My Development as a Future Leader

What is Leadership?

Jackson and Parry (2008) define leadership as a process where leaders utilise and apply their knowledge and skills to lead a group of individuals in the desired direction to achieve the organisational objectives and goals. A qualified leader usually has a clear and well-defined vision for the organisation and therefore he/she can identify the problems within the organisation quickly and easily, and subsequently tackle the problems effectively and efficiently by bringing necessary reforms into the organisation (Moo & Yazdanifard, 2015).

My Leadership Vision

Although mentioned in Blog 1 that I prefer to be led by Bill Gates (Autocratic & Transformational Leadership styles) and Tim Cook (Democratic & Situational Leadership styles), I hope to adapt a democratic style to lead and bring change to the organisation in the future. The reason behind my future leadership style is because democratic leadership style highly encourages team cooperation and spirit among all team members (Propane Specialty, 2021) as all members are highly engaged in the decision-making process and therefore, allowing good communication and creating a positive environment within the organisation. Besides, democratic leadership style can lead to increased productivity, greater contributions from team members and increased team morale (Amanchukwu, Stanley & Ololube, 2015).

Characteristics of Democratic Leadership Style

As a fresh graduate, I do not have any working experience other than my internship period. I was an intern in the Brand Communication department of a digital marketing company. The environment in the company was quite tense and stressful as the tasks were overloaded and due in very short time. I would say the higher management team adopted a mixture of autocratic and democratic leadership styles in the company where we (the employees) had to do as told and not allowed to give our own opinions or express our feelings most of the time. Although we were allowed to give our opinions during the brainstorming sessions sometimes, the higher management team often neglected our contributions and rarely accepted our advice. This had decreased my satisfaction towards this job. Honestly speaking, I did not really enjoy working in that company due to the tense environment and unpleasant experience. However, I am thankful for this internship experience as it has made me realised which is my preferred type of leadership style and what kind of leader I want to be in the future.

The 5 Practices of Exemplary Leadership

Kouzes and Posner (2003) discover five common practices that effective leaders perform when they are at their personal best. They reveal that these leaders show similar patterns of behaviour despite gender, age and culture differences. Table 1 illustrates the 5 Practices of Exemplary Leadership.

Team Member’s Evaluation

Figure 1 shows the average scores given for my leadership performance by using the 5 Practices of Exemplary Leadership framework. These scores were given by four of my team members. As shown in Figure 1, it is seen that I have scored highest on the “Enable” component. This shows that my team members agreed that I have been supportive to them and trust them when it comes to making decisions in the group. Scoring second highest in the “Encourage” component means that my team members believed that I constantly recognised the efforts and contributions made by my team members. On the contrary, it can be seen that I have poorly scored on “Challenge” and “Inspire” components. To improve my performance as a leader, I have to step out of my comfort zone to seek opportunities, take in risks and accept the challenges to strengthen my “Challenge” ability. Moreover, I need to gain more knowledge and experience in the related field to be able to guide and inspire others to work hand-in-hand towards the common goal someday in the future to improve my “Inspire” ability.

Myers Briggs 16 Personalities Test

Figure 2: 16 Personalities Test Result
Source: 16 Personalities

Figure 2 shows my results of the Myers Briggs 16 Personalities test. The Myers–Briggs Type Indicator (MBTI) test utilizes a set of questionnaires to help the respondent identify his personality by indicating his psychological preferences on his perception towards the world and judgement to make decisions (Myers-Briggs Foundation, 2021). The test results have revealed me as a Turbulent Protagonist who strives to bring positive impact to the world and other people. In detail, I personally prefer group activities (a team-player) rather than staying in alone (16 Personalities, 2021), which explains a high score of 81% on the “Extraverted” component. It is true that I get excited easily whenever interact with other people in my social circle. Moreover, a 72% on “Intuitive” component shows that I am an imaginative and open-minded person, and I am willing to explore for future possibilities (16 Personalities, 2021). I agree with the test result as I do always seek for new challenges and breaking my own limits. A 91% on the “Feeling” component determines that I am an emotional and a sensitive person (16 Personalities, 2021). I cannot deny the fact that and my emotions get triggered very easily and thus, affecting my rationality to make decisions. Furthermore, I agree that I am a person who is organized and attention-to-detail (16 Personalities, 2021), which explains a 54% on the “Judging” component. I tend to keep things tidy and well-arranged in order for everything to be in good structure. Lastly, a 61% on the “Turbulent” component indicates that I am someone who turns the power of stress into good motivation source (16 Personalities, 2021). I personally believe stress can drive as a strong motivation source to push one harder to improve and consequently achieve their goals.

Johari Window

The Johari Window model was developed by two psychologists named Joseph Luft and Harrington Ingham in 1955. This framework allows one to further understand his relationships with himself and with other people. To add on, this framework helps to improve self-awareness and communication between a team (Communication Theory, 2013).

In detail, the Johari Window model consists of four quadrants, such as Open area, Blind area, Façade area (Hidden) and Unknown area. According to Explorance (2020), a comprehensive perspective of the individual can be recognised by all of the four elements. This framework enables individual to discover his strengths, improvement areas, blind spots and perception differences.

Table 3: Johari Window Model Description
Table constructed by author

Figure 4: Author’s Johari Window Results
Source: Kevan.org (2021)

Figure 4 shows the results of my Johari Window test which was completed by four of my team members and myself. In the Open area (Arena), “adaptable” and “friendly” traits were how my team members and I perceive myself. As an adaptable person, my team members and I agreed that I am willing to challenge myself and tend to focus more on improvement. Besides, as a friendly person, we agreed that I am easy-going person which makes it easier for me to communicate with others. However, there are many traits in the Blind area which I am not aware of. Through this test, I learn that my team members believed that I am a dependable, helpful and idealistic person. These traits on the Blind quadrant portray my hidden strengths which I should make good use of and improve on these strengths that will provide myself a lifelong benefit. Moreover, my team members did not seem to notice the traits of me placed in the Hidden area. To improve on this area, I should communicate more with my team members so they can better understand and trust me to learn about these traits of mine in the Hidden area. Lastly, traits in the Unknown area are waiting to be discovered by either me or my team members someday in the future. Therefore, I believe I should step out of my comfort zone and start exploring the Unknown area to learn new things about myself and others.

My Future Leadership Development

To be a good and effective leader, I need to put in adequate effort and work hard on my leadership development. As a fresh graduate, poor knowledge, skills, and experience are my main current weaknesses. Therefore, I will need to enhance on these specific areas in my leadership development progress to be a good leader in the future. A Personal Development Plan (PDP) would be the most suitable framework for me to set a direction and guide me throughout the progress. It allows me to have a clear vision for my goals and know what the steps are to take in order to fulfill the goals.

To create a strategic PDP, I will adapt the SMART strategy (Specific, Measurable, Achievable, Realistic and Timely) to guide on my leadership development and goal setting. Using SMART strategy to set goals enables people to concentrate on their efforts as well as increasing their chances to achieve the goals (Corporate Finance Institute, 2020). Figure 5 illustrates the action plan of my PDP in detailed.

*Figure 5: Author’s Personal Development Plan*

Continuous Leadership Growth

Figure 6: The Fundamental 4 Core Leadership Skills
Source: CCL (2021)

After gathering all the information from the 16 Personalities test, Johari Window as well as the feedback from my team members, I believe that there are big room for improvement on my leadership performance. To be a good leader, I need to enhance my skills on self-awareness, communication, ability to influence and learning agility. CCL (2021) describes that four of these skills are fundamental for every leader regardless of the roles. Improving on self-awareness allows myself to utilise my strengths and notice my weaknesses easily and thereby making necessary changes to bring the utmost benefits to myself and the organisation. More, facilitating communication enables myself to build a better relationship and trust with other people within the organisation (CCL, 2021). Besides, strengthening my ability to influence can better encourage and support my team to improve on work performance (Harvard Business Review, 2020). As learning is a lifelong process, I need to constantly learn new things and from past mistakes, and actively seek to gain valuable experience to be an effective leader (CCL, 2021).

References

16 Personalities. (2021). Free personality test. Truity. Retrieved from, https://www.16personalities.com/free-personality-test

Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2015). A Review of Leadership Theories, Principles and Styles and Their Relevance to Educational Management. Management, 5(1), 6-14. doi:10.5923/j.mm.20150501.02

CCL. (2021, August 23). The Core Leadership Skills You Need in Every Role. CCL. Retrived from, https://www.ccl.org/articles/leading-effectively-articles/fundamental-4-core-leadership-skills-for-every-career-stage/

Communication Theory. (2013, January 29). The Johari Window Model. Communication Theory. Retrieved from, https://www.communicationtheory.org/the-johari-window-model/

Corporate Finance Institute. (2020, June 16). SMART Goals. Corporate Finance Institute. Retrieved from, https://corporatefinanceinstitute.com/resources/knowledge/other/smart-goal/

‌Explorance. (2020). Discovering the 4 Panes of the Johari Window for 360 Degree Feedback. Explorance. Retrieved from, https://explorance.com/blog/discovering-blind-spots-in-360-degree-feedback-with-the-johari-window/

Harvard Business Review. (2020, August 28). Strengthen Your Ability to Influence People. Harvard Business Review. Retrieved from, https://hbr.org/2020/08/strengthen-your-ability-to-influence-people

Jackson, & Parry. (2008). A Very Short, Interesting and Reasonably Cheap Book About Studying Leadership. London: SAGE Publication, 208(2), 25.

Kevan.org. (2021). Johari Window – take the test online. (2021). Kevan.org. https://kevan.org/johari

Khoshhal, K. I. & Guraya S. Y. (2016). Leaders Produce Leaders and Managers Produce Followers: A Systematic Review of the Desired Competencies and Standard Settings for Physicians’ Leadership. Saudi Medical Journal, 37(10), 1061-7. doi:10.15537/smj.2016.10.15620

Kouzes, J. M., & Posner, B. Z. (2003). Exemplary leadership. San Francisco: CA: Jossey-Bass Publishers.

Luft, J., & Ingham, H. (1955). The Johari window, a graphic model of interpersonal awareness. Proceedings of the western training laboratory in group development. Los Angeles: UCLA.

Moo, J. H. & Yazdanifard, R. (2015). How Effective Leadership can Facilitate Change in Organizations through Improvement and Innovation. Global Journal of Management and Business Research: A Administration and Management, 15(9).

O’Donnell, K. (2021, June 9). Characteristics of Democratic Leadership and its Advantages. Empuls. Retrieved from, https://blog.empuls.io/democratic-leadership/#characteristics-of-democratic-leadership

Pathak, A. (2020, November 21). Democratic Leadership: Its Advantages and Characteristics. Vantage Circle HR Blog. Retrieved from, https://blog.vantagecircle.com/democratic-leadership/

Propane Specialty. (2021). Common Types of Leadership Styles. Propane Specialty Services. Retrieved from, https://propanespecialty.com/blog/leadership-skills/common-types-of-leadership-styles/

SkillPacks.(2021, September 10). The Johari Window model: with personal examples and exercises. SkillPacks. Retrieved from, https://www.skillpacks.com/johari-window-model/

‌The Myers & Briggs Foundation. (2021). MBTI® Basics. (2021). Myersbriggs.org. Retrieved from, https://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/

Is there a single, ideal leadership and management styles and approaches that is most effective?

Management and Leadership

Both terms of management and leadership are commonly used in the world of business. Some may assume that every manager is a leader, but that is incorrect as not every manager practice leadership, and there are people who lead without a managerial position (Wajdi, 2017). Though both management and leadership share similarities in several aspects, they are not synonymous (Bass, 2010). Table 1 and 2 show the prominent differences and similarities between management and leadership based on Zaleznik (1977) and Merchant (2021) respectively.

Table 1 shows the differences between management and leadership.

Management	Leadership
Have subordinates	Have followers
Authoritarian, transactional style	Charismatic, transformational style
Task-oriented	People-oriented
Minimise risks	Take risks
Rules	Values
Makes decisions	Facilitates decisions
Standardisation	Innovation

Table 1: Differences between Management and Leadership
Source: Zaleznik (1977)

Table 2 shows the similarities between management and leadership.

Management & Leadership
Attitudes towards work
Working in a team
Skills requirement (Communication, problem-solving, effective planning, decision-making, time management skills)
Confidence

Table 2: Similarities between Management and Leadership
Source: Merchant (2021)

According to Next Generation (2021), management is the process of supervising the work and making sure that the daily tasks are completed as they should while leadership is a process of motivating the team to comprehend and to work together to achieve the organisational goals (Next Generation, 2021).

**Figure 1: Differences between a leader and a manager**
*Image Source: Motivation Niche (2019)*
*https://motivationniche.com/the-difference-between-leadership-and-management/*

Certainly, having a good manager and leader in an organisation is equally important as both can bring uncountable benefits to the organisation and simultaneously improving work efficiency. Kotterman (2006) supports that the organisation requires both effective management and leadership to ensure its organisational success.

Types of Leadership Styles & Which is the Best?

According to Mitonga-Monga and Coetzee (2012), leadership style is a mixture of different characteristics, behaviours, and traits that the leaders apply to interact or communicate with their subordinates. Among the three leadership styles of Lewin (1939) framework are: Autocratic, Democratic and Laissez-Faire. Two other important forms of leadership such as transformational and transactional leaderships are given much attention ever since the increasing competitiveness in the business world (Mullins, 2016).

Autocratic Leadership

Al Khajeh (2018) describes the autocratic leaders as typical and bossy in nature. The autocratic leaders only allow one-sided communication and usually have the final say during a decision-making process (Obiwuru et al.,2011), which often resulting the decision made to be less creative (Al Khajeh, 2018). Bhargavi and Yaseen (2016) suggest that this leadership style is more suitable when the tasks meet tight deadlines.

Democratic Leadership

Al Khajeh (2018) describes the decision-making process is often decentralised as it provides an opportunity for the employees to contribute their creative ideas and be involved in the decision-making process. The purpose of this leadership style is to value their opinions and views to serve as a motivation for them to perform better. This subtle style of leadership can enhance employee goodwill (Kim, 2020) and positively affect the organisation’s performance in a long run (Al Khajeh, 2018).

Laissez-Faire Leadership

According to Bass (1999), the laissez-faire leaders have very little or almost no influence over the team. Hence, Puni et al. (2016) describe the laissez-faire leadership as a “non-leadership”. The reason behind is because this leadership style is only effective to use when the employees are highly skilled, educated, or experienced, or when they have confidence to complete the work by their own. Basically, it allows the employees freedom ‘to do as they think best’ (Mullins, 2016).

Transformational Leadership

Al Khajeh (2018) claims that this style emphasizes on developing the followers and taking care of their needs. In detail, this style promotes a higher level of determination, dedication, ideals, and values to the followers (Mullins, 2016). This is an effective approach to use as the leaders may possess the charisma which can inspire the employees, meet their emotional needs, or stimulate them intellectually along the way (Bass & Avolio, 1994).

Transactional Leadership

Ojokuku et al. (2012) describes this leadership style as the “exchange of targets and rewards between the management and the employees” whereas Uchenwamgbe (2013) proposes that a transactional leader is a leader who is willing to exchange something in return. For example, new job responsibilities, performance reviews, pay raise or even promotion (Al Khajeh, 2018). This is considered as an effective approach as Longe (2014) supports that this leadership style can give a positive influence on the organisational performance.

Though there are many different leadership styles being widely used in the business world, there is no single ideal approach that can act as the ‘best approach’ for every organisation as “no one fits all”. Hence, I agree with the point of view of CMI (2013). In my opinion, I believe every leadership style is effective in its own way, provided being used at the right time and the right situation. Therefore, it is important for the leaders to have the flexibility to switch from one style to another based on the situations given. In other words, the leaders should be adaptive to be able to bring the best outcomes of the employees. I certainly believe that each leader has their own personalities during their leadership process and who knows it could possibly ignite a spark?

Business Leaders

Bill Gates: co-founder of Microsoft

Bill Gates Has Big, Scientific Hopes For 2021. Here's Why. — **Figure 2: Bill Gates, the Co-founder of Microsoft**
*Image Source: Voytko (2020)*
*https://www.forbes.com/sites/lisettevoytko/2020/12/22/bill-gates-has-big-scientific-hopes-for-2021-heres-why/?sh=6004f66f6d82*

In the early years of Microsoft, Gates has adopted an autocratic leadership style to make sure Microsoft grow at the pace that he has envisioned. As an autocratic leader, Gates believes that the ‘best way’ to manage the employees is to control how they do their tasks. In other words, the control power lives in Gates’ nature and all his management practice. Furthermore, his employees also label him as a task-oriented leader because he emphasises on the completion of work to achieve company’s goals instead of developing a better relationship with one another. Undeniably, he is a great leader as his autocratic leadership has brought positive influence on Microsoft. Gates’ quick decision-making tendency also leads to his and his company’s success today. The best example is the success of Microsoft windows as the world’s most successful OS (Mumford, 2013).

More, he is also a transformational leader as he upholds different qualities and values. Since young, Gates has a passion for computers this vision of creating a change to the world and to bring transformation since young. Hence, his motto: “Computer for Everyone.” Besides, he is also very influential to his employees. His hard-working attitude is seemed contagious to the employees. Handy (1997) adds that he is a great teacher to his employees. He believes that learning is a never-ending journey. He is very optimistic when it comes to failures. To him, there is no point to be sad when failure happens in business. That is how he always encourages his employees in their environment.

**Figure 3: Bill Gates’ inspirational quote towards failures**
*Image Source: Pinterest (2021)*
*https://www.pinterest.com/pin/139048707221246633/*

Certainly, there are some critiques on his leadership. First is Gates’ power of authority in operations. His employees often find it hard to understand his concepts, sometimes they just follow his way without giving any feedback. This causes some strong dissatisfactions among the employees. Besides, his stubborn controlling power makes it difficult for him to be creative and open. This causes a barrier to create a positive working environment to the employees. As a responsible leader, instead of just focusing on the task, he should build a better relationship with the employees, to enhance the company’s performance (Marques, 2007) and improve the employee’s satisfaction by shifting more focus onto the employee’s welfare.

Tim Cook: CEO of Apple

Instead of continuing the Former CEO of Apple, Steve Jobs’ autocratic leadership style, Cook has adopted a democratic leadership in which he emphasises on the advancement of cooperation among the Apple’s employees (Kim, 2020). As a democratic leader, he encourages on building consensus among high-level employees in the decision-making process. In detail, he reduces his hands-on participation on the tasks by delegating the duties to the executive cabinet members. More, he is also a transformational leader as he possesses higher and better ethical and moral standards in the organisation and acts as a role model for the employees (Kim, 2020). He highlights the importance of diversity in the organisation’s future. He reveals that Apple has a goal to make its employees “as diverse as the world around us” (Apple, 2015).

Besides, Cook is also a situational leader. A very good example of Cook’s situational leadership is that when Apple encounters a legal challenge against the US government. In detail, a tragic incident that happened San Bernardino, California in 2015 has led the Federal authorities to demand Apple’s assistance to unlock the suspect’s phone which is one of Apple’s products, iPhone (Drew, 2016). Cook was not too flexible but rather very stubborn towards the iPhone unlocking order from the authorities to protect personal data of its users. He provided sufficient support from the legislation and eventually addressed this issue effectively and gave a positive impact for the organisation’s performance and values (Perry, 2016).

The limitations of Cook’s leadership are time-consuming and clear loss of innovation drive (Kim, 2020). In detail, the decision-making process under democratic leadership is very slow as it involves participation from employees. Besides, the quality is not assured, and it will slow down the entire operation of the organisation and eventually affect the organisation’s performance. Furthermore, ever since Cook’s regime, there has not been any introduction to new creative products as Cook’s greater focus is to upgrade the existing products from a hardware point of view every year (WWDC, 2017). To save more time, he can create a survey to involve employees’ participation for the decision-making process and ideas on next innovation such as Smart luggage or Smart glasses. This does not only help the organisation to come up with a creative idea, at the same time also valuing the employees’ opinions throughout the process.

My preferred style?

Personally, I would prefer to be led by leaders like Bill Gates and Tim Cook. Gates really inspires me as he has this vision to create change for the world since he was young. I really admire his determination which lasts since over decades ago. Besides, I always look up to leaders like Cook who makes his stance firm and strong even if it is against the government to protect its users. Not every leader can stand strong against the authorities but Cook did and that is why I would like to work under Cook’s leadership, knowing that he would protect the stakeholders no matter what the circumstances are.

References

Al Khajeh, E. H. (2018). Impact of leadership styles on organizational performance. Journal of Human Resources Management Research, 1–10. https://doi.org/10.5171/2018.687849

Apple. (2015). Apple – Diversity – Inclusion inspires innovation: A message from Tim Cook. Apple. Retrieved from http://www.reynos.com/BEING- BLACK/FACTS/APPLE/Apple%20-%20Diversity%20- %20Inclusion%20inspires%20innovation

Bass, B. (2010). The Bass handbook of leadership: Theory, research, and managerial applications. New York, NY: Simon & Schuster.

Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.

Bass, B. M., & Avolio, B. J. (1994). Transformational leadership and organizational culture. International Journal of Public Administration, 17(3-4), 541–554. https://doi.org/10.1080/01900699408524907

Bhargavi, S., & Yaseen, A. (2016). Leadership Styles and Organisational Performance. Strategic Management Quarterly, 4(1), 87-117.

Drew, R. (2016). Apple fights order for San Bernardino Shooter’s iphone info. syracuse. Retrieved from https://www.syracuse.com/us-news/2016/02/apple_san_bernardino_iphone_tim_cook.html

‌Gallagher, W. (2021, October 14). Tim Cook pledges donation to support communities in China floods. AppleInsider. https://appleinsider.com/articles/21/10/14/tim-cook-pledges-donation-to-support-communities-in-china-floods

Handy, C. (1997). The handy guide to the gurus of management. Episode 10: Bill Gates. BBC.

Kim, H. (2020). Comparison of Strategic Leadership: Steve Jobs and Tim Cook. Business and Management Studies, 6(3), 17. https://doi.org/10.11114/bms.v6i3.5010

Kotterman, J. (2006). “Leadership vs Management: What’s the difference?”. Journal for Quality & Participation, 29(2), 13-17.

Longe, O. J. (2014). Leadership style paradigm shift and organisational performance: A case of the Nigerian Cement Industry. African Research Review, 8(4), 68-83.

Marques, J. (2007). The awakened leader: One simple leadership style that works every time, everywhere – Bill Gates leadership style, Personhood Press.

Merchant, Q. (2021). Similarities Between Leadership and Management – Management. Business Finance Articles. https://businessfinancearticles.org/similarities-between-leadership-and-management

Mitonga-Monga, J., & Coetzee, M. (2012). Perceived leadership style and employee participation. African Journal of Business Management, 6(15).

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Mullins, L. J. (2016). Management & Organisational Behaviour (11th ed.). Pearson Education Limited.

Mumford, M. D., Partlow, P. J., & Medeiros, K. E. (2013). 4 Charismatic leadership in crises: its origins and effects on performance. Handbook of Research on Crisis Leadership in Organizations, 67.

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Obiwuru, T. C., Okwu, A. T., Akpa, V. O., & Nwankwere, I. A. (2011). Effects of leadership style on organizational performance: A survey of selected small-scale enterprises in Ikosi-Ketu council development area of Lagos State, Nigeria. Australian Journal of Business and Management Research, 1(7), 100-111.

Ojokuku, R. M., Odetayo, T. A., & Sajuyigbe, A. S., 2012. Impact of leadership style on organizational performance: a case study of Nigerian banks. American Journal of Business and Management, 1(4), 202-207.

Perry, S. (2016). Tim Cook, a Case Study on the Effects of Transformational Leadership on Privacy and IT. The SANS Institute.

Pinterest. (2021). 30 Powerful Success and Failure Quotes That Will Lead You To Success. Pinterest. https://www.pinterest.com/pin/139048707221246633/

Puni, A., Agyemang, C. B., & Asamoah, E. S. (2016). Leadership Styles, Employee Turnover Intentions and Counterproductive Work Behaviours. International Journal of Innovative Research & Development, 5(1).

Uchenwamgbe, B.B. P. (2013). Effects of Leadership Style on Organizational Performance in Small and Medium Scale Enterprises (SMEs) in Nigeria. European Journal of Business and Management, 5(23), 53-73.

Voytko, L. (2020, December 22). Bill Gates Has Big, Scientific Hopes For 2021. Here’s Why. Forbes. https://www.forbes.com/sites/lisettevoytko/2020/12/22/bill-gates-has-big-scientific-hopes-for-2021-heres-why/?sh=6004f66f6d82

Wajdi, B. N. (2017). The differences between management and leadership. Sinergi : Jurnal Ilmiah Ilmu Manajemen, 7(1). https://doi.org/10.25139/sng.v7i1.31

WWDC. (2017). Worldwide Developers Conference 2017. Apple Inc. Retrieved from https://developer.apple.com/wwdc17/

Zaleznik, A. (1977). Managers and Leaders: Are They Different? Harvard Business Review, 67-78.