In the Nigeria Delta Oil Spill

In the Nigeria Delta oil spill, a critical point of discussion arises on how the leader of the Shell organization would propose viable solutions. The following paper covers various research models and theories that suggest the context in which leaders become a major part of the decision making process. These decisions also become critical for internal and external individuals, organizations and the communities that are involved. In relation, each person is connected through a system of meanings that result from the social interaction amongst them, this further allows for individuals to make sense of their environments. In the following paper the Delta Nigeria oil spill is examined through these various approaches and perspectives on effective leadership discussed below.

The social constructionist perspective in leadership suggests that an individual constructs and interprets a series of individual meanings through reconstructing his/her own social reality. The social constructionist approach to leadership holds “that leadership is a property of observers rather then leaders”, this idea suggests that leadership is a consequence of various accounts and interpretations, rather then the consequence of a rational or objective analysis (2010). In relation, the Nigerian Delta oil spill, I believe will require a leader of that would have to consider the impact that it has had on the environment, the community, employees, shareholders, and everyone who is directly affected. This brings into light the concept of “sensemaking”, that is making something sensible or something that would have to connect his/her observations and interpretations by constructing their own reality. The notion of sense-making suggests that “the content of sense making is to be found in the frames and categories that summarize past experience, in the cues and labels that snare specifics of present experience, and in the ways these two settings of experience are connected” (2010). Combining these ideas and thoughts, a leader would have to interpret the situation by observing and extracting cues from their environment.

The Nigeria Delta oil spill calls into question a proposed solution for the leader of the Shell organization. This leader would be required to assess the needs of the situation in order to make sense in a crisis situation. The article titled on How to Bounce Back from Adversity discusses an individual’s ability to reflect on crises. I believe one would have to think independently of the situation, particularly when assuming a leadership position. For example, Margolis states that “most of us, when we experience a difficult episode, make quick assumptions about its causes, magnitude, consequences, and duration” which produces a reflexive reaction. This can also lead to making quick decisions in ethical circumstances. For example, to clean up the oil spill and to compensate the local communities