Gore, nudity and leadership lessons: an HR guide to Game of Thrones

first_img Previous Article Next Article Mohssen Assanimoghaddam/DPA/PA Images While the return of Game of Thrones is exciting for some, others who don’t watch it might feel excluded or will feel they have to give the show a whirl to see what the fuss is all about and to be able to offer an opinion. If they do, writes business psychologist and leadership specialist Stuart Duff, they’ll find that some of the characters have familiar traits – good and bad, but maybe more bad… Leadership lessons from Game of ThronesAt its core though, Game of Thrones can be seen as a show about leadership. Specifically, the quest to climb (and remain) at the top of an organisational ladder.Admittedly, plotting, poisoning, acts of extreme brutality and political posturing aren’t as common in the modern workplace as they might be in King’s Landing. And, certainly, morality, the rule of law and fairness aren’t strictly observed by this cast of reprobates, but nonetheless some of the personality types viewers come across are quite instructive. Let’s start with the show’s greatest survivor and hero…Jon Snow – the servant leaderWhen someone leads simply by meeting the needs of the team, they can be thought of as a “servant leader.” Much like Jon Snow, who was surprised to be nominated by his comrades to become the Lord Commander of the Night’s Watch and subsequently, the King in the North, servant leaders will lead by example. They exhibit high levels of integrity and lead with generosity.These individuals will often achieve leadership positions as a result of their values, ideals, and ethics. With these traits, they will create a positive organisational culture and inspire higher morale among team members. Servant leadership is often most valuable in positions where leaders are elected to serve a team, organisation or community.Daenerys Targaryen – the transformational leaderTransformational leaders are always seeking ways to improve their organisation, and to push their teammates out of their comfort zone. The Mother of Dragons, herself, could very well be considered a transformational leader. Though her ultimate goal is to win the Iron Throne, Daenerys empowers and helps people in need wherever she goes, and is determined to be a principled, compassionate, empathetic queen.This particular form of leadership is great for motivating employees to push themselves. However, transformational leaders can sometimes risk losing sight of their teammates’ individual learning curves.Cersei Lannister – the autocratic leaderAs illustrated by Cersei Lannister’s relentless, single-minded quest to rule Westeros, autocratic leaders make decisions without taking input from anyone around them. They will rarely consider the wellbeing of other people, and instead, will expect teammates to adhere to all of their decisions without question.This is an incredibly destructive – and unsustainable – style of leadership, and most people who take this approach will ultimately alienate those around them. With Cersei continuing to build a long list of enemies as we enter the final series of Game of Thrones, and showing no sign of changing her ways, she is surely due a severe comeuppance.Ned Stark – the democratic leaderPoor old Ned Stark, often thought of as the most honourable man in Westeros, didn’t survive the first series but is a perfect example of a democratic leader. This leader will always make the final call on a decision, but those decisions are based on the input and wellbeing of each of their teammates. His wife, sons and allied clan leaders all were able to advise him. However, he might have lasted a little longer had he listened more closely to Master of Whisperers Varys.Democratic leadership is often regarded as one of the most effective leadership styles, because it allows lower-level employees to learn and exercise authority that they may to need to deploy in positions that they will one day hold themselves.Tywin Lannister – the task-oriented leaderTask-oriented leaders focus solely on getting the job done, to the extent that they can sometimes show signs of autocratic behaviour. It’s little wonder, therefore, where Cersei learned her scheming behaviour. Task-orientated leaders, such as former Hand of the King, Tywin Lannister, will actively put rigid structures and plans in place to organise and monitor work. These leaders will also create and maintain high standards of performance for their teammates.While Lord Tywin’s scheming and political manoeuvring led him to become one of the most powerful people in Westeros, task-oriented leaders often fail to consider their teammates’ wellbeing. This style of leadership can, therefore, fall victim to many of the same flaws as autocratic leadership, with motivation often dropping to very low levels among the people they lead.Tywin’s style of dictatorial leadership and his brutal use of power risked sowing the seeds of his own demise, a risk he appeared utterly (and delightfully) oblivious of. No comments yet. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website Related posts:No related photos. Gore, nudity and leadership lessons: an HR guide to Game of ThronesBy Stuart Duff on 16 Apr 2019 in Equality & diversity, Latest News, Personnel Today, Leadership View all posts by Stuart Duff → About Stuart Duff Stuart Duff is partner, head of development, at Pearn Kandola last_img read more

Petrochemicals to dominate upcoming oil and gas projects in China by 2025

first_img GlobalData notes that in China’s petrochemicals sector, new builds are set to dominate the project starts (Credit: Shutterstock/manine99) Petrochemicals are set to dominate upcoming projects across the oil and gas value chain in China by 2025, says an industry report.The analysis by GlobalData shows that of the 676 projects set to begin operations between 2021 and 2025, 512 will be in the petrochemical sector – accounting for 76% of the total number of developments across the country’s oil and gas industry.The data and analytics firm notes that in petrochemicals, new builds dominate the project starts with more than 90% while the rest are expansion projects.“Massive investments are currently underway in the Chinese petrochemicals sector by both domestic and foreign investors to meet the ever-growing demand,” said Soorya Tejomoortula, oil and gas analyst at GlobalData.“Some of the major sectors driving petrochemicals demand in China include packaging, consumer durables and automobiles.” Analysis by GlobalData shows that of the 676 projects set to begin operations between 2021 and 2025, 512 will be in China’s petrochemical sector Midstream segment set to make up 12% of upcoming oil and gas projects in ChinaAmongst the upcoming petrochemical projects in China is the Zhejiang Petrochemical Daishan Xylene Plant 2 – a key development with a capacity of 4.8 million tonnes per annum (mtpa).The new-build plant, which is expected to cost $4.5bn, is currently in the construction stage and is expected to start operations by 2022.In the upstream segment, GlobalData expects 45 projects to start operations in China by 2025. One notable project is Kenli 6-1 – a shallow water conventional oil field currently in the construction stage that is expected to begin operations this year.Of the 676 projects set to begin operations between 2021 and 2025, 512 will be in the petrochemical sector (Credit: GlobalData)Elsewhere, Weirong Phase II, which is the expansion of the Weirong shale gas field, is part of China’s efforts to push for unconventional resources development and increase domestic gas production.The 81 midstream projects in the pipeline will mark about 12% of all oil and gas projects in the country, most of which are made up of LNG regasification developments.One of the largest projects is the Yantai Expansion terminal, which has a capacity of 487 billion cup feet (bcf). It has received approval to start operations in 2025 and will cost $1.1bn.In terms of pipelines, the 3,371km-Power Of Siberia 1 gas pipeline is currently under construction and is expected to start operations in 2025 at a cost of $9.3bn.last_img read more