Vision of Leadership

In this blog, I will try to reflect my own leadership vision based on my previous blogs. When I consider my work experience and the things I have learnt during my MBA so far, I would say some transformational leaders reflect my vision. They can create a vision by which followers can feel they are achieving their ideals by inducing them feel of trust and justice. They can generate an environment where the motivation is powerful and continues besides absolute commitment.

Marisse Mayer, CEO of Yahoo, is one of them and after she came to company, the stock prices of the company has doubled in one year.  She is one of the most influential people in IT sector and she believes that every leader just needs a few “perfect” decisions. (Mangalindan 2013).The first thing she did is changing the work habits and she made them come to office every day. She explains her decision as she believes that communication and collaboration will be important and they need to work side-by-side, and she adds some of the best decisions come from cafeteria or team meetings impromptu. She thinks they scarify quality and speed and states clearly “We need to be one Yahoo!” (Swisher 2013). Basically she answers the question “Why will they come?” by stating like that.  Vahouny (2014) states that increasing engagement with employee is a new priority besides making them understand organizational goals clearly and she gives Mayer an A grade for her passion and presenting a clear, concise and consistent vision: “Yahoo is about making the world’s daily habits more inspiring and entertaining.” In my third blog, I mentioned the importance of encouraging people when they face something new. A company can gain a competitive advantage in case highly engaged employees it has as they work longer, do their best and talk positive. Influencing employee engagement, especially at the front lines, is the single biggest factor in terms of quality of leadership (Wellins and Concelman 2007). We can understand her passion from this example that she backed at work just two weeks later after giving birth (Dailymail 2012). Here she is answering the work-from-home criticism

During my career, I have faced very different situations. When I was working with a security agent company my style was a bit autocratic. I tried to control everything and made all decisions on my own. Later, I focused on seeing big map rather than the details, tried to build trust and communicate well for deep engagement. I realised I could set clear visions and persuade people easily to do even the toughest projects. I got positive feedbacks about my communication skills.

More recently, I worked with a team who was responsible for a very complicated system and almost all of them were so demotivated. At first, I tried to understand their learning style and what motivates them. Some of them complained about the unethical behaviours in the workplace. After a certain time, I realized that their productivity has increased. I got positive feedbacks about my listening and encouraging ability. Moreover, they appreciated my attitudes towards each of them as I always tried to behave within the scope of ethical values. In the light of the feedbacks, there are some more skills that I need to develop.  As a person who thinks transformational leadership defines my style, I need to develop my self-confidence. Acting confident and optimistic is one of the main features of transformational leaders (Mullins 2013:387).

The CEO of Intel Israel, Dov Frohman, says that leadership can be learnt but cannot be taught and he believes that acquiring wisdom and patterning can help someone to learn leadership (Executive Leadership 2009). Transactional and transformational learning are the two main types of learning. Transactional learning basically teaches that leadership skills are transferred from leader to learner and makes learner understand “what to do”. Whereas transformational learning make learner improve its capability in “how to do it”. For that reason it is more divergent and unforeseeable. (Wenger and Grace 2008) Here the process of transformational learning is explained. I believe that it will help me to develop my weak points to be a good leader and also I believe that getting my MBA degree would help me to improve my self-confidence.

Reference:

Mangalindan, JP. (2013) ‘Marissa Mayer’s 3 biggest decisions as Yahoo CEO’ [online] avaiable from  <http://tech.fortune.cnn.com/2013/10/17/marissa-mayer/&gt;

Swchier, K (2013) ‘“Physically Together”: Here’s the Internal Yahoo No-Work-From-Home Memo for Remote Workers and Maybe More ‘[online] available from <http://allthingsd.com/20130222/physically-together-heres-the-internal-yahoo-no-work-from-home-memo-which-extends-beyond-remote-workers

Vahouny, K. (2014) ‘Simple + straightforward = success’, Communication World, 31(1), 18-21

Wellins, R. and Concelman, J. (2007), ‘Culture of Engagement’, Leadership Excellence, February

Dailymail (2012) ‘Yahoo! CEO Marissa Mayer back at work full time just two weeks after giving birth to her first child ‘[online] available from <http://www.dailymail.co.uk/news/article-2218262/Yahoo-CEO-Marissa-Mayer-work-time-just-weeks-giving-birth-child.html

Executive Leadership (2009) ‘Learning leadership the hard way’,  Executive Leadership, 24 (9), 3

Wenger,  J. and Grace, A. (2008) ‘What kind of learning?’ TRAINING & DEVELOPMENT Oct 2008 17-18

Mullins, (2013). MANAGEMENT & ORGANISATIONAL BEHAVIOUR. 9th ed.

Leadership and Change

Although some employers desire for change, some may acknowledge it for negative reasons as they are driven to or have no other alternatives to comply. Other may defy the change because of the issues such as lack of precision about the inevitability and viability of the change, disbelief of the leader suggesting the change, menace to ideas and values and relative high cost of implementing the change (Yukl 2010).

To fully comprehend the effect of change and the endurance, it is mandatory to appraise the JC Penney case study (ICMR 2007) with change theories and models. The management of Ullman recognised that for the organization to achieve its goals, change is required. Ullman created change in JCP applying Lewin’s Three Step Model. The three steps of the model are: The unfreeze step, The Movement and the Refreeze steps (Mind tools 2013). The Unfreeze step is the first step when an organization prepares to accept that change is necessary. Ullman passed on surveys in his organization to analyse the challenges confronted in JCP. The Movement step is the next step where people instigate to resolve their ambiguity and seek for new ways to do things. After identifying the key issues, Ullman inducted employee training to cultivate communication. He also recruited staff from outside of the organization to bring in new viewpoints and level the change process. However there were resistance to change. The last step is the Refreeze step. When the changes are compelling and people have incorporated the new methods of working, the organization is prepared to refreeze. Ullman requested employees to contribute as well as provide feedback to the new changes being processed. This was done as to determine how the employees felt about the changes. Furthermore he terminated a top management staff. He evaluated this by customer reaction.

Lewin’s 3 Step Model

Although this leadership model may be concise and effortless to follow, it lacks the specifics and progressions which requires consideration while unfreezing, movement and freezing the employees. In addition, it does not assure that employees will approve the changes and volunteer in the process (Yukl 2010).

Based on Kotter’s 8 step model, change can be instigated effectively only if the leader forms a sense urgency, forms a powerful coalition, originate visions and strategy, share the vision to the individuals involved, remove obstacles and empower individuals, create short term wins, maintain on the change and incorporate the change into the organizational culture (Mind Tools 2013).

KOTTER’S 8 STEP MODEL

For instance, taking General Electric into consideration where strategic change was executed under the period of transformational leader, Jack Welch. He organized and successfully altered the organizational culture of company, from power and autocratic centred style to a development and learning environment. He learned the rigid and ordered culture of GE as an obstruction to the innovation, learning and creativity in the organization and the requirement for instant change to prevent further damage was need, thereby forming a sense of urgency.

Although managers most often were resilient as a fear of power loss leading to issues in forming a powerful coalition, others were cynical about the outcome and cost of the difference (Slater 2010). Welch pleasantly managed and detached deterrent forces using his delayering tactic to eliminate opposing individuals, after which he was competent of endorsing innovation and learning in a more adaptable business atmosphere where opinions could be shared (Slater 2010). Welch spend lunch hours talking with his employees and setting up weekend semi-formal meetings. In addition, he constructed on the change by executing the 6-Sigma quality initiative and Mindas Touch approach as well as endowed in guiding managers. As a result, GE’s market value rocketed from $14 billion to $410 billion.

To conclude, Managing change depends on an individual, thereby the need to comprehend various leaderships, behavioural and change theories to cultivate the change management (Mullins 2010). As far as there is resistance to change, people are fond of change.

http://www.youtube.com/watch?v=Wdroj6F3VlQ

REFERENCES

Mind Tools (2013), Kotter’s 8 Step Change Model [online] available from <http://www.mindtools.com/pages/article/newPPM_82.htm>

Mind Tools (2013), Lewin’s Change Management Model [online] available from <http://www.mindtools.com/pages/article/newPPM_94.htm>

Mullins, L.J. (2010), Management and Organizational Behaviour, Harlow: Pearson Higher Education.

Steven, P. (2009): How GE Teaches Teams to Lead Change. Harvard business review [Online]  Available at <www.locate.coventry.ac.uk>

Slater, R (2010): Jack Welch & the GE Way: Management Insights and Leadership Secrets of the Legendary CEO.  McGraw-Hill

Yukl, G. (2010): Leadership in Organizations; Prentice Hall

CMR, (2007). Remaking JC Penney’s Organizational Culture – Human
Resource and Organization Behavior Case Studies – Case Study, Case
Studies|Human Resource|Organization Behavior|Case Study|Case Studies.
[online] Icmrindia.org. Available at:
http://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Organization%20Behavior/HROB093.htm
[Accessed 22 Jun. 2015].

Most Effective Leadership and Management Styles and Approaches

According to Hay Group (2006), Leadership Style refers to the pattern of behaviour that an individual leader uses across the full range of leadership situations. Leadership Style has the biggest impact on all the variables that impact the effectiveness of the work climate and the flexible effort put forth by the group. The coverage of a manager and leader’s range of styles determines his or her effectiveness. Leaders and managers lean toward styles that feel “natural” to them, and may limit themselves to only those style that natural come. The feeling of “natural” is determined by the manager and leader’s individual capabilities. Though, managers and leaders have to face a limitless range of leadership situations, several researches has shown that there are basically six Leadership Styles, or behaviour patterns, that leaders and managers apply to the situations they encounter.

Referring to the Hay Group (2006), there are six Leadership Styles:

1. The Directive style, this style has a primary objective of immediate compliance from subordinates and employees, this style will work when there is a crisis but I will not work when subordinates are underdeveloped or highly skilled.

2. The Visionary style, this style has the main objective of providing long-term direction and vision for subordinates, this style will work when the directions are clear enough and the leader or manager is credible but it will not work when subordinates are underdeveloped because they need guidance on what they have to do or the leader or manager is not credible.

3. The Affiliative style, this style has the major objective of creating harmony among subordinates and between their manager and leader, this style will be effective when using with other styles and tasks are routine and performances are adequate but this style will not be effective when there are emergency situations that need direction and the performances are inadequate.

4. The Participative style, this style has the main objective of constructing commitment and consensus among subordinates, it will works when subordinates work together, and staffs have adequate experiences and credibility but it will not works when the subordinate have to be coordinated and if there is a lack of competency.

5. The Pacesetting style, this style has the primary objective of achieving tasks to a high standard of excellence, this style will works when subordinates are highly motivated and directed by experts but it will not works development, coordination and coaching are required.

6. The Coaching style, this style has the primary objective of long-term professional development of subordinates, this style will be effective when subordinates are motivated and need to develop their skills, but this style will not be effective when the performance differences are too range and the leaders or managers lack expertise.

All of the six styles are, more or less, effective depending on the characteristics and features of the situation: task complexity, employees and subordinates experiences, the risks associated with the tasks, resources available, and so forth. There is no one specific effective approach for manager or leader to managing the work of subordinates, the appropriate style is based on the task and the subordinates. What is crucial for a leader’s effectiveness is the capability to pull from a wide range of styles to match the requirements of the particular situation, rather than relying on one or two styles for dealing with all situations. As a leader or manager, they have to face a limitless number of different situations.

In terms of Situational Leadership, it is a model developed by Paul Hersey and Ken Blanchard in 1982, the model provides a way for managers to open communication whilst helping staff with competence, commitment, independence and ultimately value and honour differences. The model defines three core competencies of the Situational Leader which are; diagnosis, flexibility and partnering for performance (Blanchard et al. 2003, ss I3-I5 cited in Farmer L., 2005). This is the model created for developing people, subordinates or employees, and their talents and it is also a way for managers and leaders to help the people grow and become self-reliant achievers (Blanchard et al. 2003, ss 1-1 cited in Farmer L., 2005). This model is based on a matching the leadership style to the developmental level of subordinates and it has long been used to manage on-site subordinates. Therefore, this model will be effective for either managers or leaders towards their subordinates. The model also has its limitations, for instance, managers and leaders have to be knowledgeable sufficiently to identify what leadership style is appropriate for the distinctive situation, the managers and leaders must understand how to diagnose the performance, competence and commitment of their subordinates (Farmer L., 2005).

The example with regard to the organisational characteristics, Bass (1985) had speculated that transactional leadership is likely to be more appeared in mechanistic organisation than in organic organization (Singer M. et al, 2001). Burns and Stalker (1961) had distinguished the distinction between mechanistic and organic organization. In mechanistic organization, the structure is formalised and rigid and members are expected to conform rather than innovate. In contrast, in organic organisation, structure and goals are not rigid, members are highly educated and are expected to be innovative (Singer M. et al, 2001). Furthermore, referring to the activity in week 3, the lecturer had assigned the students to be in a group of five to create a castle by pieces of Lego, what lecturer expected from the students was he wanted one person from the group to lead the group by using the theory of Situational Leader as a path of leading the group.

References

Bass, (1985). From Transactional to Transformational Leadership:
Learning to Share the Vision. [online] Available at:
http://strandtheory.org/images/From_transactional_to_transformational_-_Bass.pdf
[Accessed 22 Jun. 2015].

Blanchard et al, (2003). Situational Leadership II. [online]
Kenblanchard.com. Available at:
http://www.kenblanchard.com/Solutions/Situational-Leadership-Development/Situational-Leadership-II
[Accessed 22 Jun. 2015].

Burns and Stalker, (1961). The Management of Innovation. [online]
Available at: http://www.sagepub.com/upm-data/27412_8.pdf [Accessed 22
Jun. 2015].

Ming S. Singer and Alan E. Singer. (2001). Situational Constraints on Transformational Versus Transactional Leadership Behaviour, Subordinates’ Leadership Preference, and Satisfaction. Journal of Social Psychology. 3 (130), 385-396.

LEIGH ANN FARMER. (2005). Situational leadership: a model for leading telecommuters. Journal of Nursing Management. 13 (13), 483-489.

HayGroup. (2006). Senior Careers Development Service: Supporting Guide – Hay Group Inventory of Leadership Styles Diagnostic Report for. Available: http://www.tulliallan.police.uk/Assets/pdf/scds/PULSEInventoryofLeadershipStyles.pdf.

The Challenge of Managing Diverse Teams

In today’s challenging environment, the necessity to distinguish and acquire more is the primary objective for organisations who wants to strive ahead of competitions. CIPD (2013) has characterised team working as a practice by the organisations where a number of people coordinate with each other and cooperate in fulfilling the objectives of the organisation. On the other hand, Harrison and Klein (2007) has inferred diversity of the presence of individual differences that can be of age, nationality, ethnicity, orientation in goals, mental model, gender, etc. Diversity has been perceived as a challenging issue for the teams in the process of decision making as well as achieving the goals of the organisation (Jackson and Joshi, 2010). On the other hand, diversity in team brings about various ideas and different perceptions on fulfilling a goal or resolving a conflict. CIPD (2013) has asserted that leadership is a significant factor for teams to succeed, however, there is not one specific rule for success but for every situation, teams and leaders need to adapt to achieve success.

After considering the benefits of a team who have diversity, Profession Herring in his research has inferred that organisations who have racial and gender differences perform better in terms of achieving more profits, more consumers, and a greater market share. On the other hand, it is deemed that having diverse teams is crucial for outstanding results in handling internal and external issues by cooperation that has the capability to augment importance to all the people involved (Holtzman and Anderberg, 2011).

Moreover, a recent study conducted by Katherine, a Professor of Kellogs Hotel has inferred that diversity does not only comprise of race, gender but also have implication of the differences of social class which is eventually important in augmenting the performance of the team. Thus, team diversity results in efficiency in groups and the performance output amplifies (CBS News, 2009). This idea is been maintained by Ledsinger’s statement that ‘In today’s competitive world, those businesses would be successful who has taken diversity and moved to open new doors of opportunity’. Even though this statement points to the positive effects of diversity, this idea has failed in the Choice Hotels International (IFA Educational Foundation, 2003).

It’s obvious that diversity in teams is beneficial but there are many challenges that needs to be confronted. In accordance to a research on diversity in orientation of goals, it creates disagreement within the teams towards accomplish a goal, in formulation of stratgies, achieving tasks or performing the procedures which eventually might have a bad effect on team process and performance. Moreover, Jehn et al (1999) has stated that another drawback of diversity in teams is the problems that are related with group dynamics that involves poor communications and conflicts that has a negative impact on the performance.

Even though there are challenges in diverse team, research has inferred that diverse teams produces better results if they are led with guidance and cooperation (Ibarra and Hansen, 2011). For a team to achieve success, leadership is crucial and the leaders need to understand the underlying concept of formulating teams. Tuckman’s model has supported the statement above by developing a model for team formulation:

Figure 1: Tuckman’s Team Development

On the other hand, for a good team development, a good inclusive leader is required. To accomplish goals in a team that has diversity, leaders should have motivation and retention of talent. Sujansky (2004) has inferred that there are various steps in managing a diverse team for example:

• Giving importance to the team difference
• Crafting an environment where all the members can take part
• Avoiding stereotyping
• Encouragement of coaching

The steps should be embedded by the leaders while leading a diverse team. As an inclusive leader, they can control the power of diverse teams for innovation and creativity by shifting the potential conflicts to collaboration. This skills are important for leaders to acquire as it is important to work in a diverse team for global success.

One of the successful example of the banking industry is Lloyd’s Banking Group where they have maintained diversity in groups and believes that diversity drive is a job for finance. Claudia Chapman, head of policy of ACCA has stated the skills of the finance team can illustrate the linkage between good diversity management and business performance (Perrin, 2015). ‘The finance function could help diversity managers overcome some of the hurdles to success such as the pressure for short-term business results and lack of support within the business.

References:

CBS News, (2009). CBS Corporation | CBS Diversity. [online] Diversity.cbscorporation.com. Available at: http://diversity.cbscorporation.com/news [Accessed 22 Jun. 2015].

CIPD, (2013). Teamworking – Factsheets – CIPD. [online] Cipd.co.uk. Available at: http://www.cipd.co.uk/hr-resources/factsheets/teamworking.aspx [Accessed 21 Jun. 2015].

Harrison and Klein, (2007). WHAT’S THE DIFFERENCE? DIVERSITY CONSTRUCTS AS SEPARATION, VARIETY, OR DISPARITY IN ORGANIZATIONS. [online] Available at: http://www-management.wharton.upenn.edu/klein/documents/New_Folder/Harrison-Klein_2007_AMR.pdf [Accessed 22 Jun. 2015].

Holtzman, Y. and Anderberg, J. (2011). Diversify your teams and collaborate: because great minds don’t think alike. Journal of Mgmt Development, 30(1), pp.75-92.

IFA Educational Foundation (2003) Diversity Report and Case Studies, IFA Educational Foundation

Herminia Ibarra & Morten T.Hansen,(2011).Are you a Collaborative Leader?[online] Available at:https://hbr.org/2011/07/are-you-a-collaborative-leader [Accessed Aug.2011]

Jackson, and Joshie, (2010). THE ROLE OF CONTEXT IN WORK TEAM DIVERSITY RESEARCH: A META-ANALYTIC REVIEW. [online] Available at: http://leeds-faculty.colorado.edu/dahe7472/Joshi%20and%20roh%20diversity%20meta%20analysis.pdf [Accessed 22 Jun. 2015].

Jehn et al, (1999). Small Group Research. [online] Available at: http://www.socialresearchmethods.net/research/Behfar%20et%20al%202011.pdf [Accessed 22 Jun. 2015].

Sujansky, J. G. (2004) Leading a diverse team, Management, Penton Publishing.

Perrin, (2015). Diversity drive is a job for finance | ACCA Global. Accaglobal.com. [online]Available at: http://www.accaglobal.com/uk/en/member/accounting-business/insights/diversity-drive.html [Accessed 21 Jun. 2015].

Leadership and Ethics

As the society is developing very fast and the competition has become intense, the capability of the company is been tested as well as how the leaders are performing. Leaders have the ability to have a greater influence on the company. According to Gallos (2008), leaders comprehend the brighter future for employees, view the new chances of succeeding and supervises a complicated interactive process that provides support on both individual and the teams.

The question then arises what are the rules and expertise that a leader should possess. Gallos (2008) has characterised leadership as a procedure that is embedded in the value, knowledge, expertise and the pathway of thinking of both followers and leaders. On the other Warren has described leadership as understanding the capability of each individual (Bennis, W, 2012). On the current business environment what is meant by a competitive leadership? A good leadership has both the qualities of dealing emotionally as well as inspiring and motivating their employees. Moreover, they have the aptitude to bring out the best quality in individuals and supports the organisations to grow and strive ahead of competition (Gallos, 2008).

Nonetheless, ethical leadership is another factor that would be characterised as a good leadership. Burnes (2013) has characterised leader who has high morality and have embraced the positive attributes and values who has honesty and responsible towards the organisation. Leaders should be fair in the decision making and someone who cares about the people. The prime element of ethical leadership is all regarding the inner capability and alertness of the leader in the organisation. Manuel (2006) has stated that ethical leadership has important impact on the company for example the leaders themselves, image of the company, reputation as well as the market. Another aspect of ethical leadership is the incorporation of deontology that characterises that leaders should perceive the rightness and wrongness of the action rather than rightness and wrongness of the consequences (Luke, 2008).

To explain the aspects of ethical leadership below are some examples:

ZARA is one of the best fashion retailers in the global market. While expanding globally, it was perceived twice that ZARA had been unethical toward their employees and this was seen in 2011 and 2013.

Figure 1: ZARA slave labour news in 2011.

 Figure 2: Telegraph reported the news of Zara slave labour again in 2013.

According to Telegraph (2011), it was seen that the slave labourers in Bolivia and Argentina were twice in 2011 and 2013. It was found out that there were employees who were only aged 14 and working 14 hours per day. They were just earning under minimum national wage (Telegraoh, 2013). These problems had huge impact on the brand reputation of ZARA:

• Poor ethical decisions influenced the emotional stability on the working conditions
• Even though their product cycle was moving faster, the quality of the product got minimised
• Image was in a bad state

By seeing the example of ZARA’s poor ethical leadership, it can be deduced that how unethical leaders make a significant contribution to the organisation. This can be concluded that ethical leadership is not only meant about the interpersonal thoughts but what they do so that followers can understand and follow them (Manuel, 2006).

Ethisphere, a professional organisation has ranked Gap as the most ethical brand in fashion corporation in 2015 (Ethisphere, 2015).

Figure 3: Gap ranked as the most ethical company

Gap is one of the leading fashion retailers and they believe ethical behaviour should be incorporated not to lead and inspire people but also to make contribution towards society. The 4V model is well integrated by Gap and is explained below:

Figure 4: 4V Leadership Model

Vision:

The vision of Gap lays in maintaining and making sure that they ethical in their supply chain system. They will always work towards the safety and security in the products for adults and children (Gap, 2015)

Voice and Virtue:

Gap’s CEO Glenn Murphy has made the priority of the company to practise ethically. Since 2009, Gap has made donations above $1 million to The Hurricane Sandy as well as created job opportunities for females (Gap, 2015).

Values:

The brand value of Gap lays in being socially responsible. In the same time, Gap treats their employees in a fair manner with respect, creating opportunities and giving the right to take part in decision making (Tradeforum, 2015).

To conclude, ZARA is giving more attention in enhancing the market, consumers and products but they did not give any importance to the poor ethics in the behaviour. On the other hand, Gap has kept ethical behaviour as their priority and they believe by doing this they can augment the image of the brand, build trust with consumers as well as respect the society.

References:

Bennis, W. and Nanus, B. (2012). Leaders. New York: Harper & Row.

By, R. and Burnes, B. (2013). Organizational change, leadership and ethics. London: Taylor and Francis.

Ethisphere, (2015). World’s Most Ethical Companies – Honorees | Ethisphere® Institute. [online] Ethisphere.com. Available at: http://ethisphere.com/worlds-most-ethical/wme-honorees/ [Accessed 21 Jun. 2015].

Gallos (2008) Business leadership: A JosseyBass reader.San Francisco: A Wiley Imprint

Gap, (2015). Gap Inc. Named One of the World’s Most Ethical Companies for the 8th Year in a Row. [online] Gapinc.com. Available at: http://www.gapinc.com//content/gapinc/html/media/pressrelase/2014/ed_pr_Most_Ethical_Compnies.html [Accessed 21 Jun. 2015].

Luke, (2008). Deontology – By Branch / Doctrine – The Basics of Philosophy. [online] Philosophybasics.com. Available at: http://www.philosophybasics.com/banch_deontology.html [Accessed 21 Jun. 2015].

Manuel,M.(2006) Ethical Leadership. England: Open University Press.

Telegraph, (2011). Company behind Zara investigated for ‘slave labour’. [online] Telegraph.co.uk. Available at: http://www.telegraph.co.uk/news/worldnews/southamerica/brazil/8710023/Company-behind-Zara-investigated-for-slave-labourhtml [Accessed 21 Jun. 2015].

Telegraph, (2013). Zara probed over slave labour claims. [online] Telegraph.co.uk. Available at: http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/9969494/Zara-probed-over-slave-labour-claims.html [Accessed 21 Jun. 2015].

Trade Forum, (2015). Closing the Gap: Quality and standards in ethical supply chains. [online] Tradeforum.org. Available at: http://www.tradefoum.org/Closing-the-Gap-Quality-and-Stndards-in-Ethical-Supply-Chains/ [Accessed 21 Jun. 2015].