DYNAMIC LEADERSHIP DEVELOPMENT
DYMANIC LEADERSHIP
DEVELOPMENT
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DYNAMIC LEADERSHIP DEVELOPMENT
MODULE TITLE: B9MG125 DYNAMIC LEADERSHIP DEVELOPMENT
LECTURER: KEELIN LEE
CONTINUOUS ASSESSMENT: CASE STUDY ON LEADERSHIP
WRITTEN BY:
STUDENT ID:
PROGRAMME: MBA IN PROJECT MANAGEMENT
WORD COUNT PART A: 2170
WORD COUNT PART B: 1469
TOTAL WORD COUNT: 3639
SUBMISSION DATE: 24/07/2021
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DYNAMIC LEADERSHIP DEVELOPMENT
Evaluation of the leadership of
Dr. Ngozi Okonjo Iweala
Table of Content Page Number
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1. Introduction……………………………………………………………………………….5
2. Part A: Analysis of the Leadership of Dr Ngozi Okonjo Iweala……………….................5
2.1. Background………………………………………………………………………..............5
2.2. Ngozi Okonjo Iweala Leadership Style…………………………………………………...6
2.3. Change Management of Dr. Ngozi Okonjo Iweala………………………………...……...7
2.3.1. Transformational leadership……………………………………………………............7
2.3.2. Kurt Lewin……………………………………………………………………………...8
2.4. Problem Solving……………………………………………………………….…………...9
2.5. Motivating Teams……………………………………………………………….................9
2.6. Emotional intelligence……………………………………………………………..............10
2.6.1. Leadership theory of Daniel Goleman………………………………………….……….10
2.6.2. The Coaching Leader……………………………………………………………………11
3. Part B: Reflection on my personal leadership style and approach………………...............12
3.1. Gibbs’ Reflective cycle…………………………………………………………………….12
3.2. Description………………………………………………………………………................12
3.2.1. Past leadership style……………………………………………………………………...12
3.2.2. Present leadership style………………………………………………………………….12
3.3. Feelings……………………………………………………………………………………...13
3.4. Evaluation…………………………………………………………………………...............13
3.4.1. How Ngozi Okonjo Iweala Has impacted me…………………………………………….13
3.5. Analysis……………………………………………………………………………...………13
3.6. Conclusion…………………………………………………………………………...............15
3.7. Action Plan…………………………………………………………………………..............15
3.7.1. SWOT analysis……………………………………………………………………............15
4. Future contribution……………………………………………………………………...………...15
5. Bibliography………………………………………………………………………………………16
INTRODUCTION
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Leadership represents a person's capacity to make full use of available resources to solve
problems for the lowest cost while also increasing the efficiency of the entire team in each
situation. (Guo et al., 2021). Any organization, corporation, or nation's internal cultural envir-
onment and future strategic development policies are frequently influenced by the degree of
leadership (Haedrich, 2020). To optimize overall leadership effectiveness, an outstanding
leader can always make the most appropriate decision at the most opportune time. However,
as science and technology advance and global integration deepens, the environment in which
leaders operate is continually changing, and the difficulties they face are becoming more
severe. As a result, leaders must not only have a better awareness of the components of lead-
ership, but they must also enhance their leadership skills based on this knowledge.
1. Part A: Analysis of the Leadership of Dr Ngozi Okonjo Iweala
2.1 BACKGROUND
Fig 1: Dr Ngozi Okonjo Iweala
Dr. Okonjo-Iweala was named one of the 50 Greatest World Leaders by Fortune in 2015, one
of the Top 100 Most Powerful Women in the World by Forbes for four years in a row, one of
the Top 100 Most Influential People in the World by Time in 2014, and one of the Top 100
Women in the World by the UK Guardian in 2011.
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Gavi, the Global Alliance for Vaccines and Immunization, is chaired by Dr. Ngozi Okonjo-
Iweala. Gavi has immunised 580 million children worldwide and saved 8 million deaths since
its inception in 2000. She is also a Senior Adviser at Lazard, a leading global financial advice
and asset management organization. Dr. Okonjo-Iweala previously served as Nigeria's Fin-
ance Minister twice, from 2003 to 2006 and again from 2011 to 2015, as well as briefly as
Foreign Minister, making her the first woman to hold both positions (Adewumi, 2021). She
worked as a development economist for the World Bank for 25 years, rising to the position of
Managing Director No. 2 and overseeing a $81 billion operational portfolio in Africa, South
Asia, Europe, and Central Asia. (Center For Global Development, 2021)
Dr. Okonjo-Iweala graduated from Harvard University with a bachelor's degree in economics
and a doctorate in regional economics and development from the Massachusetts Institute of
Technology. Over a dozen universities have bestowed honorary degrees on her, including
Yale, Brown, the University of Pennsylvania, and Trinity College, Dublin.
2.2 Ngozi Okonjo Iweala Leadership Style
Ngozi Okonjo Iweala has a unique leadership style. As a leader, she believes in togetherness
and learning from past leaders while implementing from her own personal experiences and
carrying her team along. During a special session of WTO General council, Dr Okonjo-
Iweala indicated that her leadership style would honour and follow a traditional approach set
down by her predecessors. “At the WTO,” she said, “The DG leads from behind, working
with the talented secretariat staff to help members achieve results. “You can count on me to
be proactive, to work hard, to be balanced, fair, professional and objective, to continuously
earn and sustain your trust. That way, together, we can restore and rebrand the WTO as a key
pillar of global economic governance.” (Okonjo-Iweala, statement to Special Session of
WTO General Council, 13 February 2021).
“Leading from behind has been described as ‘leadership by influence,' ‘leading beyond au-
thority,' or simply ‘not being authoritarian,'” says John Mark Williams, CEO of the Institute
of Leadership & Management. Mandela compared a strong leader to a shepherd in his autobi-
ography: “He stays behind the flock, letting the nimblest go out before, whereupon the others
follow, not realizing that they are being directed from behind.”
2.3 Change Management of Dr Ngozi Okonjo Iweala
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In a Zoom interview with TIME on Jan. 29, 2021, Dr Ngozi remarked, "The world needs the
WTO, and the World Trade Organization (WTO) requires comprehensive and significant re-
form.” she describes herself as “someone who has lived both realities. Which makes her well-
suited to run the WTO in this moment. The panel, according to Okonjo-Iweala, is ready for
change. Ngozi okonjo was asked in an interview about high failure rates in organizations
and how chances of success can be improved with transformation of both the government
and the country by Professor Behnam Tabrizi. She responded by explaining that vision is
important in any organisation and having a team of people who believed in the vision
would help drive transformation and change. According to Dr. Okonjo Iweala, “if you
really want it to work you must carry the people with whom and for whom you're trying
to do the transformation or who need the place transformed along with you. And then
you must have a team of true believers who are ready to really be in the transformation
otherwise it can falter”. She went further by saying “you need results unless you cannot
show people measurable results that the changes, you're making will lead into something
better”.
2.3.1 Transformational leadership
James MacGregor Burns, a leadership expert and presidential biographer, was the first to
establish the concept of transformative leadership. Later, scholar Bernard M. Bass de -
veloped what is now known as Bass's Transformational Leadership Theory based on
Burns' original theories. Transformational leadership, according to Bass, can be defined
by the impact it has on followers. People perform more effectively if they believe in the
organization's mission. According to transformational leadership theory, leaders must
convey their vision in a way that not only motivates but also empowers their followers.
(Frey)
Fig 2: Transformational Leadership by James MacGregor
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They mobilize organization members to make fundamental changes in the organization's
foundations and foundations to be prepared and gain necessary capabilities for moving in
new directions and reaching higher ideal performance peaks by developing commitment,
passion, and loyalty among managers and staff (Mirkamali et al., 2014,). Dr Ngozi is a
transformational leader. She strongly believes in vision, mission, and inspiring others
around her. Transformational leaders convey their vision in a way that inspires not only
motivation but also a sense of empowerment in their followers. Transformational leader -
ship is frequently the result of a positive interaction between the leader and the follow -
ers. These four pillars make up the foundation of a strong relationship: trust, mutual re-
spect, support, and communication (Manion, 2011). Dr Ngozi has shown this when she
was in a position of leadership in Nigeria. Prior to her transformation, the country of Ni-
geria was at 2.5 GDP growth per annum and by the end of the transformation, the coun -
try was at 6% on average.
2.3.2 Kurt Lewin
Lewin's model was straightforward, with three stages to organizational change: unfreez -
ing, altering, and refreezing. It is difficult to understand how this quaintly linear and im -
mobile concept–the organization as an ice cube–has not only survived but thrived.
Kurt Lewin's contribution to organizational change has been recognized by many writers.
However, as the focus has shifted to rapid, transformational change in the last 20 years,
(Burnes, 2004). Refreezing, which is one of the three step model aims to bring the group
to a new quasi-stationary equilibrium, ensuring that the new behaviours are relatively
resistant to regression. The new behaviour must be consistent with the rest of the
learner's behaviour, personality, and environment, or it will result in a fresh round of dis -
confirmation (Schein, 1996).
Therefore, Lewin considered successful change as a collective activity, because indi -
vidual behaviour improvements will not be sustained until group norms and routines are
also modified. Refreezing an organization generally necessitates adjustments to its cul -
ture, norms, policies, and procedures (Cummings and Worley, 2001).
From the formation of self-managed teams in factories to the integration of black and
white sales personnel in New York department stores, Lewin's approach to change tried
to solve significant group-based behavioural difficulties in businesses and society at
large (Lewin,69). These are not issuing of small-scale or incremental change.
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Fig 3: Kurt Lewin’s change model
2.4 Problem solving
Ngozi's problem solving in leadership is demonstrated by her abilities, which she used to un-
cover fraud in Nigeria while she was the minister of Finance in Nigeria. Her firm stance on
the subject serves as a reminder to everyone in government and leadership positions to stay
focused on their goals. Nigeria subsidises petroleum and she found out there was an issue
because the subsidy was escalating. She asked the president if it could be audited to see
if everything was alright. 8.5 billion dollars’ worth of payment was audited, and 2.5 bil -
lion dollars’ worth of fraud was found out. Because of this, her mother was kidnapped
who was 83 years of age at that time. Dr Ngozi was asked by the kidnappers to resign
publicly and leave the country and it was one of the most difficult experiences she had
due to making change and reform in Nigeria. Because of her good work, everyone in the
country including the president tried to look for her mother, and due to the heat of the
search for Ngozi’s mother, the kidnappers released her, and her mother was able to es -
cape.
2.5 Motivating Teams
The ministry of foreign affairs in Nigeria was not in good physical shape. Dr Ngozi when she
saw this knew that something had to be done immediately. She took it upon herself and called
the electricity company. She gave them a clear timeline because everyone working in the
ministry of foreign affairs was demoralised. She spent that weekend clearing the chairs and
cleaning up the place with a team of people who were willing to help. She also bought potted
plants to decorate and make the place look beautiful and suitable enough to work. Dr Ngozi
believes in developing metrics to touch people’s lives. She believes that people should
believe in your own self and is it making a change in the life of others, even if it requires
small actions but there must be change. Transformation never ends and it is an ongoing
process and for transformation to be continuous, you must keep learning and building on
yourself. She believes that you need to bring people up and include them in the process
of transformation. According to Dr Ngozi, “in your organisation, don’t neglect what the
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youngest, newest comer has to say because sometimes they actually come in new and can
see all the ugly things in the organisation that people who have been there for a long
time cannot see”.
2.6 Emotional Intelligence
Leaders with strong emotional intelligence have been shown to be more effective at man-
aging teams. They have a transformational leadership style and a sympathetic attitude, which
fosters a great working atmosphere in an organization, and women entrepreneurs have fre-
quently been seen leading with it, which has an undeniable impact on the entire growth and
environment of developing firms (Why investing in women has brilliant returns, 2021). In a
question-and-answer session with Julia Gillard and Ngozi Okonjo-Iweala, when asked “One
difference having more women in leadership will make?”, Ngozi Okonjo Iweala simply
answered “More balanced and empathetic decisions. More emotional intelligence, less ego.”
(Julia Gillard and Ngozi Okonjo-Iweala Q&A, 2020). Ngozi has shown emotional intelli-
gence time and again especially the roles she has played in GAVI. The tone of an organiza-
tion is set by its leaders. If they do not have emotional intelligence, it could have far-reaching
effects, such as reduced employee engagement and more turnover. Dr Ngozi’s display of
emotional intelligence was shown when she used crisis in Lebanon to evacuate Nigerian na-
tionals, something that has not been done in the history of Nigeria. And other continents fol-
lowed suit to evacuate their nationals from Lebanon.
2.6.1 Leadership theory of Daniel Goleman
In their book "Primal Leadership," published in 2002, Daniel Goleman, Richard Boyatzis,
and Annie McKee identified six distinct emotional leadership styles. Each of these personalit-
ies has a unique impact on people's emotions, as well as strengths and weaknesses in certain
situations. Authoritative, Coaching, Affiliative, and Democratic are four of these approaches
that create harmony and positive outcomes. Coercive and Pacesetting are two methods that
can produce tension and should only be employed in specific conditions. According to Gole-
man and his co-authors, no single style should be employed all the time. Instead, depending
on the precise needs of the circumstance and the individuals you are dealing with, the six
types should be used interchangeably. Individually, the six leadership styles appear to have a
direct and distinct impact on a company's, division's, or team's working environment, and
hence on its financial performance. Leaders pick their leadership styles, but only four values
have a beneficial impact on financial results.
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Fig 4: Six Leadership Style by Daniel Goleman
2.6.2. The Coaching leader
Coaching leadership connects people's personal aspirations with the goals of the organization.
From the diagram above, Ngozi okonjo Iweala’s attributes are relating to that of the coaching
leader. This type of leader is compassionate and supportive, with an emphasis on developing
people for long-term success. Because it is motivational and develops rapport and trust, this
approach has a great impact on your team. Dr. Ngozi has shown compassion via emotional
intelligence and her passion for motivation and raising other people up and motivating them
to do better and be better.
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3. Part B: Reflection on my personal leadership style and approach
3.1 Gibbs’ Reflective Cycle
Graham Gibbs created the Gibbs Reflective Cycle in 1988 to give structure to learning from
experience. It provides a framework for analysing experiences, and because of its cyclic char-
acter, it lends itself well to repeated encounters, allowing you to learn and prepare from
things that went well or poorly.
Fig 5: Gibbs’ Reflective Cycle
In this section, I will discuss my leadership style and approach using the six phases of Gibbs'
reflective cycle in a concise manner.
3.2 Description
3.2.1 Past leadership style
A few years ago, I was studying my Bachelors in Sociology which is a four-year course and
from the first year, I was the best in the department. Because of this, there were so many
people who came to me to teach and tutor them. At a point this became demanding because I
was called by both lecturers and student. I have always been a shy person and I love keeping
to myself so this was uncomfortable to me because I would rather teach people one after the
other than talk to a whole group of people. I hardly had time for myself and my studies. My
past leadership style can be attributed to that of servant leadership style because I focused on
the needs of others before I considered my own.
3.2.2 Present leadership style
It took some time but towards the end of my degree, especially with new students coming in,
I had to learn how to teach in groups and accommodate more people, also creating time for
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myself and my own studies. Presently, I am a First-class graduate and I believe I left the
school impacting knowledge to the best of my ability, on other students in my department,
both course mates and those in lower levels. After Graduation, I got a job in as a client ser-
vices representative and then a product specialist which exposed me to people from all works
of life and helped me understand people more. Having a job where I talk to people every day
brought be out of my shell a little bit, but I cannot say I am at a point where I am comfortable
talking to a lot of people. I am better than I was, but I am just not there yet.
3.3 Feelings
I know I still have a lot to learn, especially in the cooperate world because I am still growing
and there are a lot of opportunities to grow and develop when it comes to leadership. Based
on previous and current experience, I can say my communication has improved a little bit and
my emotional intelligence towards people, but I still believe that there is room for further im-
provement.
3.4 Evaluation
3.4.1 How Ngozi Okonjo Iweala Has impacted me.
85 percent of business leaders and board members are white men, according to estimates.
Women and minorities were underrepresented in management positions in 1991, accord-
ing to the United States Congress, despite their increasing presence in the workplace. In
1995, the Glass Ceiling Commission released a report claiming that women held only 3
to 5% of senior management positions in Fortune 500 businesses (Pietrangelo, 2020). Dr.
Ngozi Okonjo Iweala's transformational leadership style and attitude and resilience is a
huge inspiration to me. I particularly admire how she strives to empower others and
make a difference also how she has overcome the glass ceiling effect. Being a black fe-
male who comes from a particular background and culture but still open minded and em-
braces other cultures and relates with people from different works of life while making a
difference is who I see myself to be in the nearest future and that is who Dr. Ngozi
Okonjo Iweala is.
3.5 Analysis
I took some leadership assessments. Starting with the Leadership Self-Assessment
Questionnaire. Based on my score (177/250), it is evident that I am well on my way to
becoming a leader but based on the assessment, I need to work on my communication
and presentation skills because I still feel shy when it comes to public speaking. I went
further to conduct an assessment on “How Good Are my Leadership Skills?” And it
was the same analysis with the leadership self-assessment questionnaire with a score of
54 which shows I am well on my way to becoming a leader. I was particularly drawn to
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this statement;” I feel threatened when someone criticizes me.”. I have had issues with
criticism in the past and saw it as a form of “bullying”. I did not understand that criticism
was given so that you can do better and be better. But as I started working with diverse
people and started being exposed to different ways of doing things, that mentality has
changed. Next, I took the What Sort of Leader are You? test and the result came out as
figure shown below:
Fig 6: What sort of leader are you? test
This test shows that there is still a lot to improve on. The two styles that need some fur-
ther developments are the pace setting leadership skill and the democratic leadership
skill. The four styles that need a lot of further development are Coercive, authoritarian
affiliate and coaching leadership skills. Furthermore, taking The Global EI Test, below
is the result that was generated:
Self-Awareness Self-Management Social-Awareness Relationship
Management
4 3 7 2
Fig 7: The Global Emotional Intelligence Test
Self-awareness entails being aware of various parts of one's own personality, such as traits,
behaviours, and feelings. Essentially, it is a psychological situation in which one's own atten-
tion is drawn to oneself. I have had the opportunity to self-reflect and I can say to an extent
that I am self-aware. When I set a goal, especially when I write it down on a sticky note and
past it in a place, I can see it all the time like my room door or wall, I do whatever it takes ac-
complish that goal and I will not rest till it is done. Due to this, I get extremely strict with my-
self which is one of the questions in the Global emotional Intelligence test. Sometimes, it is
difficult for me to manage my emotions as I am a very emotional person, but I try to control
those emotion, especially in professional settings. Generally, others perceive me as a snubby
person because of my quiet nature. To me, my self-management skill is relatively ok, but I
still try to manage my emotions in a productive way. I am relatively aware of the people
around me and how they feel. I personally do not like other people feeling low, so I usually
try to make them feel better, especially those closer to me like family, friends, and team
members because, I believe that, to an extent, I know them, and they know me. When it
comes to making others feel better (people I do not react with on a regular basis) I find it dif-
ficult because I just do not know the right words to say to them, thereby, making me very
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nervous. Furthermore, in the past and even most times now, I feel a bit scared to share my
ideas and express how I feel towards a particular subject matter because of the fear of being
ridiculed.
3.6 Conclusion
In conclusion, I have learnt from Dr. Ngozi okonjo Iweala that it is important to state your
vision for your whole team members to carry them along. Looking back to the way I was
when it comes to leadership and working in teams, I can say that I have made some improve -
ment, but more improvement must be made like communication and carrying the team along.
Also, Dr. Ngozi Okonjo Iweala is a woman who works with different people. There are times
where people would want to talk her down, but her assertive nature always helped her out.
She is not a shy person and is not scared to air her opinion. I would have to learn how to be
assertive and speak up so that I can share my ideas.
3.7 Action plan
3.7.1 SWOT Analysis
Fig 8: SWOT Analysis
4. Future Contribution
Following a thorough examination of several leadership styles, I have concluded that, as an
employer, I must develop my self-management skills and communication skills to carry my
employees and team members along in the future. I would strive to inspire and motivate my
co-workers, team members and subordinates to achieve the organization's aims and object-
ives. I would emphasize the creation of originality by combining the ongoing process of com-
munication in a reputable organization to advance my professional career. From the results I
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have understood that I need to become more assertive and open to become an outstanding
leader and to break the glass ceiling effect.
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