Leadership Style and Ethical Orientation: dwrd Gugh Whitlam - Case Study Example

dwаrd Gоugh Whitlam Name: Institution: Date: Background and Traits Whitlam, the man who rose to be the ALP leader and subsequently the 21st Australian prime minister, born in July 1916, is arguably a unique individual among other Australian Prime Ministers before and after him. On one hand, a key leadership trait demonstrated by Whitlam was his eloquence. In fact, although he joined the royal forces army to fight in the World War 11 period after Japan attacked, he remained vocal and advocated for the ALP election in the 1943 federal elections as well as the passage of the fourteen powers referendum in 1944, although the latter failed. At this time, while still in uniform he not only persuaded his peers into the ALP party, but also his superiors where he managed to rise through the ranks to a flight lieutenant at his time of dismissal from the force. This rapid growth and influence indicate that he demonstrated leadership traits not only on the political arena but also as a professional army officer. An additional leadership train clearly evident in his leadership approach was that Whitlam was an independent thinker. In this regard, although he had his undivided devotion and loyalty to the ALP party, he never failed to express his independent mind in the event that the developed party ideologies and resolutions run in contrast with his own beliefs and convictions. This as Badaracco (2006) noted is a key leadership trait among any influential leader. In this regard, through the demonstration of an independent mind, a leader is able to develop rational decisions not based on popularity and pleasing others, but rather based on what is just and right for their followers. Therefore, with his demonstration of an independent mind as a young member of parliament representing Werriwa, he showcased good leadership skills. Among other instances where he demonstrated an independent thinking approach was the case of Australian forces withdrawal from Vietnam. In this case, although the ALP party advocated and resolved to campaign for immediate and unconditional withdrawal of the forces, he made an independent decision and argued that such a move would be inappropriate. Instead, he advocated for the development and retention of training centres to support the local forces as well as safeguard Australian interests on the global platform. These, sentiments and arguments that came in the wake of the federal elections were perceived by critic as key among the reasons for the party losing to the coalition government. A similar scenario where his independent mind and thinking approach was used was during his tenure as the prime Minister. In this period, although the opposition controlled senate had refused to pas the appropriation bills that risked his eventual government failure, he declined to cave in delaying senate recall or advising the governor general to call for elections, regardless of increased pleads. At this time, both the labour and liberal party members saw and advised him to cave in to the opposition’s demands. Consequently, although he finally lost his premier position to the opposition chief, he stood his ground and expressed a no remorse approach in the consecutive years upon his retirement from politics. Situation and Explanation Theories Whitlam’s rise to his leadership position both as a politician in the Australian politics and latter on as a diplomat in the consecutive latter years can be attributed to his father. In this case, an argument on the inherent leadership theory can be applied. As such, his father, who rose through the ranks to assistant solicitor General, was actively involved in human rights activism. As such, it can be rightfully argued that genetically, the family was made up of leaders’ right from the beginning. In fact, this assertion could be extended to include Whitlam’s son who later emerged as a key business leader rising to the post of New South Wales Bank CEO latter on. As such, leadership was a family virtue which can be argued as transferred and passed on through the family. On the other hand, Whitlam’s leadership rise can be described through the situational leadership theory. In this regard, as Daft (2015) stated, the theory holds that an individual leadership skills and expertise is based on the existing situations and circumstances that propagate and propel them to leadership. In this case, having lived in Canberra he had firsthand experience of the nature of regional segregation and neglect met on the region, which propelled him to advocate for political and regional balance inequality. Consequently, upon his Premiership tenure, he developed and established an urban improvement policy through which the federal government financed urban infrastructure improvement as well as the development of a sewerage system for every homestead. Therefore, based on this evaluation, it can be argued that the situational theory played a significant role in enhancing Whitlam’s leadership traits and passion development in his formative growing up years. Personal Contribution Whitlam as a leader served and contributed a lot to the Australian society as well as the international nations at large. However, much of his contribution was in the Australian society, especially upon his appointment as the Prime Minister in 1972-1975. One of the key contributions was social development where his government introduced a free heath policy. Consequently, through the federal government policy, a majority of the poor Australian society members, who were previously locked out of proper and quality health care services, thus promoting a concept of social equality across the nation States. In addition, his government introduced the tuition free university education. As such, those willing to study were offered an increased opportunity with the elimination of the cost barrier (Bratton, Grint & Nelson, 2005). The approach benefits the Australian society on two major fronts. On one hand, the nation gained increased qualified labour force while the bridge between the poor and the rich was reduced with increased poor society access to education. Finally, under his Premiership, Whitlam initiated the urban development reforms. In this case, as already mention, he sought to renovate and develop new infrastructure to complement the failing city infrastructure. Consequently, the approach enables the Australian society gain increased economic and social developments. Further, besides his contributions as a politician, Whitlam after politics life served additional benefits to the Australian society. For instance, upon his appointment as an ambassador to UNESCO, he spent much of his time and energy defending and developing the organisations credibility internationally. Similarly, together with his wife Elizabeth, and an additional delegation team in 21993, he played a significant and critical role in influencing the Olympic committee to allow for the hosting of the famous Sydney 2000 Olympics, an event that led to increased economic and social development in the nation. Therefore, based on the above analysis, it is apparent that as a leader, Whitlam served and benefited the Australian society, which formed his follower base throughout his lifetime. Leadership Style and Ethical Orientation Denning (2007) stated that a leadership style is described as he approach and manner in which an individual leads people and develops a following. While as some leaders are stimulative and motivate followers to abide by their authority, others are manipulative and influence following through force. Based on this description, Whitlam leadership style can be described as a blend and combination of both motivate reformist approach as well as the manipulative, autocratic leadership style. On one hand, Whitlam was a reformist since his entry into the Australian political leadership scene. In this case, his contributions in the ALP party over the years were based on the process of reforming and changing the existing policies and structures. In fact, it was the reformist approach and style that earned him and the party the 1972 federal elections win. In this regard, he had pledged reforms in the health, urban management and education sectors. Subsequently, true to his campaign pledges he initiated dramatic reforms in the Australian economic and social platforms days into his swearing in as the 21st Prime Minister (Yuki, 2009). On the other hand, his leadership in the ALP party can be described as autocratic. In this regard, he sought absolute control and influence in the party, upon his assumption of the party leader’s office. In fact, he revolutionized the party structure, against the executive wish to change the party stand into supporting the abolishment of the constitution, a goal that remained until his retirement as the party leader. Nevertheless, with respect to ethics and morality, Whitlam was an ethics crusader. In this case, following onto the steps of his father, a renowned human rights activist, he advocated for equality and equity across Australia. Moreover, despite having acquired immense political influence, he restrained form corrupt practices and up to his death was not alleged or connected with no public funds misuse or scandal both within and out of Australia a sign Nahavandi (2008) alluded to a good leadership demonstration. Conclusion In summary, based on the above analysis, it is apparent that Whitlam perceived leadership in a completed different angle form most political leaders. In this regard, instead of perceiving leadership as a platform for personal development and gains, he perceived it as an opportunity to serve and better his followers’ lives. Whitlam died in October 2014, at the age of 98 years. References Badaracco, J (2006). Questions of Character: Illuminating the Heart of Leadership through Literature, Harvard Business School Press, Boston Mass Bratton, J. Grint, K. & Nelson, D. (2005). Organizational Leadership, Thomson South, Western Mason, Ohio Daft, R. L. (2015). The Leadership Experience 6th ed. South Western, Cengage Learning Denning, S., (2007). The Secret Language of Leadership: How Leaders Inspire Action through Narrative, Jossey Bass San Francisco CA Nahavandi, A. (2008). Art and Science of Leadership 5th ed. Pearson Australia, Frenchs Forest NSW Yuki, G. A. (2009). Leadership in Organisations 7th ed. Pearson Education Upper Saddle River NJ. Read More