaders transmit their moods to other group members through the mechanism of emotional contagion. Mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers. 2. The affective tone of the group. Group affective tone represents the consistent or homogeneous affective reactions within a group.Group affective tone is an aggregate of the moods of the individual members of the group and refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than do groups with leaders in a negative mood. 3. Group processes like coordination, effort expenditure, and task strategy. Public expressions of mood impact how group members think and act. When people experience and express mood, they send signals to others. Leaders signal their goals, intentions, and attitudes through their expressions of moods.For example, expressions of positive moods by leaders signal that leaders deem progress toward goals to be good. The group members respond to those signals cognitively and behaviorally in ways that are reflected in the group processes In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. Environment: Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities.This is brought about by its heritage of past leaders and its present leaders. Goals, Values, and Concepts Leaders exert influence on the environment via three types of actions: 1. The goals and performance standards they establish. 2. The values they establish for the organization. 3. The business and people concepts they establish. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, mar ket leadership, plans, meetings and presentations, productivity, quality, and reliability.Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Leadership & Human Behavior:As a leader, we need to interact with our followers, peers, seniors, and others; whose support we need in order to accomplish our goals. To gain their support, we must be able to understand and motivate them. To understand and motivate people, we must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and customs differ from country to country and even within group to group, but in general, all people have a few basic needs.As a leader we must understand these needs because they can be powerful motivators and helps to improve our performance. Analysis of the Leadership style/ Findings: Integrity: It is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity. Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity.A leader who is centered in integrity will be more approachable by followers. Dedication: It mean s spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great. Magnanimity: It means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company.Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about them and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership. Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a â€Å"follower-centric† leadership role.Openness: Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision. Creativity: It is the ability to think differently, to get outside of the box that constrains solutions.Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, â€Å"What if †¦ ? † Possibly the worst thing a leader can say is, â€Å"I know this is a dumb question †¦ † Fairness: It means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.Assertiveness: It is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader. Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association).It seems that being under assertive or overassertive may be the most common weakness among aspiring leaders. Sense of humor: It is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie. Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits. Process of great Leadership/SuggestionsTo help us be, know, and do, follow these principles of leadership. This Leadership guide expand on these principles and provide tools for implementing them: †¢ Know ourself and seek self-improvement – In order to know ourselves, we have to understand our be, know, and do, attributes. Seeking self-improvement means continually strengthening our attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.†¢ Be technically proficient – As a leader, we must know our jo b and have a solid familiarity with our employees' tasks. Seek responsibility and take responsibility for our actions – Search for ways to guide our organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. †¢ Make sound and timely decisions – Use good problem solving, decision making, and planning tools.†¢ Set the example – Be a good role model for our employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see – Mahatma Gandhi. Know our people and look out for their well-being – Know human nature and the importance of sincerely caring for our workers. †¢ Keep our workers informed – Know how to communicate with not only them, but also seniors and other key people. †¢ Develop a sense of responsibility in our workers – Help to develop good character traits that will help them carry out their professional responsibilities.†¢ Ensure that tasks are understood, supervised, and accomplished – Communication is the key to this responsibility. †¢ Train as a team – Although many so called leaders call their organization, department, section, etc. team; they are not really teams†¦ they are just a group of people doing their jobs. †¢ Use the full capabilities of your organization – By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities. Conclusion From the above discussion we can easily understand that Axiata (Bangladesh) Ltd. (ROBI) is one of the top mobile Company of Bangladesh. It covers the whole Bangladesh by its network. There are many product and services of ROBI is available in Market. At this moment the company is in growing position.But the strategies of the company will make the compa ny â€Å"number one† mobile company of Bangladesh. So we can easily find out the Participative leadership style of ROBI is a very developed and effective one. As a multinational company for making the process more effective ROBI should analyze the recruitment and selection process of other multinational company of home and abroad. That can make ROBI perfect in recruiting people and the company will get efficient professionals, that will increased the productivity as well as revenue.

Is the Law Fault Based?

A2 AQA LAW Is the law fault based? According to the Oxford English Dictionary, Fault is defined as â€Å"error† or â€Å"blame†, the wrongdoing and extent of which the defendant is responsible for his actions. The law should only punish those who are at fault and impose punishments which are deserved, whilst being more lenient to those who are not at fault and did not foresee the consequences. In criminal law, fault is proven by the prosecution where people are found guilty, beyond reasonable doubt. In civil law, people are found liable, on a balance of probability.In order to discuss and evaluate the definition of fault as a basis of crime, it must first be understood and identified where fault can exist. Offences in law are often graded accordingly depending on how much fault they reflect. E. g. indictable offences such as rape and murder are the most serious of crimes and therefore receive the mandatory life sentence in order to reflect this. They cause the most seri ous damage to the victim and require more intention. However, summary offences such as â€Å"common† assault only receive minimal prison sentences, but normally fines up to ? 000. This is because the fault is deemed far less as the victim does not suffer as much and there is less intention to commit such a crime. Sentences also reflect to what extent the defendant was at fault. Aggravated factors, like a racially motivated attack or using a weapon indicates a higher level of intention and fault whilst mitigating factors like pleading guilty somewhat lessens the defendants fault in the eyes of the law. The severity of the crime depends on the level of fault. This can be found in the actus reus of a crime- the guilty physical act.Murder, for example is a voluntary act which demonstrates a higher degree of fault and blame (Smith- where a solider stabbed another solider with a bayonet. ) A voluntary act is normally a deliberate act and therefore seems fair to greater level of bla me. An omission is defined as the failure to act and shows a lower amount of fault as there is no physical act. For example, in the case of R v Dytham, a policeman witnessed a fight take place, but did not stop it and the victim was seriously injured. An ordinary passerby would not be regarded as at fault in this way but because a police officer has a public duty, he was deemed at greater fault.Causation is another aspect which is very fault-based in both criminal and civil law. There are tests to prove causation: factual, the â€Å"but for† test- But for defendant’s actions, would the outcome still be the same? legal causation- was the defendants actions the substantial and operating cause in victims injuries? and novus actus intervenes- was there a break in causation? Was there other factors that could of contributed? So if the defendant did cause the injury suffered by the victim then the defendant should be held at fault, vise versa if the defendant did not cause t he injury then he is not at fault.In Jordan, the defendant had shot the victim however the victim was completely recovered in hospital when he received a wrong injection which killed him. The defendant did not cause the death of the victim as the hospital treatment was an intervening factor and the substantial cause of death, therefore not fault. In comparison, in R v Smith, a solider was stabbed and was in hospital when he died from loss of blood from the stab wound. Unlike Jordan, Smith was found guilty of causing the defendants death as it was the original stab wound which was the operating cause of death proving he was at fault.Fault can also be shown through mens rea- the guilty mind. There are specific intent crimes such as murder or GBH s. 18, which can only be committed intentionally, where it was the defendant’s main aim or purpose indicating a higher level of fault. On the other hand, crimes of a less serious nature can be committed either intentionally or recklessl y- basic intent crimes like assault or battery. Recklessness shows less fault and blame than intention (although some fault is given due to subjective recklessness e. g.Cunningham- the defendant realises there is a risk of harm but acts anyway) because the outcome is only a possibility and sometimes is not foreseen. Similarly, Gross negligence manslaughter depicts how civil negligence can become criminal liability as a result of a death. This offence allows businesses to be liable and found at fault even though it is impossible to prove their mens rea. The use of defences in the legal system can also indicate how the defendant may possess both the actus reus and mens rea of a crime, but still not completely at fault.Insanity is a full defence which means the defendant is unable to form the mens rea of the crime in question due to a disease of the mind. Also, Automatism removes all fault on the defendants behalf as he is suffering from an external factor or influence. Intoxication (o nly applicable to specific intent crimes) shows an appropriate mens rea could not be formed due to the use of drink or drugs. However, other defences such as Diminished responsibility used as a defence in murder situations, only partially removes the defendants fault as he is suffering with an abnormality of the mind.This shows fault is lower than that of an intentional killing. Certain areas of criminal law where there are offences do not require any fault to be proved such as speeding offences. These are called strict liability crimes, where no mens rea is needed just the pure act of doing it makes you guilty whether you intended to or not. These offences are imposed throughout society in order to uphold social policies, but some people feel that no fault offences are unfair because they impose liability on people who did not necessary foresee any consequences. In Shah v DPP, a lottery ticket was sold to a member of the public under the age of 16.Although there were many signs and notices about checking ID of those looking underage, the ticket was still sold and the defendant was found guilty. This case had led to a requirement for an evaluation of the need for fault, as Shah, could be seen as not at fault as the child had used fake identity. These no-fault arguments are based on the public’s interest that it is better to protect the innocent public and compensate them than to prove an individuals fault, applicable for businesses that have to accept the risks and benefits of funning a company.Smedleys v Breed, a manufacturer defendant who was found guilty when a caterpillar was found in a tin of peas, where it is obvious that it was this manufacturers fault and responsibility to take blame. On the other hand, this can encourage higher standards amongst employers to encourage them to know the law and avoid injury and take care of themselves. It is believed that we should be accountable for our own actions, no matter whether fault can be proved or not- based on the principle â€Å"we reap what we sow†.This is was shown in R v Howells where the defendant failed to obtain a certificate for the gun he was possessing unwittingly, but will still guilty of this offence. Another argument is that imposing strict liability crimes helps that of deterrence on society to encourage better diligence. However, despite these no-fault arguments, many people believe there is a necessity for a proof of fault. Fairness is at the heart of the legal system and would seem unfair not to require a person to be proven at fault in order for them to be guilty.Having a no-fault system was implicate distrust for the public and would reflect poor values of society. It would also result in serious consequences for the sentenced defendant with a conviction. In conclusion, it has become clear that proving fault is already an essential element of criminal liability in the English legal system already and no fault only exists in a small number of offences, bu t can still have serious repercussions. In order for justice to continue to be served, criminal offences and their combined penalty should be limited to those who are evidently guilty and at fault and who truly deserve the punishments.

Flame Test Lab

Flame Test Lab Question: When a compound is placed in the flame of a burner, what happens to the color of the flame? Hypothesis: When the compound is placed in the flame, the flame changes color depending on the chemical compound. When they’re heated, they gain energy and changed color sometimes. Safety Requirements for this Lab: Wear goggles at all times. If you want to remove them to write in your notebook you may sit at a table in the center of the room. When you sit down remove them and when you stand up put them on. Use aprons. Pull back hair. No loose clothing.Close-toed shoes. NO FOOLING AROUND. It is very important that you DO NOT mix up the nichrome wire hands. Background Information: When chemical compounds are heated, hey gain energy. The electrons in some of these chemicals will jump from their ground state electron configuration (such as the electron configurations we have ben drawing for the elements) to higher energy levels. As these electrons fall back to their original positions in the atom, they emit energy. One form of this energy is light energy. This is what you will be observing in this experiment. Materials: Nichrome wire wand  · Test tubes containing water  · Test tubes containing 6M hydrochloric acid as needed to clean wire  · Test tubes containing: Copper sulfate Potassium sulfate Copper nitrate Potassium nitrate Strontium nitrate Calcium nitrate Copper chloride Strontium chloride Calcium chloride Cobalt chloride Sodium chloride Sodium nitrate Sodium sulfate Barium clroride Calcium nitrate  · Tirrel burner  · Matches  · Goggles  · Apron Procedure: Work in teams of two At each table there are two samples and two tirrel burners and matches.Start the burner as you have learned to do and obtain a low blue flame with the inner blue flame. Next take the nichrome wire and place in the flame. Noticed its color when it becomes red hot. This is not the color of the flame you are looking for. The flame to observe is the one o btained just as you place it in the flame. Place the wand in the test tube with the solution of the compound, quickly place it in the flame and observe its color. Write down the color and any observations on the table provided below. Do this no more than three times.Then rinse the wire in the water Heat the wire in the flame until it has no residue from the compound left. If you have problems ask your teacher. Return the nichrome wire to the water test tube. When this is completed, exchange chemical compound setups with you tablemates. Repeat the procedure for each chemical compound. When your table is done with both chemical compounds, pass them both clockwise to the next table. When all chemical setups are complete, the class will discuss which chemical compounds that you would like to observe again.Analysis: Each element is made up of different atoms. The heat helps the atoms move around and emit different colors of flame. Only certain elements can be identified by the naked eye. With others, you can identify an element by their colors, or if a metal, by their hardness and durability. I do not believe it would be effective because some elements might be similar in most ways and have you confused. I think if the wire in this lab became contaminated, the results of the flame would be different.The colors of the flame would not be correct due to the contamination and chemical compound on the wire. All of the flames don’t have the same color because each chemical on the wire is different. It has to have a boost to a higher energy level. Once they’ve fallen baxck to their first positions, they emit energy. The color of the flame is caused by the exciting metal ions. They are shown once burned just like we did in class. Copper: 1s22s2 2p63s23p64s23d9 , Sodium: 1s22s2 2p63s1 , Potassium: 1s22s2 2p63s23p64s1 , Strontium: 1s22s2 2p63s23p64s23d104p65s2 Flame Test Lab I. Purpose: To observe the colors produced when compounds are introduced into a flame and the electrons become excited. To estimate the wavelength of light produced, then calculate the frequency and energy of the light II. Safety: Standard safety procedures III. Chemical Inventory: Chemical Name: |Hazards: | |Lithium Chloride |Moderately | | |Toxic by ingestion | |Potassium Chloride |Slightly toxic by ingestion | |Calcium Chloride |Slightly toxic | |Barium Chloride |HIGHLY toxic by ingestion.Use extreme caution | |Cupric Chloride |HIGHLY toxic by ingestion. Use extreme caution | IV. Pre-Lab Questions: V. Procedure: 1. Dip the soaked wooden splint in one chemical at a time. Make a few crystal stick to the splint 2. Hold the end of the splint with the crystals in the burner flame and watch the first color you see. When it changes to orange, the splint is burning and we don’t care about that color 3. Use your chart from your prelab to estimate the wavelength of the color being produced 4. Obtain an unknown from your teacher, record the letter of the unknown, and do a flame test on the unknown. It will be one of the chemicals you have already tested. VI. Data and Observations: Chemical |Color produced |Estimated Wavelength (nm) | |Lithium Chloride | | | |Sodium Chloride | | | |Potassium Chloride | | | |Calcium Chloride | | | |Strontium Chloride | | | |Barium Chloride | | | |Cupric Chloride | | | |Unknown___ | | | VII. Calculations: For each chemical, do the following calculations. 1. Using the estimated wavelength, calculate the frequency of the light produced. 2. Using the frequency of the light, calculate the energy of each photon of light produced. VI. Conclusion: VIII. Error Analysis:

Change the Culture of an Organisation Essay Example for Free

Change the Culture of an Organisation Essay The culture of an organization can be defined by the ‘way they do things’, this means the way they make decisions, operate and how they choose and achieve their objectives. As culture is a set of values and practices, changing it may be difficult and a long process, especially if the change is organized by a new chief executive. Changing the culture of an organization may not be easy especially if the new chief executive does not fully understand the previous culture and therefore does not embrace it in the change. This lack of knowledge may result in an inappropriate culture being chosen that could limit the company’s performance as productivity reduces. An example of a badly imposed culture can been seen with the Chrysler and Damier-Benz merge in 1998. Damier-Benz imposed their traditional and structured German culture on the free-spirited American car company Chrysler. The extremely different cultures created tension that later affected their efficiency as decision-making took longer and the workforce were not happy. The inappropriate culture resulted in a loss of $1.5 billon by 2006. In 2011, the new chief executive of Tesco, Phillip Clarke, also made a cultural change which proved unsuccessful. He proposed a strategy to change Tesco’s brand image to be known for â€Å"highly valued brands† as opposed to their cheaper â€Å"Value† products. The decrease in popular promotion deals such as vouchers and meal deals reduced their sales revenue and share value which fell by 15% by the end of 2011. This suggests that Clarke failed to identify Tesco’s main source of competitively. Therefore, both examples show that cultural changes may be difficult as the new chief executives lack knowledge and experience in the company. Culture change also takes a long time, especially as traditions and values are set. A prime example of this is with Sony. Sony is a Japan-based company who prides themselves in adopting a traditional Japanese business culture. Examples of their culture can be seen with their clear line of authority and their strong belief in respect. However, Sony’s reducing performance and the fast changing world alarmed the new chief executive, Howard Stringer, to change the culture to one that embraces change. Although proposals to change the culture were made in 2007, Sony’s culture has still not fully transformed which is reflected in their still low competitively. Therefore, it may still take some time for Sony to fully embrace an innovative culture as their Japanese culture has largely influenced the organization. It also took a long time for Marks & Spencer to introduce higher levels of technology, such as a stock control system, as they are said to have a ‘backward culture’. This is because they don’t embrace change and are led by system and procedures. These examples provide evidence that change in a business’s culture may not be done quickly as the organization is accustomed to the previous culture. However, changing a company’s culture can be easy if the new chief executive conducts the change in an appropriate manner. As culture change will have a direct impact on stakeholders, it is important for the new chief executive to inform all stakeholders of the changes and to also encourage feedback. The loss of the innovative leader of Apple, Steve Jobbs created much anxiety about the new CEO Tim Cook. Stakeholders feared Cook would change the company and reject all Jobbs practices especially as the two leaders have different personalities. The media worsened the situation with continuous negative press coverage which resulted in a decrease in consumer confidence as well as Apple’s share price. Although Jobbs had planned to make some strategic changes to the company’s practices, he reassured stakeholders by stating that â€Å"Apple will not change†. He also identified these new strategies and their benefits in a press release which justified his decisions and satisfied stakeholders. The newfound trust of stakeholders will enable Apple’s cultural change to be easier and happen more quickly. In view of the above, I believe that it is not easy to change the culture of a business, as the current practices are custom to the organization; this also suggests that the change will be quite a process and therefore won’t be done quickly. This situation is worsened as the chief executive is new and won’t have the necessary knowledge and understanding of the business to enable a smooth and quick transition. However, the ability for the new chief executive to change the business’s culture quickly and easily is highly dependant upon the reaction of the stakeholders. For example, BP’s customers may react positively as the new culture will increase the company’s responsiveness to customers. Shareholders may also react positively as the increase of innovation should increase BP’s competitive advantage which could increase the company’s value and share price. However, the increase in innovation may pose a threat the employees as management will expect higher quality and the need for more qualified personnel may be necessary. Therefore, support from stakeholders will encourage an easier and quickly transformation whereas negativity will not. The skills of the workforce is also important as if they are innovative the cultural change will happen faster. However, Sony is in a creative industry and their strategy to increase innovation still took a long time. This suggests that attitudes and beliefs of the workforce are also important. An easy change is also depend upon the new executives approach, is it forceful or flexible? Damier-Benz’s forceful approach result in a large amount of tension that slowed the change and resulted in a financial loss. Change the Culture of an Organisation. (2017, Feb 04).

Cerebravascular Disorder of Stroke Research Paper

Cerebravascular Disorder of Stroke - Research Paper Example As the report stresses  Stroke is defined as per the World Health Organization to be a clinical syndrome consisting of â€Å"rapidly developing clinical signs of focal (at times global) disturbance of cerebral function, lasting for more than 24 hours leading to death with no apparent cause other than that of vascular origin†. There are two primary forms of stroke which are ischemic and hemorrhagic.  In an ischemic stroke the blood vessel gets blocked generally by a blood clot that results in a region of the brain to be deprived in oxygen and cause it to stop functioning. Ischemic strokes have resulted for 80% of all the known cases of strokes. A hemorrhagic stroke takes place if a blood vessel which carries oxygen and other nutrients to the brain bursts causing blood to spill into the brain. A transient ischaemic attack (TIA) is a form of stroke attack which symptoms and signs get resolve within 24 hours.This discussion highlights that  Stroke attack leads to mainly limi tations in the functionalities of its victim. These can be in the form of motor skills, cognitive deformities, sensory skills as well as emotional issues. Motor skill can include the inability of the stroke victim to move from one place to another.  The memory and sensory levels of the victim are also impaired. These victims need continuous support and care from the people. The stroke victims face problems with their physical and cognitive and sensory skills.

Causes of Rework and cost overuns in construction of sea water Thesis Proposal

Causes of Rework and cost overuns in construction of sea water desalination projects in Kingdom of Saudi Arabia - Thesis Proposal Example Desalination is a very important term, especially for the countries where fresh water resources are scarce. It could be any process that removes a vast amount of salt and other minerals from the water. Habitually, it is known as the procedure of drawing the salts and minerals. It is best to purify your water with the process of desalinated and then use it for drinking and as well as for irrigational activities. This is the same process which is being used by many seagoing ships and sub-marines (Love et. al. 2004). In today’s world, desalination is mainly used for developing cost-effective ways of giving fresh water to such regions of the world where fresh water is in meager amount. If you are intending to do a large scale desalination process then you may also need massively powered infrastructures but it is sure to increase the expense you will pay on the overall project, so it is better to make the usage of fresh water from rivers or wells etc. According to the census performed n April 2010, Saudi Arab had a population of 27,136,977 humans out of which 18,707,576 were recognized as nationals and others were living with no nationality. Due to an overwhelming economic and urban growth of this country, more than 95% of the whole population has been settled down now. Some cities even have densities of more than thousand people per square kilometer. About 50% of the total water used in this country is generated by the process of desalination, whereas the other 40% is extracted from the mining of non-renewable groundwater, the remaining 10% is simply taken off from the surface water. This research will highlight the issues related to desali9nation processes in Saudi Arab which cause cost overruns. Problem Statement: The problem which will be studied in this research is: Causes of Rework and cost overruns in construction of sea water desalination projects in Kingdom of Saudi Arabia. Research Objectives: There are four main objecti ves of this research which are listed below: To study existing sea water desalination projects for cost overruns To explore the reasons of rework and cost overruns in sea water desalination projects To investigate low cost alternatives which can control the cost of sea water desalination projects in Saudi Arabia To find ways of avoiding this cost overruns if construction of sea water desalination projects in Kingdom of Saudi Arabia Research Scope and limitation: This research will study 2 cases where cost overrun has been reported in construction of sea water desalination projects in Saudi Arab. Due to the constraint of time and budget, it is not possible to study the whole universe in this research. However, the case study selection will be based on the criteria that the projects which represent and can highlight the problems of all existing desalination projects should be chosen. This research is limited in the sense that not every existing sea water desalination project will be s tudied under it. Also, it is not possible for the researcher to study every aspect of the problem under discussion, so this research is limited to study of aspects of cost overrun. Methodology: For any research, qualitative or quantitative, primary or secondary, the most important part is its methodology. Methodology sets the stage for all further work to be done in any research (Gauch, 2002). Research can be done successfully and the objectives can be achieved if the research methodology laid out to conduct this research is properly planned. As research methodology is what leads any research towards its success, its importance can never be undermined in case of any research (Symon, et. al., 2000). This research is focused basically on primary data collection. A lot of tests and experiments have been conducted to get the required

Key Characteristics of the Narrative Approach Assignment

Key Characteristics of the Narrative Approach - Assignment Example Identify the purpose of the research study and identify a phenomenon to explore. 2) Select an individual to learn about the phenomenon. 3) Pose initial research question(s). 4) Describe the researcher’s role (entry to the research site, reciprocity, and ethics) 5) Describe data collection methods 6) Describe appropriate strategies for analysis and interpretation of data. 7) Write a narrative account. Narrative Account Joe, a fifth grader does not mix up with other girls in her class. She studies in a school that is only meant for girls, meaning there is no coeducation in that school. Although Joe is not very fond of studies, yet she is always seen immersed in books in the free time in school. In the mid-break, she takes her lunch in the corner of the class and eats the sandwich quietly. While doing so, she makes sure she has some book with her. It can be said that books do her no good apparently because neither she participates in the intellectual discussions, nor her performa nce in the class tests is up to the mark of a student who gives half as much time to the books as she does. She has no friend in the class, though she makes sure she has one girl aside from her when she has to move out of the class. That could be any girl†¦she just sticks with someone. Otherwise, within the class, she remains isolated. Her class-fellows think that she is too sensitive, so they frequently make fun of her. The researcher has the question, ‘Is reading books really the favorite pastime of Joe or it is just a refuge she seeks to avoid interaction with her class-fellows?† The research also wants to know, â€Å"What makes Joe have a girl beside her in the public when she doesn’t make the bond with anyone inside the classroom?† To find answers to these questions, the researcher decides to interview Joe. The research also intends to talk to Joe’s parents, her teachers and at least five randomly selected girls from Joe’s class. The researcher particularly wants to know how Joe socializes with her family members as well as some events that have occurred in her childhood that might have a big role in making her what she is today. From the information collected from the interviewees, the researcher has prepared the narrative research report. 1. Identify the purpose of the research study and identify a phenomenon to explore. Answer: Purpose of this research was to investigate why Joe avoided hanging out with friends and seek refuge in books. 2. Select an individual to learn about the phenomenon. Answer: Joe’s parents, five class-fellows and Joe herself were selected. 3. Pose initial research question(s). 3.1 Is reading books really the favorite pastime of Joe or it is just a refuge she seeks to avoid interaction with her class-fellows? 3.2 What makes Joe have a girl beside her in the public when she doesn’t make a bond with anyone inside the classroom? 4. Describe the researcher’s role (entry to the research site, reciprocity, and ethics) Answer: Researcher approached Joe’s mother with help of the school administration.