Numi Tea

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Numi Tea was founded in 1999 by Reem and Ahmed Rahim who are sister and brother. The company is named after citrusy, a dried lime tea from the Middle East, which the founders used to drink in their childhood days. The joint enterprise centered in Oakland, California, is famous for its range of organic, herbal, and certified teas, as well as its fair trade. As a result, Numi Tea has developed to be one of the most influential organic tea brands. The company relies on technology as its primary advertisement tool for its products and its distribution in the market.

Importance of Business Relationships to the Marketing in Numi Organic Tea

A healthy business relationship with stakeholders is vital to the success of any business. The actions of several stakeholders contribute to the success of a company. Different stakeholders have a significant impact on the market at different levels. It is, therefore, essential for the business to be ethically accountable while considering how to influence the stakeholders. A mutual benefit relationship produces goodwill, which can result in lasting success in marketing. Business relationship with all stakeholders is, therefore, equally important; as it has a significant impact on how the business is flourishing. Furthermore, great connections and communication with both the producers and customers assist in generating a quality product. Hence, Numi’s relationship with both its producers and customers is equally significant in their marketing.

Numi’s relationship with their producers is vital to their marketing. Numi has always worked on establishing an extraordinary relationship with their producers. Creating the product, knowing the process involved and the complete product details; makes Numi stand out as a knowledgeable and reliable company (Honeyman & Jana, 2019). While various producers across the world dedicate themselves to supplying superior raw material to the enterprise, Numi Tea makes it their responsibility to build an ethical supply chain. Besides taking certification seriously, the enterprise is also attentive in building authentic relationships that enable them to comprehend the needs and the challenges of the cultivation of tea. Even though Numi’s primary filter is their direct relationship with the producers to whom they have mutual values, they are open to expand their markets and work with other producers who may lack certifications in the beginning. However, the enterprise is keen on using their hands-on model during the market expansion. In this case, they not only conduct a vigilance assessment to determine whether the producer is worth their investment but also assist the producers in getting where the enterprise desires (Honeyman & Jana, 2019). By doing this, Numi creates a mutually beneficial partnership that positions both parties for positive growth and sustainability.

Numi customer relationship is excellent for their marketing in the long run. Doing business with people who understand the company is worthwhile. The enterprise has built relationship marketing that emphasizes on establishing a long-term connection with the customers. Traditionally in transaction marketing, a buyer may perhaps select a brand once and fail to remain loyal to the brand in the future. As an alternative, they may look for other options each time they require to buy a similar product. However, when a company works on enhancing customer relationships, it encourages customer’s loyalty to the brand, thus, retaining the client. Relationship marketing not only helps in nurturing a two-way communication, but also assists in tracking the customers’ actions as well as giving customized information founded on interactions. Numi Tea excellent relationships with its customers have built the capacity of the enterprise to retain their old customers while still following buyers or chefs to their new restaurants.

Similarly, learning everything about your customer’s needs and working towards value addition in every aspect of business interaction is vital for the success of relationship marketing. Numi has regularly targeted its marketing on young customers in college campuses. This is because such clients are more likely to be interested in organics, sustainability, and fair trade.

Use of technology in Enhancing Customer Relationships in Numi Tea

The success of an enterprise is determined by marketing and the business relationship with the customers. This means that the success of a business is built on the foundation of customer loyalty. Companies depend on the customer’s connections to grow and flourish. It is, therefore, essential to keep engaging the customers. The primary tool that keeps the conversation going is marketing. With technology advancement, most of the companies today count on technology in building a strong rapport.

Numi uses technology such as Twitter and Facebook as a marketing tool. This helps it in building a reputation, create and maintain demand, and to remain competitive. The company has opened accounts on Twitter and Facebook for Numi fans. The enterprise uses staffers to monitor the sites and address any issues or queries raised regarding their products. For exemplary performance, the company’s founders Rahim and Reem often chip in by giving their personal touch via personal stories, experiences, and art. The engagement entails the provision of relevant information about the business and the product to the customers. Besides, words are the most potent and credible advertising medium (Honeyman & Jana, 2019). It’s all about coming up with new content.

 

Numi Tea management can also use other social media platforms such as YouTube and Facebook to reach their customer. For instance, Numi can consider buying some advertisement time on Facebook, YouTube, as well as other social media websites. Such platforms can be used to inform the customers of what’s new and what they may not be familiar with about the company. The adverts should be interesting, to engage the customers fascinatingly fully. Undoubtedly, social media platforms are one of the best options which companies can utilize to engage their customers.

Also, the management should consider the use of various humor-laden tricks and short videos to engage their customer. By doing this, the customers can quickly develop a sense of belonging in the marketing.

Lastly, bloggers could also be used to reach customers. Numi management team can send their tea samples to different bloggers across the world, to enable them to take the pictures of the samples, which they can use to advertise Numi teas on their behalf. Possibly, they can even make some arrangements with the group on allowing them to sell their teas at a discounted price.

Methods that Numi Tea Can Use to Collect Customer Data

Numi can use survey as a method to collect data from their customer. The use of questionnaires is an excellent way of obtaining information about the customers. Such data could include gender, age, contact number, and location. Numi management team can consider making the customer identity partially anonymous throughout the process, where they exclude the contact number and the name. They can, however, include the location and age as an alternative to enable the company access where their clients come from and their age range.

The company can also use online surveys to collect customer’s data through various social media platforms. Since most of Numi customers are from college campuses, they are likely regular users of such online platforms (Khadka & Maharjan, 2017). These could involve the use of their Facebook page to create polling while still using their tweeter account to tweet some questions. The process is very swift and can easily assist both the customers and the producers. Besides, it is cheap to administer since a single member of the staff is sufficient in representing the enterprise online.

Numi could also use other social media platforms like Instagram. Through Instagram, Numi can circulate information by posting pictures of their teas as well as organizing some online contest to their followers. Social media websites can play a significant role wherever companies access the profile of their customers (Khadka & Maharjan, 2017). This can assist in tracking customer purchasing habits as well as the users’ preferences.

Lastly, Numi can consider hosting giveaways, where they distribute their samples. In this case, the customers could be requested to fill a form that warrants their entrance. Giving something in return is, no doubt, the best approach of manipulating the customers to share their personal information with the company.

Conclusion

Business relationships with both the producers and customers are equally important to the business market. Technology can be used to enhance customer relationships through the use of various engaging social media platforms. For proper assessment of consumer needs and preferences, Consumer data should be strategically collected through approaches that can later help to enhance the growth and sustainability of the company.

 

References

Honeyman, R., & Jana, T. (2019). The B corp handbook, (2nd ed.). Berret-koehler Publishers.

Khadka, K., & Maharjan, S. (2017). Customer satisfaction and customer loyalty. Centria University of Applied Sciences, Business Management.

 

 

 

 

 

 

 

 

 

 

 

Do Video Games Improve Our Cognitive Abilities?

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Video games have quickly gained popularity in our society to the point of being recognized as a subculture. According to statistics in the USA, there were over 89 million game console users in the first quarter of 2017 (Gough). Furthermore, these gamers spend an average of 7.61 hours per week playing video games (Gough). This indulgence has raised the public eye leading to speculations on the possible effects of video games. Unfortunately, many of these effects reported by the media, including increased aggressiveness by the gamers, have cast the gaming community into negative limelight. This has prompted scientists to take up the matter and investigate the actual effects of video games. Consequently, science has proved that video games improve our cognitive abilities.

One of the cognitive abilities improved through playing video games is attention. Subramanian et al. point to the importance of attention as the primary cognitive process that induces a response to a stimulus (60). Multiple research studies suggest that video gamers are less distracted due to the level of attention required to play such games. Consequently, video games are increasingly being recommended for attention-deficit students. Studies by Tiitto and Lodder show that video games are therapeutic for people experiencing Attention Deficit Hyperactivity Disorder (ADHD). The benefit of improved attention also extends to students in classes, enabling them to pay better attention to their teachers and books. This ensures that they achieve better grades.

Video games also improve visuospatial working memory. The visuospatial skills enable us to analyze visual and special forms in many dimensions. These skills are, therefore, crucial for depth and distance perception as well as movement. The working memory, on the other hand, enables us to maintain and manipulate information over seconds (Zacharopoulos, Klingberg, and Kadosh 107486). The older population is commonly faced by reduced visuospatial skills as well as impaired working memory. One of the studies showed that after playing 3D video games, older adults gained better visuospatial working memory (Toril et al. 206). The improved cognitive process, facilitated by neuroplasticity, was observed to persist for three months after the experiment.

Finally, research shows that video games may have a positive effect on the hippocampus. This is a complex brain structure with a major role in learning and memory. The hippocampus is also highly plastic and vulnerable to stimuli (Anand and Dhikav 239). West et al. report that 3D platform video games lead to an increased grey matter in the hippocampus (1566). However, it is noted that video games which do not engage the visuospatial working memory can reduce the hippocampus. Increased grey matter in the hippocampus translates to better memory and learning, improved spatial navigation, and better emotional behavior. Hence, conditions such as Alzheimer’s disease, depression, schizophrenia, and epilepsy are avoided (Anand and Dhikav 239). These are associated with the reduced hippocampus.

Video games can improve our cognitive abilities. Some of the ways this is achieved is by improving the gamer’s attention, improved visuospatial working memory, and an enlargement of the hippocampus. Furthermore, these benefits can be applied as therapy for persons suffering from various cognitive impairments. These include the Attention Deficit Hyperactivity Disorder (ADHD), Alzheimer’s disease, and schizophrenia. Perhaps, it is time for more people to embrace video games for both the fun and the mental health benefits.

 

Works Cited

Anand, Kuljeet Singh, and Vikas Dhikav. “Hippocampus in health and disease: An overview.” Annals of Indian Academy of Neurology 15.4 (2012): 239.

Gough, Christina. “Average weekly hours spent playing video games in selected countries worldwide as of February 2019.” Statista, 18 Sep. 2019, www.statista.com/statistics/273829/average-game-hours-per-day-of-video-gamers-in-selected-countries/

Gough, Christina. “U.S. gamers – Statistics & Facts.” Statista, 7 Mar. 2019, www.statista.com/topics/3070/us-gamers/

Subramanian, Muthumeenakshi, et al. “Visualization of Brain Activation During Attention-Demanding Tasks Using Cognitive Signal Processing.” International Journal of Cognitive Informatics and Natural Intelligence (IJCINI) 11.1 (2017): 60-81.

Tiitto, Markus, and Robert Lodder. “Therapeutic Video Games For Attention Deficit Hyperactivity Disorder (ADHD).” (2017).

Toril, Pilar, et al. “Video game training enhances visuospatial working memory and episodic memory in older adults.” Frontiers in human neuroscience 10 (2016): 206.

West, G. L., et al. “Impact of video games on plasticity of the hippocampus.” Molecular psychiatry 23.7 (2018): 1566-1574.

Zacharopoulos, George, Torkel Klingberg, and Roi Cohen Kadosh. “Cortical surface area of the left frontal pole is associated with visuospatial working memory capacity.” Neuropsychologia (2020): 107486.

Core values of development

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  1. forming stagers

It acts like orientation day at a college or a job.one starts familiarizing themselves with the environment of a certain area.it is important for team members to develop relationships and  have understand each other.

2.storming stage

In this stage the reality and weight of completing a task at hand have now hit everyone. The initial feeling of excitement and the need to be polite have e likely worn off. Personalities may clash due to disagreements this may even question the authority or guidance of group of people. Some teams skip over the storming so as to avoid conflicts thus making the problem grow until it blows up, so it should be recognized and resolved early

3.norming stage
people start  to notice and appreciate their team members strengths. Groups start to settle into a groove. Everyone contributes and working becomes a cohesive unit storming sometimes overlaps with norming .as new tasks arise, groups may still experience a few conflicts.it will probably be easier since they have dealt with the disagreements earlier

4.peforming stage

Members are confident, motivated and familiar with the project and their team that they can operate without supervision. Everyone is on the same page and driving full-speed ahead towards the final goal. People strive to reach this stage.

5.adjourning stage

Once a project ends the team disbands. This phase sometimes known as mourning because members have grown close and feel a loss now that the experience is over.

Core values of development

Sustenance-the ability to meet basic needs.

When life sustaining basic needs like food, shelter,health and protection are absent underdevelopment exists. Development creates an environment in which all people

 

 

Can expand their capilities and opportunities can be enlarged for both present and future generations

Self-esteem-having a sense of worth and self –respect of not being used as a tool by others for their own ends.

Freedom-is to be understood in the sense of emancipation from alienating material conditions of life and from social servitude to nature,ignorance other people misery

Leader Characteristics, Follower Characteristics, and Situational Factors

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Introduction

An effective leader must understand the interactions between leader characteristics, follower characteristics, and situational factors. Some of the well-known leader characteristics include effective communication, accountability, humility, vision, positivity, and confidence. Others are decisiveness, delegation, empathy, integrity, influence, and commitment. Certain situations may force a leader to apply some of the characteristics more than otherss. For instance, an organization with demotivated employees requires a leader to show greater empathy and positivity rather than delegation and accountability. Hence, leadership style is often influenced by leader’s qualities, follower’s characteristics, and situational factors.

Leader, Follower, and Situational Characteristics

The form of leadership that considers follower characteristics and environmental factors is known as situational leadership. Its models were created by Kenneth Blanchard and Paul Hersey in their theory of situation leadership (Meier, 2016). The theory does not consider any style of leadership to be better than the other. Instead, it suggests that leaders should be adaptive and flexible. Hence, leaders should adjust their style according to the competence and commitment of their subordinates (Northouse, 2019). A similar view was maintained by Goleman, Boyatzis, and McKee (2013), who identified six distinct leadership styles. These include: Authoritative, coaching, affiliative, democratic, pacesetting, and coercive. These styles should be used interchangeably according to follower qualities and environmental factors.

The relationship between leader qualities, follower characteristics, and situational factors can be explained using the above scholarly works. In Blanchard and Hersey’s theory, a leader is confronted by four different situations, each having different follower characteristics. Telling is one of the situations. In this scenario, followers are incompetent but show commitment and enthusiasm (Northouse, 2019). Such a situation calls for a leader to be visionary, commanding, motivating, and self-confident. These are also characteristics of authoritative leadership. The second situation is where the followers have some level of competence but show unwillingness to deliver, and are demotivated. This is referred to as a selling situation, and calls for a coaching type of leadership style. In this scenario, the leader should possess qualities such as team-building, empathy, motivating, positivity, and listening skills. The third situation is referred to as participating or supporting. In this case, followers have high competence but lack self-confidence. This situation calls for a democratic leader with characteristics such as participation, effective communication, and innovation (Goleman et al., 2013). Finally, there is the situation where followers are highly competent and willing to perform their tasks. This calls for a delegating type of leadership.

Additionally, other situations may call for extreme leadership styles. For instance, a leader may be confronted with a situation where high-quality results are required quickly. If the followers are highly motivated and competent, the leader may employ a pacesetter type of leadership. Such a leader leads by example and lacks patience (Goleman et al. 2013). Every follower is held to high standards and great accountability. Such a leader may also work extra-hours to encourage followers to do the same. Another strict leadership style is coercive leadership. This is applied in a crisis where, for instance, a firm needs a complete turnaround in performance (Landa & Tyson 2017). The leader and the followers must perform well under stress in this case.

Challenges

The interaction between leadership, followership, and situations is not without challenges. One such challenge is attaining flexibility. An effective leader is expected to adapt to different situations. However, this can prove to be challenging especially in cases where a given type of leadership goes against his or her natural personality. For instance, it may be difficult for an empathic leader to adapt to a coercive style of leadership. Such a leader is better suited for affiliative style. A democratic leader may find it challenging to transition into authoritative one. The former requires participation and accommodation of different views while the latter calls for assertiveness.

Another challenge is the confusion that may arise among the followers.  If followers are used to their leader being democratic, they may not understand why they suddenly turn authoritative or coercive. A different scenario might see a leader with a lot of charisma switch from an affiliative to a pacesetter style of leadership. In such a case, the employee will not enjoy the empathic and rewarding atmosphere they’re accustomed to. Instead, the leader portrays an impatient demeanor that may throw followers into confusion.

Solutions

These challenges can certainly be overcome. The issue of flexibility in a leader requires gradual learning and is a skill-set that cannot be acquired in overnight. Leaders, who aim to be flexible, should embrace different situations even though they may be out of their comfort zone. A growth mindset is important as well as an eagerness to learn (Pant & Sinha, 2016). The problem of confused followers can also be addressed. Flexibility should be cultivated in them on the same lines as their leaders. Effective communication is a must for the followers to understand the factors behind the change in leadership style. For instance, workers in a non-performing organization should be informed of the need for a coercive type of leadership.

Conclusion

There is an interaction between leadership characteristics, follower characteristics, and situational factors. This relationship must be put into consideration if one is to become an effective leader. This calls for great flexibility which, at times, can throw an organization into confusion. However, with effective communication and a growth mindset, these challenges can be overcome.

 

References

Goleman, D., Boyatzis, R. E., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.

Landa, D., & Tyson, S. A. (2017). Coercive leadership. American Journal of Political Science, 61(3), 559-574.

Meier, D. (2016). Situational Leadership Theory as a Foundation for a Blended Learning Framework. Journal of Education and Practice, 7(10), 25-30.

Northouse, P. G. (2019). Leadership: Theory and practice. Sage publications.

Pant, G., & Sinha, S. (2016). Developing flexible leaders flexibly. Springer, 85-102.

 

Leadership Theories and Styles in Public Leadership

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Write a four to five (4-5) page paper in which you:

  1. Determine two (2) leadership theories and two (2) leadership styles that support the definition of a public leader. Provide a rationale for your response.
  2. What are the differences, if any, between successful leaders in public, private, and non-profit organizations? Cite experiences and research to support your assertions.
  3. Some think leadership is a born ability. Some think leadership can be learned. Some think leadership is a product of a need or challenge. What do you think? Cite experiences and research to support your assertions.

Include at least four (4) peer-reviewed references (at least one must be no more than 3 months old) from material outside the textbook. Note: Appropriate peer-reviewed references include scholarly articles and government websites. Wikipedia, other wikis, and any other websites ending in anything other than “.gov” do not qualify as academic resources.

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

  • Evaluate the theories and models of public leadership.
  • Differentiate among the styles of public leadership.
  • Differentiate between leadership in public, private, and non-profit organizations

 

SOLUTION

Leadership Theories and Styles in Public Leadership

Various leadership theories have been developed to explain the attributes of good leadership. Two of these, situational leadership and servant leadership theories, depict two important characteristics of a public leader. These are flexibility and being a servant leader, respectively. Situational leadership is a model that urges leaders to adjust their leadership style depending on the competence and commitment of their followers (Deshwal, & Ali, 2020). Therefore, this theory argues that no leadership style is superior to the other. Several levels of follower characteristics are described in situational leadership. One of these, for instance, involves followers who are highly committed but incompetent. In such a case, authoritative leadership is required to guide followers. This is appropriate as it facilitates learning for the employees or followers. In contrast, highly competent and committed followers do not require much supervision since they are capable and willing to discharge their duties. Delegation is suitable for such employees. Therefore, situational leadership calls for leaders to exercise flexibility while dealing with followers in the different programs they undertake. Servant leadership model, on the other hand, encourages leaders to focus on the need and desires of their followers or the community, instead of working to influence them (Deshwal, & Ali, 2020). Furthermore, this model is also focused on the growth and development of the followers. Proponents of this theory argue that by adopting this theory, a leader gains the support of the followers who reciprocate through better performance, and more commitment. Furthermore, the servant leadership model embodies the desirable characteristics of a public leader including empathy, listening, awareness, building community, stewardship, persuasion, and the desire and commitment to building others.

Different leadership styles have been advanced within the leadership models. Among them are democratic and coaching leadership styles.    Democratic leadership alludes to the inclusion of everyone, a primary quality in every public leader (Saxena, Desanghere, Stobart, Walker, 2017). It calls for a leader to seek the opinion of others before making major decisions. Such a leader must also possess listening skills. Democratic leadership brings the whole members onboard a given project, ensuring that they feel like part of the team. Coaching leadership, on the other hand, calls for a public leader to show empathy towards his followers. Such a leader shows interest in people’s goals and establishes programs aimed at building for future success. The relationship between the leader and follower extends beyond organizational goals as the former takes a personal interest in the latter’s dreams. Coaching leadership matches to the public leadership quality of desire to empower others in life.

Differences between Successful Leaders in Public, Private, and Non-Profit Organizations    

Successful leadership exhibits different characteristics across public, private, and Non-Governmental Organizations (NGOs). Although Laub (2018) notes that the purpose of any form of leadership is to bring a positive change, different organizations have different goals. For instance, private organizations are generally profit-oriented while the public sector is majorly concerned with service delivery. NGOs, on the other hand, aim to accomplish different social programs without profit considerations. These varied goals call for different approaches to leadership. For instance, in the effort to deliver, one of the major concerns in the public sector is the Public Service Motivation (PSM) (Jensen, Andersen, & Jacobsen, 2019). PSM refers to an individual’s inclination to deliver services to a community. Such an individual is motivated by the desire to good for others. Transformational leadership is recommended for fostering PSM. This is a form of leadership that brings about positive change and value in people and systems. Employees are encouraged to be creative and innovative in coming up with solutions to various problems. Furthermore, to facilitate the understanding of the community’s needs, servant leadership is required in the public sector. This leadership model facilities service delivery by encouraging leaders to pay close attention to their followers’ demands. In the case of NGOs, the aim is to bring a social change such as empowering a community through education programs. Hence, transformational leadership comes in handy. Mufti, Xiaobao, Shah, Sarwar, & Zhenqing (2019) note that this form of leadership brings about job satisfaction. This is an important feeling in an organization that does not use profit as a measure of success. Finally, leadership in private organizations calls for greater flexibility since the focus is on short term goals and profits. For instance, a software-developing company will finish on one project and move on to the next. Similarly, a phone manufacturing company moves from working on one model to another. Such an environment calls for situational leadership which adopts flexibility in leadership styles (Deshwal, & Ali, 2020). The ability and commitment of the works require a continuous assessment to determine the best leadership style. This portrays a difference in successful leadership across various sectors.

The organizational structure also accounts for differences in leadership. Rassa and Emeagali (2020), state that there is a relationship between organizational structure and leadership. Furthermore, Islam, Said, Sumardi, & Rahman (2020), assert that public sectors tend to be more centralized than the private sector. Such differences affect successful leadership. For instance, a successful leader in a centralized organization is required to be visionary and authoritative to achieve results. Such a leader also has to deal with shortcomings such as delays in work due to bureaucracy. On the other hand, decentralization within private organizations calls for a leader who is democratic and able to delegate duties. The centralization structure is also common in NGOs as Tran (2020) states. This relationship between successful leadership and organizational structure is evident from the recent trend towards privatization and public-private partnerships. It has vice been observed that service delivery is better in private organizations than in the public sector (Cherry, Grasse, & Ihrke, 2018). This is partly due to decentralization that facilitates efficiency.

Inborn and Learned Leadership

Although certain inborn qualities favor leaders, leadership is also a learned quality. Afrianty (2020), notes that leadership qualities such as emotional intelligence and character are both inborn and learned. Furthermore, other characteristics such as ethics and credibility are not innate but acquired through learning. Also, it has been observed that current leaders in both public and private institutions become better leaders after undergoing training. This was the case according to research studies by Andersen, Bøllingtoft, & Jacobsen, (2016). Andersen et al. (2016) noted that after training, such leaders were better perceived by their employees and took a more active role than before. This notion is also supported by looking at common leadership qualities. These include effective communication, integrity, humility, accountability, delegation, confidence, and vision.  Such qualities do not require unique genes. One can learn to practice effective communication skills. The same case applies to virtues such as integrity and accountability that are adopted by principle. Hence, constant practice, training, and experience result in great leadership.

References

Afrianty, T. W. (2020). Are Leaders Born Or Made?: A Point Of View. Jurnal Penelitian IPTEKS, 5(1), 17-23.

Andersen, L. B., Bøllingtoft, A., & Jacobsen, C. B. (2016). Are Leaders born or made? Leadership Training Effects on Employee Perceptions of Leadership. The 2016 Academy of Management Annual Meeting.

Cherry, B. D., Grasse, N. J., & Ihrke, D. M. (2018). Perceptions of Privatization in Michigan. Human Service Organizations: Management, Leadership & Governance, 42(1), 86-94.

Deshwal, V., & Ali, M. A. (2020). A Systematic Review of Various Leadership Theories. Journal of Commerce, 8(1), 38-43.

Islam, M. Z., Said, T. F., Sumardi, W. A., & Rahman, S. (2020). Factors Affecting Organizational Effectiveness: A Proposed Framework for Brunei’s Public Sector. International Journal of Asian Business and Information Management (IJABIM), 11(2), 15-27.

Jensen, U. T., Andersen, L. B., & Jacobsen, C. B. (2019). Only when we agree! How value congruence moderates the impact of goal‐oriented leadership on public service motivation. Public Administration Review, 79(1), 12-24.

Laub, J. (2018). The Purpose of Leadership: Leadership That Moves the World. In Leveraging the Power of Servant Leadership, 1-14. Palgrave Macmillan, Cham.

Mufti, M., Xiaobao, P., Shah, S. J., Sarwar, A., & Zhenqing, Y. (2019). Influence of leadership style on job satisfaction of NGO employee: The mediating role of psychological empowerment. Journal of Public Affairs, e1983.

Rassa, H., & Emeagwali, L. (2020). Laissez fair leadership role in organizational innovation: The mediating effect of organization structure. Management Science Letters, 10(7), 1457-1462.

Saxena, A., Desanghere, L., Stobart, K., & Walker, K. (2017). Goleman’s Leadership styles at different hierarchical levels in medical education. BMC medical education, 17(1), 169.

Tran, L. (2020). International NGO Centralization and Leader-Perceived Effectiveness. Nonprofit and Voluntary Sector Quarterly, 49(1), 134-159.