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You will produce a written report of 2400 words (+/- 10%) that critically assesses and evaluates your personal  leadership using Seven Leadership Mindsets Theory (vMEME) and all the types of leadership approaches and styles it contains. You need to highlight strong theoretical knowledge and application to your own and other organisational contexts.Critically analyse leadership problems and challenges within your or case example organisational utilising critical evaluation and application of appropriate theory.
1. Critically evaluate how certain types of leadership / management styles differ depending on history, culture,geographic life and conditions drawing on your organisation and other mini-case examples. Ensure that the
culture is critically defined, examples are given and also produce a ‘cultural snapshot’ –thematic poster /picture linking to the Seven Leadership Mind Sets. Attach this as an appendices item and ensure it is fully explained.
2. Critically evaluate how certain types of leadership/management styles impact on people performance productivity. Ensure concrete examples of impacts are discussed and applied to self and that of your team.
3. Critically evaluate how certain types of leadership/management styles determine who will ‘follow and how’they will follow. Demonstrate with actual or potential scenarios relative to yourself and your team/ colleagues and the strategic direction of your organisation.
4. Critically evaluate your personal leadership capabilities using the Seven Leadership Mind-sets theory and critically analyse the need for your future professional development by identifying the strategic direction of your organisation, the sector and potential job roles. Attach to the assignment a written one page (font size 12) personal statement for an ideal job in your sector drawing on the seven leadership mind set theory and your strengths. Make sure the Job specification is given. Use the STAR Acronym to help structure answers to competence and requirements. E.G Situation, Task, Action and Results.
5. Specific conclusion: Having studied the seven mindset-thinking systems, critically reflect and conclude what the definition of an effective leader should be. Critically discuss if you view of leadership has evolved or if it has stayed the same. Make recommendations for your own development and that of the organisation to address your vision of what leadership is. Draw on evidence from across the main areas within your conclusion.

Evaluation of Different Leadership Styles Based on History, Culture, and Geographical Conditions

Leadership is one of the core concepts that is used for directing and motivating employees (Burnette et al 2013). Leadership includes the capability to lead and influence employees towards the attainment of organizational goals. A leader's capability is towards influencing employees towards the organization's goal, these goals might not be the desires of the individuals. There are various theories of leadership, trait-based theory, behavior-based theory, but these theories does not sync the cultural theme for defining behavior (Schellhammer, 2016).

The Graviesian approach to vMemes or modes of thinking is based upon human needs and motivations by means of value systems, mini-selves, and core intelligence. The Seven Leadership Mindsets Theory (vMEME) identifies the idea of cultural memes for defining behavior, which are dependent upon value systems called vMemes (Shalihah, 2017). The Seven Leadership Mindsets Theory (vMEME) proposes that the idea of leadership in an organization is that a leader needs to be at the same level or at a higher level than followers. The seven leadership mindset includes the various style of leadership indicated through coloring scheme.

Beige is instinctive or survival oriented, hence the leadership mindset is life support mode. Purple indicates animistic and the structure will be a family tradition (Beck & Cowan, 2014). Red includes an egocentric style in leadership that is empire driven, indicating industrial power. Blue is absolutistic and leadership style is pyramidal, indicates formal management. Orange leadership is a multiplistic oriented with the delegative style of leadership.

Green is a relativistic form with the egalitarian style of leadership, with dependence on the social network. Leaders following this form are the generally consensual style of leadership. Yellow includes systematic thinking form through the integrative form of leadership. Turquoise includes holistic thinking with global structures in leadership (Fairholm & Fairholm, 2009). Coral includes result driven form of leadership. In this current scope of analysis personal leadership style is evaluated for my designation as a Retail Banking Head in Oman.

2.0 Analysis

2.1 Types of leadership/management styles according to history, culture, geographic life and conditions 

Leadership or management styles vary according to history, geographic life and conditions and culture. Studies by Hofstede and GLOBE studies established differential national cultures, which leads to the question regarding if leadership models are universal in nature (Tung & Verbeke, 2010). Thus, the interdependent relationship between cultural underpinning and leadership styles cannot be avoided. The GLOBE study identified dimensions of culture that could reflect leadership behaviors in culturally contingent geographic areas.

Cultural studies have been conducted across various cultures indicates different styles of leadership adopted in different regions. The cultural dimensions which were considered to be integral determining factors, included uncertainty avoidance, future orientation, assertiveness, power distance, institutional collectivism, humane orientation, performance orientation, family orientation and gender egalitarianism (Venaik & Brewer, 2013). The Seven Leadership Mind Sets are depicted through a thematic poster as attached in Appendix. In my current organization based in Oman for banking, can reveal ways in which cultural dimensions can affect leadership and management style.    

Oman has traditionally been a self-protective leadership type that is focused on self-centeredness, procedural status consciousness and face-saving type of leadership. Purple leadership style characterized by family traditions style of leadership is followed here. Evaluating this style of leadership, it can be said that Sultanate of Oman had traditionally been ruled by kings and monarchs. Currently, the head of the government is the hereditary sultan, Sultan Qaboos, who overlooks the various affairs within the country. Similar style of leadership is followed across organizations present in Oman as well. Not only historically but culturally also the Middle Eastern area had been under the rule of kings since Medieval ages and it is culturally accepted (Hofstede, 2010).

Impact of Certain Leadership Styles on People Performance Productivity

Presence of high power distance, less individualism, more masculinity, greater uncertainty avoidance and absence of long-term orientation with indulgence reflects acceptance of this style in leadership. People in Oman accept hierarchical order (power distance score of 90) and centralization is popular. Subordinates are expected to perform according to the directions provided by their autocratic boss.

The Sultanate of Oman is a collectivistic society (score of 25), which is reflected by its long-term commitment towards member groups such as family, relationships. Loyalty in collectivists culture fosters strong relationships with each one taking responsibility as being a member of the group. Oman is characterized by a low score on feminism and high on masculinity (score 50). This implies that quality of life as a sign of success and standing separately from the crowd is not admired. Oman has a high preference for uncertainty avoidance (score 80) implying that there is a rigid code of behavior and beliefs with intolerance towards unorthodox ideas and behaviors. The culture appreciates the need for the rule, with the importance of the concept time is money and there is a resistance towards innovation. Moreover, the society has some links with the own past dealings and challenge the present and future.       

Evaluating geographical life and conditions of the region, king and monarchy style of leadership is seen to be dominant. The desert area of the country with sandstorms and tropical cyclones can be seen to be a factor, in which people prefer to stay in large groups. Within my organization hierarchical style of management is followed, where subordinates are expected to follow responsibilities allocated to them (Rankin Jr, 2017). The head of my organization provides direction to conduct a responsibility, which is carried out accordingly.     

2.2 Types of leadership/management styles impact on people performance productivity

Leadership and management styles provide directions to employees (Limsila &  Ogunlana, 2008). Employees of an organization are followers and they look up to their leaders and followers for carrying out specific roles. Depending upon the type of leadership followed within a particular organization or management style undertaken, employee's performance productivity is carried out. The concept of leadership includes managing employees and directing them towards the organization goal. Employee performance has been found to be associated with certain types of leadership such as autocratic, democratic and laissez-faire management style. Adopting the autocratic style of leadership can significantly impact employee motivation as well as productivity. Autocratic style of leadership leads to the creation of mistrust between employees and managers (Bush, 2008).

This style of leadership is not considered ideal for fostering creativity from employees or in encouraging employees to take ownership of their roles. This style of leadership provides staffs the feeling that they can easily be replaced and that they are not an important part of the company. This leadership style hence is known to demotivate employees and has a negative impact on productivity. Democratic style of leadership is aimed at employees and leader working in collaboration with one another. This style of leadership is seen to create a positive impact on employee productivity and motivation. This style of leadership provides employees a sense of ownership, hence allowing employees to provide real input into operations.

Determining Who Will Follow and How with Different Leadership Styles

It creates an environment that is more open to innovative ideas and platform (Cameron, 2012). A laissez-faire style of management encompasses a more open approach to leadership. It is an employee-led approach, where employees are encouraged to undertake their own decisions and create their task lists. This style of management leads to innovative and new ideas, where employees are more motivated. Employees in this style work at a higher intensity and pace, given their personal interests in tasks. It is a flexible management structure, which allows enhancing employee productivity.     

2.3 Types of leadership/management styles determining who will ‘follow and how’ they will follow

Leadership style and management styles determine who will follow and the way they will follow. Leadership styles are used to determine ways in which employees will follow and react within the organization. In the directive style of leadership, the leader establishes clear performance objectives for the employee's team (Gurdjian, Halbeisen & Lane, 2014). The organization structure is prominent and there is clarity in employee perception regarding their roles. Employees are aware that they need to follow their leader and their output has to be performance oriented as indicated by their leader.

In a supportive leadership or management style, there is a great concern for employees. Employees trust their leaders and there is a mutual relationship, which helps manage uncertainty. Employees confide in their leaders and they follow leaders based upon the mutual suggestion of both leaders and themselves. In the participative style of leadership, employees input are taken into consideration. Employees follow leaders, however, due to employee involvement in decision making, authority is delegated to employees also (Owen, 2012).

Employees along with the leader engage themselves in decision-making. In achievement-oriented leadership, a leader stretches team goals for continuous improvisation and empowers employees. Employee follows team leader in a diligent manner and tries to perform their level best in the team. Employees have trust and confidence in individual teams as well as their team leaders. In transformation leadership or management style, employees are provided with the opportunity of forwarding thinking and communicating through commitment. Employees feel committed to their leaders and carry out responsibilities accordingly (Waligo, Clarke & Hawkins, 2014). They follow their leaders as they believe in having common goals, which are shared with them.  

2.4 Personal leadership capabilities using the Seven Leadership Mind-sets theory and the need for future professional 

The Seven Leadership Mind-sets theory reflects various types of leadership styles, which can be accommodated for practice within the organization. Evaluating my style of leadership, I practice hierarchical and authoritative style of leadership (Rickards & Moger, 2017). I have developed a similar working style as I have seen practiced in Oman, especially in the retail banking sector within my organization. I take responsibilities regarding my roles from the head of my department and then divide tasks for subordinates. However, the increasing scope in global business and expanding banking sector needs greater leadership capabilities.

For the purpose of future professional development, I need to develop a leadership style that is more inherent to the globalized organization (McCrea, Wieber & Myers, 2012). The current bank, in which I work, is also planning to open up branches offshore, hence such branches will need heads, who are able to motivate and direct employees according to their cultural setting. I will need to adopt the transformational style of leadership such that I am able to perform well in accordance with the new strategic direction of the organization. The role of expanding organization reflects new strategic direction for employees to accept dynamic roles. Thus, keeping in tune with new strategic directions, there is an impending need to adopt the transformative style of leadership.             

Critical Evaluation of Personal Leadership Capabilities Using Seven Leadership Mindsets Theory

2.4.1 Reflective Statement

The banking sector is growing globally at a dynamic rate. There are various types of banking services, amongst which recently there has been a tremendous rise in retail banking. The rise in retail banking can be attributed to the increasing awareness within retail consumers regarding several banking products, especially investments. An ideal job for me in the banking sector is to work as a Retail Head in Banking, with the responsibility of an entire country or region. Drawing from the Seven Leadership Mind Set theory, my strengths can be seen to be present in the authoritative style of leadership (Hay, 2010).

The STAR (E.G Situation Task Action and Result) Acronym can help analyze my personal competence levels and requirements in an appropriate manner. Currently, I have in-depth and detailed knowledge regarding the functioning of a bank and especially of the retail division in banking, which are my strengths. I possess skills to manage a team of employees and in proactive consumer care. I have consistent Omni-channel experience with intelligent routing and social engagement. Moreover, I am an effective authoritative leader, capable of directing my team of employees. In order to analyze the growth situation, where I will need to undertake more responsibilities,

I need to develop my knowledge and skills. I will need to undertake and practice transformative style in leadership for managing employees in other regions. Transformative style of leadership will allow to grow and become a more capable leader, who is able to manage bigger and more diverse teams. In the new situation, where I will experience career growth, hence manage more diverse employees. I will be exposed to new tasks of managing more complex and seamless data for customer analytics. The action which I will undertake in managing the new set of operation is customer data analytics with effective workforce direction and management. This effort will lead to efficient management of the new team and responsibilities.            

3.0 Conclusion

Analyzing the seven mindset-thinking systems, an understanding of an effective leader can be understood to be one, who can act globally. The domain of leadership has evolved totally with the emergence of workplace diversity. An effective leader is one, who is able to motivate his followers in a diverse workplace environment. He needs to accommodate a style of management which integrates the organization's thoughts along with the regional practices. Leadership thus is said to have evolved dynamically to address more complex problems facing organizations today. In order that I become an effective leader,

I will need to change my style of leadership totally. I will need to be more accommodative regarding employee's point of view. I will need to direct employees’ goals towards the organization by motivating them. My vision of leadership is to convince employees towards the organization's goals, enhancing their performance through trust and commitment. My organization will surely respect my vision for the new leadership form, as it is dynamically expanding and growing into other geographic regions.   

4.0 References

Beck, D.E. and Cowan, C.C., 2014. Spiral dynamics: Mastering values, leadership, and change. John Wiley & Sons. Accessed from https://books.google.co.in/books?hl=en&lr=&id=w7PwBwAAQBAJ&oi=fnd&pg=PR1&dq=Seven+Leadership+Mindsets+Theory+(vMEME)&ots=oxZu-Sp2jK&sig=SHf-bjLUA1JkHrDlJVGP5efgQX8#v=onepage&q&f=false

Burnette, J.L., O'boyle, E.H., VanEpps, E.M., Pollack, J.M. and Finkel, E.J., 2013. Mind-sets matter: A meta-analytic review of implicit theories and self-regulation. Psychological Bulletin, 139(3), p.655. Accessed from https://psycnet.apa.org/fulltext/2012-20864-001.html

Bush, T., 2008. Developing Educational Leaders—Don't Leave it to Chance. Accessed from https://journals.sagepub.com/doi/pdf/10.1177/1741143208090591

Cameron, K., 2012. Positive leadership: Strategies for extraordinary performance. Berrett-Koehler Publishers. Accessed from https://books.google.co.in/books?hl=en&lr=&id=1DYXBAAAQBAJ&oi=fnd&pg=PP1&dq=leadership+impact+on+people+performance+productivity&ots=i6uNkuGH6K&sig=fIXSEwpsFrT6LsdXdc-6PjSqYIo#v=onepage&q=leadership%20impact%20on%20people%20performance%20productivity&f=false

Fairholm, M.R. and Fairholm, G.W., 2009. Understanding leadership perspectives: Theoretical and practical approaches. Springer Science & Business Media. Accessed from https://books.google.co.in/books?hl=en&lr=&id=_f_gTjfD-DsC&oi=fnd&pg=PR3&dq=Seven+Leadership+Mind-sets+theory&ots=TMkdOXV9mF&sig=SggaQXe5VM6Fb9hXDR0wQVAFN2s#v=onepage&q=Seven%20Leadership%20Mind-sets%20theory&f=false

Gurdjian, P., Halbeisen, T. and Lane, K., 2014. Why leadership-development programs fail. McKinsey Quarterly, 1(1), pp.121-126. Accessed from https://www.mobiusleadership.com/wp-content/uploads/2014/04/McKinsey-Quarterly-January-2014-Why_leadership-development_programs_fail.pdf

Hay, R., 2010. The relevance of ecocentrism, personal development and transformational leadership to sustainability and identity. Sustainable Development, 18(3), pp.163-171. Accessed from https://onlinelibrary.wiley.com/doi/abs/10.1002/sd.456

Hofstede, G., 2010. The GLOBE debate: Back to relevance. Journal of International Business Studies, 41(8), pp.1339-1346. Accessed from https://link.springer.com/article/10.1057/jibs.2010.31

Limsila, K. and Ogunlana, S.O., 2008. Performance and leadership outcome correlates of leadership styles and subordinate commitment. Engineering, construction and architectural management, 15(2), pp.164-184. Accessed from https://www.emeraldinsight.com/doi/pdf/10.1108/09699980810852682

McCrea, S.M., Wieber, F. and Myers, A.L., 2012. Construal level mind-sets moderate self-and social stereotyping. Journal of personality and social psychology, 102(1), p.51. Accessed from https://psycnet.apa.org/record/2011-25734-001

Owen, H., 2012. Leadership A global reality 10. New Thinking on Leadership: A Global Perspective, p.157. Accessed from https://books.google.co.in/books?hl=en&lr=&id=LytTmsHXjw4C&oi=fnd&pg=PA157&dq=Seven+Leadership+Mindsets+Theory+(vMEME)&ots=sSN2Ey1ZyH&sig=LH-2MrZJJ0yaItfrjJPAgy0Bo-M#v=onepage&q&f=false

Rankin Jr, J.E., 2017. The conspiracy theory meme as a tool of cultural hegemony: A critical discourse analysis (Doctoral dissertation, Fielding Graduate University). Accessed from https://search.proquest.com/openview/55ccdf26dcda24e7190a0e99ffb88a87/1?pq-origsite=gscholar&cbl=18750&diss=y

Rickards, T. and Moger, S., 2017. Handbook for creative team leaders. Routledge. Accessed from https://www.taylorfrancis.com/books/9781351931793

Schellhammer, E.P., 2016. A culture of peace and leadership education. International Journal of Public Leadership, 12(3), pp.205-215. Accessed from https://www.emeraldinsight.com/doi/abs/10.1108/IJPL-04-2016-0014

Shalihah, S., 2017. SPIRAL DYNAMICS: Mastering Values, Mapping the Evolution of Human Development (vMEMEs), and Integral Approach to Leadership and Change. Geneologi PAI: Jurnal Ilmiah Bidang Pendidikan Agama Islam, 3(01), pp.69-82. Accessed from https://jurnal.uinbanten.ac.id/index.php/geneologi/article/view/229

Tung, R.L. and Verbeke, A., 2010. Beyond Hofstede and GLOBE: Improving the quality of cross-cultural research. Accessed from https://link.springer.com/article/10.1057/jibs.2010.41

Venaik, S. and Brewer, P., 2013. Critical issues in the Hofstede and GLOBE national culture models. International Marketing Review, 30(5), pp.469-482. Accessed from https://www.emeraldinsight.com/doi/abs/10.1108/IMR-03-2013-0058

Waligo, V.M., Clarke, J. and Hawkins, R., 2014. The ‘leadership–stakeholder involvement capacity’nexus in stakeholder management. Journal of Business Research, 67(7), pp.1342-1352. Accessed from https://www.sciencedirect.com/science/article/abs/pii/S0148296313003172

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