Styles of Leadership in Different Cultures

Styles of Leadership in Different Cultures Executive Summary There are various motivational theories and styles of leadership which are being practiced by organizations worldwide. Certain motivational theories and styles of leadership would only be applicable based on factors such as the culture within which the organization operates. Sri Lanka being a country where power culture has been dominant has to follow less flexible, more extreme motivational theories and styles of leadership such as McGregors XY Theory and Autocratic or Authoritarian Leadership style respectively. It has been identified that there are various advantages and disadvantages of pursuing certain leadership styles. However, it is clear that independent of the style of leadership used, if the leader is an effective leader, this would be a great strength for an organization. Standard Chartered Bank having reported seven successive years of record income and continuous expansion of market share, despite the existing global economic condition, has been recognized as one of the worlds leading banks. The success is entirely a result of the effort of employee groups and leaders of the bank who have been exposed to a unique culture which has been brought up at the bank. Table of Contents Table of Figures Introduction An organization can be defined as a group of individuals working together to achieve a common goal or objective. To achieve these common goals and objectives an organization would require leadership as well as motivation. There are various styles of leadership and motivational theories which are practiced by organizations in order to achieve the desired result. Above all, effective leadership could be identified as one of the best motivational factors. An extensive analysis regarding Standard Chartered Bank has been done with the purpose of analyzing functions of groups, teams and leadership within organizations. Standard Chartered PLC is a British financial services company headquartered in London, England with operations in more than seventy countries. It operates a network of over 1,700 branches and outlets (including subsidiaries, associates and joint ventures) and employs 80,000 people. Despite its British base, it has few customers in the United Kingdom and around 90% of its profits come from Asia, Africa, and the Middle East. Motivational Theories and Leadership Motivation could be defined as a psychological process where internal and external factors influence a person to be continuously interested in pursuing and achieving goals. It could be said that motivation influences a persons behaviour at work and ultimately how he performs during the job. There are various motivational theories followed by organizations to motivate their employees and some of these theories are discussed below. Motivational Theories Douglas McGregors Theory X and Theory Y Douglas McGregor has developed two models which are known as Theory X and Theory Y. These two theories were formulated through examination of theories on individual behaviour at work. Douglas McGregors Theory X states that an average human being dislikes work, prefers to be directed, avoids responsibility, has little or no ambition, works for money and mainly security. Theory X has given rise to two management approaches, which are the soft and hard approach. Under the soft management approach, managers seek harmony with the employees under the impression that employees would cooperate with them when necessary. Where, under the hard management approach an employee has to be coerced, controlled, directed and threatened till the expected result it achieved. However, it should be noted that none of the extremes are suitable as employees require more than monetary rewards, they require fulfilling their higher order needs. It is understood the main reason for organizations to use this approach is to ensure that employees behave in the expected manner. Theory Y, unlike Theory X looks at an average human being from a more optimistic angle. Theory Y states that an average human being likes work, directs himself, accepts and seeks responsibility. Theory Y would be more valid and is used by organizations as this would result in higher levels of motivation for employees through matching organizational goals with personal goals. Further, this would lead to employee empowerment as creativity and opportunity to exercise initiative is allowed. Maslows Hierarchy of Needs Theory Maslows Hierarchy of Needs Theory speaks of five groups of basic needs which usually motivate behaviour in many cultures. These basic needs are Physiological, Safety, Social, Esteem Needs and Self Actualization. Figure (Maslows Hierarchy of Needs) In Maslows Hierarchy of Needs Theory, once a need has been satisfied, the desire to satisfy a higher need rises. Hence, a person would be motivated to perform better. Organizations would use this theory to decide on what type of motivation needs to be given to its employees. Organizations use this theory by identifying, Behaviour of an individual at a given moment depends on his strongest need Physiological needs have the highest strength and a majority of employees would work to satisfy this level only An unsatisfied need acts as a motivation factor Once a need is satisfied the desire to achieve a higher order need rises A satisfied need would no longer act as a motivation factor ERG Theory ERG Theory resembles Maslows Hierarchy of Needs Theory. ERG Theory has three groups of needs. Where the first group would be Existence Needs (i.e. physical and material wants), second group would be Relatedness Needs (i.e. desire for interpersonal relationships) and third group would be Growth Needs (i.e. desire to be creative and productive). However, unlike Maslows Hierarchy of Needs Theory, the ERG Theory states, if frustrated in trying to satisfy Growth Needs, Relatedness Needs will re-emerge (frustration regression process). Organizations would use ERG theory to help them identify their employees dynamic needs and help the organizations to understand why employees have such dynamic needs (i.e. once satisfaction progression occurs the needs change and once frustration regression occurs needs change once again). Herzberg Two Factor Theory or Motivation Hygiene Theory Herzberg after carrying out many surveys concluded that to understand employee satisfaction or dissatisfaction work had to be divided into two categories. Motivation Factors: Factors which are strong contributors to job satisfaction. Hygiene Factors: Factors which are not strong contributors to job satisfaction but which must be present to meet an employees expectations and prevent job dissatisfaction. Hygiene Factors: Job security Relations with others Physical working conditions Company policies Pay Quality of supervision Motivation Factors: Achievement Responsibility Recognition Opportunities for personal growth Promotion opportunities Organizations use Herzbergs Two Factor Theory firstly to identify if their employees hygiene factors are met through which an assessment could be made regarding whether the employee is satisfied with the job or not. If not, the organization can identify which factors need to be adjusted so that this may alleviate job dissatisfaction. However, to motivate someone to perform better or to increase satisfaction motivation factors must be addressed by the organization. Using this theory, an organization would be able to identify which form of motivation would be necessary to motivate an employee as motivation factors relate to the nature of the work itself and the way the employee performs it. It should be further noted that this theory has a twofold approach of eliminating dissatisfiers and enhancing satisfiers. Victor Vrooms Expectancy Theory According to Victor Vrooms Expectancy Theory employees will work hard to achieve rewards that they values and that they consider obtainable. Further, Victor Vroom states that an employee will be motivated to exert a high level of effort to obtain reward under three conditions. The employee believes that his or her efforts will result in acceptable performance. The employee believes that acceptable performance will lead to the desired outcome or reward. The employee values the reward. (Karen Collins, 2007 cited in Flatworld Knowledge, n.d) Figure (Expectancy Theory Model) (Karen Collins, 2007 cited in Flatworld Knowledge, n.d) Organizations would use this theory as it would help the organization to understand and interpret, How employees decide to work The effect of planned rewards programs The effect of such planned rewards on the productivity of employees Sri Lanka is a country within which power culture is dominantly seen not only within society but also within organizations. As a result of this culture which has not changed much throughout the years, work force of an organization would naturally await orders from the top and are not interested to take initiative in most situations even when given the chance. Hence, when considering motivational theories which are now widely practiced through the world where a technique of motivating employees in a natural manner is used, it could be understood that such motivational theories if applied within organizations of the country may not result in the expected outcome. Based on this information it is possible to arrive at the conclusion that the most suitable motivational theory to be used by organizations operating within Sri Lanka is McGregors XY Theory where Theory X assumptions have to be used. Leadership Leadership Styles Leadership could be defined as a relationship through which one person influences the behaviour or actions of other people. There are various factors which should be considered when selecting a style of leadership. For example, nature of task (i.e. Urgency, Complexity), type of people being led (i.e. Maturity, Technical Experience, Competence), etc. There are mainly three types of leadership. The Authoritarian or Autocratic Style: A leader exercising this style would make decisions alone without advice from their followers and would state what has to be done and how. Such a style would be suitable in an occasion when all the required information to solve a problem is available, there is a lack of time and the employees are well motivated. The Participative or Democratic Style: A leader exercising this style would involve employees in the decision making process. The leadership functions are shared with members of the group resulting in greater interactions within the group. The group members have a greater say in decision making, determination of policy, implementation of systems and procedures. (Laurie J. Mullins 2007, p. 371) However, it should be noted that the leader maintains the final decision making authority. A Laissez Faire (Genuine) Style or Delegative Style: A leader exercising this style would allow the employees to make decisions after observing how employees work on their own. This is done when employees are able to analyze a situation and decide what has to be done and how. However, the leader would still be responsible for the decisions made. Beyond these leadership styles, it should be understood that leadership behaviour could either be directive or supportive. Advantages and Disadvantages of Leadership Styles Leadership Style Advantages Disadvantages The Authoritarian or Autocratic Style More group productivity while leader watches Decision making process is quicker as the leader makes the decision individually The organization may respond to danger quickly The level of dependence on the leader increases The level of hostility among employees may increase Work force may dislike being ordered around resulting in employee de-motivation The Participative or Democratic Style A positive work environment could develop Motivates creative thinking Reduces employee turnover as a result of less friction between the work force and the leaders Slower decision making Arguments may arise A Laissez Faire (Genuine) Style or Delegative Style Results in employee empowerment Promotes independent thinking Motivates creativity Employees can misuse the freedom given to them and perform poorly Figure (Advantages and Disadvantages of Leadership Styles) Leadership and Motivation Distinguished An authoritarian or autocratic leadership style is followed when employees are dependant and resist change. The efficiency of such employees would be low. Through high levels of supervision, command and control which is exercised by such leaders would motivate employees mainly in three forms. They are, Peer Motivated: As employees would like to be like others Authority Motivated: As employees would follow policies Threat and Fear Motivated: As employees would react to force When a participative or a democratic leadership style is followed there would be greater interaction within the group and hence the personality and efficiency of employees depends on the leaders skills and the work environment which he has created. When following such a leadership style, employees would be motivated in three forms. They are, Goal Motivated: As employees may recognize some opportunity Reward Motivated: As employees would recognize some opportunity for some material reward Recognition Motivated: As employees would recognize an opportunity for change in social status A Laissez Faire or delegative style is followed when employees take up leadership, thrive on change or opportunity, are independent and are achievers. Such employees would be very efficient compared to employees under other leadership styles. Leaders following this style would have limited supervision and would delegate decision making responsibility to employees. When following such a leadership style, employees would be motivated in two forms. They are, Self Motivated and Team Motivated: As employees are allowed to practice creativity When the above three types of leadership and motivation associated with them are analyzed, naturally a participative or a democratic leadership style is best to follow because in a team-motivated environment, dependant employees will be inspired and will strive to be acceptable with independent thinking co-workers. However, as it was mentioned before, due to the culture element of the country work force of an organization would naturally await orders from the top and are not interested to take initiative. Therefore, a leadership style where high levels of supervision, command and control is practiced would be more applicable for such an environment meaning, the most suitable leadership style to motivate employees within organizations would be the authoritarian or autocratic leadership style. Effective Leaders; A paramount to an Organization It could be said that effective leaders are the key for success of any organization. There are many characteristics an effective leader should have. Based on the information given below it is possible to understand that an effective leader is strength to an organization in many aspects. Given below are five factors which make an effective leader a paramount to an organization, An effective leader would be able to influence and inspire people to accomplish a goal, or an objective of an organization. It should be understood that leadership is not about power and has no relationship with driving employees to accomplish their tasks and duties out of fear. It should further be understood that an effective leader would help to encourage or motivate other employees to take up leadership, forming a successful and a powerful workforce. An effective leader would be a visionary person meaning awareness of organizational goals, objectives and vision. Only if employees see that their leader is aware of the direction which he must head they will follow him. This could be an advantage to an organization as such a person would be able to lead the employees of the organization in such a manner that they would achieve organizational goals and objectives. An effective leader would be a trustworthy person. It should be understood that trust if a leader is trustworthy his employees would have confidence in him even at tough times. Hence, it should be understood that if an organization has such a leader who has good relationships, is trustworthy and follows ethical standards that this would be a massive strength for the organization as this could be considered the base for an effective organization. Further, this would help the organization to develop a good impression through the community in which it operates. An effective leader would be able to communicate the organizational goals, objective, vision, knowledge and technical expertise to the organizations employees. This would help the employees of the organization to become effective too as they would gain the required knowledge, skills and an idea about organizational goals, objectives and vision. An effective leader would be able to make successful decisions based on intuition. This could lead an organization to success as at times there may be a need to make decisions quickly which maybe of very high importance and value when time for gathering information may be very limited. Groups, Teams and Leadership It is no secret that behind the success of Standard Chartered Bank, the staff of the bank has played a very important role. Effective leadership and well motivated staff has been the key for this excellent performance. To support and improve leadership development within the bank, Standard Chartered Bank now has seven core leadership development programs along with feedback programs such as the 360 feedback tool. Standard Chartered Bank gives special consideration not only for leadership but also for aspects such as employee relations, team building, culture and values, etc. Nature of Groups and Team Roles Nature of Groups A group could be defined as a collection of people who interact with each other over time in order to reach goals. These groups can either be formal or informal, where both types of these groups are seen at Standard Chartered Bank. One note worthy feature of these groups at Standard Chartered Bank is that the groups consist of individuals who come from various backgrounds, cultures and have different skills. However, Standard Chartered Bank has made sure that no conflict among bank staff occurs but instead understanding and development in multiple fields occurs; great example for this will be the employee exchange program (first time in 2008, between India and China) which the bank launched recently. Through this approach, Standard Chartered Bank has been able to, Align teams with business vision and objectives Build staff engagement and commitment Create opportunities for open and courageous conversations Clarify dependencies Accelerate high performance by leveraging strengths Team Roles A team role is, a pattern of behaviour, characteristic of the way in which one team member interacts with another whose performance serves to facilitate the progress of the team as a whole. (Laurie J. Mullins 2007, p.332) As Belbin has stated, even though there are nine team roles, it is rare to find members who are strong in all nine team roles. Standard Chartered Bank too has recognized this and in order to build up teams who are skilled in multiple ways the bank follows job rotation programs and also as it was mentioned above employee exchange programs. Through the employee exchange program or rather the talent exchange program the bank expects to forge stronger working relationships and cultural understanding between the two strategically important markets All our development is based on the philosophy of being a strengths-based organisation. We encourage individuals, managers and teams to identify and focus on their distinctive talents, and constantly challenge them to achieve more with them. We recognise that individual strengths are unique, and that each employee will deliver in a role in a different way. (Standard Chartered Bank, 2009) As it is quoted above, the bank encourages recognition of individual strengths through which the bank expects to achieve greater strengths. Through the interaction of individuals of such nature the bank expects to develop a highly talented work force through team work. Even though an individual member may not be highly talented he will be motivated to achieve and develop new strengths when he would be allowed to interact with people talented in multiple fields. Therefore, it could be understood that team roles play a vital part in the development process of the bank. Stages of Team Building Given below are the stages of team building or team development, Forming formalities are preserved and members are treated as strangers (polite but untrusting). Storming members start to communicate their feelings but probably still view themselves as part of their parent department rather than part of the team. They attack others insular attitudes while guarding their own (testing others). Norming people feel part of the team and realise that they can achieve work if they accept other viewpoints (valuing other types). Performing the team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance (flexibility from trust). (Carter McNamara, 1999) The above four stages of team building or development are very evident at Standard Chartered Bank. The initial two stages would be very clearly seen at the beginning when an employee would be newly selected and/or when they switch branches (consider the employee talent exchange program for example). However, as time passes by (a period of three months for the employee talent exchange program) employees would learn about each other, would value each other especially their culture and would be able to perform with flexibility which would build up from trust. An example for the last stages of the team building process would be when top executives frequently fill in for one another, whether leading regional celebrations, representing Standard Chartered Bank at key external events, or initiating internal dialogues with employees. They make their collaborative behaviour visible through extensive travel and photos of leaders from varied sites working together. Beyond the above mentioned four team development stages, there is one additional step which is known as adjourning. This would mean disbanding of the group due to completion of a task, members leaving the organization or moving on to other tasks. Team Cohesiveness It is one of the main responsibilities of a leader to ensure that the members of his work group cooperate so that the work group would be able to achieve the expected results. It is clear that cooperation among members of work groups is likely to be greater in a cohesive group resulting in beneficial effects for the organization. There are many factors which affect group cohesiveness. These factors could be categorized under four major headings as shown in the diagram below. Figure (Factors Contributing to Group Cohesiveness Performance) (Laurie J. Mullins 2007, p.307) Even though it is stated that there are disadvantages of cohesive groups such disadvantages have been minimized at Standard Chartered Bank through the unique culture which has been bread. The disadvantages of cohesive groups have been overwritten by the advantages of cohesive groups at Standard Chartered Bank resulting in an overall positive outcome. These groups have helped the bank through increased interaction between members of diverse cultures and ethnicities, growth of skills and knowledge of members through mutual help, lower turnover as the member feels that the organization has become a part of him, etc. Motivational Tools and Techniques Standard Chartered Bank follows a range of methods to encourage or motivate their employees. Motivation at Standard Chartered Bank takes place through, Learning and Development: Learning and Development process at Standard Chartered Bank starts once an employee joins the bank and this will continue till the employee resigns the organization. Standard Chartered Bank uses advance new technology to make this process an interesting one and gives encouragement for members to participate. Examples for Learning and Development at Standard Chartered Bank: Right Start, Job rotation, Talent Exchange, Core Leadership Development, 360 feedbacks etc. Employee Relations: Standard Chartered Bank follows an approach where it would deal with employees on an individual basis rather than a collective basis. This approach focuses on direct communication, managing organisational change and involving and motivating employees. Reward and Recognition: There are two elements to remuneration within Standard Chartered Bank; an annual salary and a performance based element. At Standard Chartered Bank performance would not mean just achieving goals instead it means how employees demonstrate the banks unique culture and values in their working lives. Employees would receive individual ratings but those with lowest values of ratings will not receive any performance related bonus even if they have achieved their final targets. Great Working Environment Other Facilities: Standard Chartered Bank has an environment which could be stated as one of the best environments to work at. The structures have been constructed according to expected standards and latest technology has been used where possible. Further, the bank provides other facilities, such as the day care centre where various forms of education would be given for the children of the employees, freeing the employees from the burden of worrying about their children during working hours. Impact of Technology on Team Building It is clear that technological changes have enabled Standard Chartered Bank to achieve new heights in many fields. When considering team building, as it was mentioned above in the previous section, Standard Chartered Bank uses technology right from the beginning of an employees career. Right Start is the new induction process which the bank uses for new employees. It is clear, that even this simple step will help the organization to develop better teams within shorter time periods resulting in more effective outcome. Hence, it is understood that technology has a massive impact on team building process. Our induction process for new employees was enhanced during the year with the launch of a new online virtual world. The Right Start Learning Journey offers access to critical information about our history, core businesses and supporting functions, sustainability agenda and much more in a fun and interactive way. New employees can visit the site, which was created by our Learning and Development Team, as often as they like while a discussion forum allows them to communicate with other new recruits. (Standard Chartered Bank, 2009) It should further be understood, that this same process of new employees getting to know other employees and building up successful teams would have been a very slow process causing possible inefficiencies for the organization in indirect ways. Even though technology has had its positive impact on the team building process it could be said that there are drawbacks if excessive technology is used as it may decrease person to person interactions resulting in lower awareness or understanding regarding one another. However, this situation is not yet seen at Standard Chartered Bank as the bank arranges certain social events where employees can get to know each other better, independent of their position at the bank. Conclusion Due to the strong cultural effect persisting within Sri Lanka, employees would naturally require high levels of supervision, command and control resulting in the usage of leadership styles such as authoritarian or autocratic leadership and extreme motivational theories such as McGregors XY Theory (Theory X assumptions), neither of which could not be considered as the best choice. To overcome this situation, changes to the culture within the organization could be done through an eventual process and in such a manner that employees would not feel threatened. Further, it could be understood that an effective leader could bring about the desired change even in such a culture. Behind every successful organization there would always be a highly talented and committed work force as at Standard Chartered Bank. Based on the information which was stated in the body of the report, it was possible to arrive at the conclusion that due to the unique culture which has been brought up at Standard Chartered Bank where technology and many other elements have played an important role, every employee would have an opportunity to either be an excellent team player or to be an excellent leader. To further improve, the bank can integrate more team based discussions and such activities where technology could be used in a balanced manner.

Hatshepsut

Hatshepsut Hatshepsut was one the greatest rulers of Ancient Egypt but her rise to power didn’t come without deceit and betrayal. As daughter of Thutmose I a great Ancient pharaoh and Ahmose his famous wife, Hatshepsut had a passion for power and the family blood to fulfil her dream. With Successful military campaigns, peaceful country and a thriving economy, Hatshepsut had all the components of a great Pharaoh but this did not come easy. How did the first woman pharaoh rule for over 2 decades? What made her such a successful ruler and how did a woman come to power in a male driven society? Hatshepsut was a unique personality which gained her power amongst the Egyptian people. Born in the 18th dynasty to Thutmose I and Ahmose, Hatshepsut had power and authority in her blood to rule a great and influential nation. Hatshepsut acquired this authority from the rule of her father which left great expectations for her since birth. Hatshepsut was sister to Princess Neterukheb and her two brothers Wadjmose and Amennose who had both died at a young age leaving Hatshepsut as heir the Dynasty. This didn’t last long as she was married off to her half brother Thutmose II at a young adolescent age. As a child, Hatshepsut was taught how to read and write hieroglyphics by the royal scribe. Hatshepsut questioned her requirement to be educated as it hadn’t occurred to her that one day she may become pharaoh. Throughout Hatshepsut’s rise to power she obtained various titles to her name. Hatshepsut inherited the title â€Å"God’s wife of Amon† from Queen Tetisheri which was then passed down to Hatshepsut’s Daughter, Neferure. But it is clear that her greatest title she ever acquired was not only Queen of Egypt but King of Upper and Lower Egypt. Hatshepsut gained this position after the death of her Pharaoh husband Thutmose II whom which they shared the same father Thutmose I. Thutmose II only reined for about 3 years before an unknown illness took his life. This left his son to a minor wife Thutmose III the heir to the throne at a very young age. Thutmose III was too young to rein so Hatshepsut took the title or regent with the young soon to be pharaoh. She then crowned herself co-regent and finally declared herself pharaoh of Egypt. During her reign Hatshepsut had a number of people which helped her gain the power in which she held. Senenmut was a close associate of Queen Hatshepsut during and before her reign. Senenmut first entered the royal court under the reign of Thutmose II which led him to an influential associate when Hatshepsut announced herself as pharaoh. Senenmut had a close relationship with not only king Hatshepsut but also with her daughter Neferure. There were scandals of an affair between Hatshepsut and Senenmut which were recorded in graffiti by the workmen building the temple. Their close relationship resulted in Senenmut supervising the erection of Hatshepsut’s main monuments at Deir el-Bahri and Karnak. Although Senenmut played a significant role in the royal court, towards the end of Hatshepsut’s reign Senenmut disappears from view. There are many theories to explain the disappearance or death of Senenmut. These include that Senenmut decided to leave Hatshepsut and join with Thutmose III after the death of Hatshepsut’s daughter Neferure. Speculation remains high with Senenmut’s two tombs empty and unused by the royal associate. Imagery and monuments of Senenmut were attacked or desecrated soon after his disappearance leaving the question was it Hatshepsut or Thutmose III. Hatshepsut may have attempted to remove him from history as he was seeking to join Thutmose III, or did Thutmose III remove Senenmut with the expectation that Hatshepsut would soon fall. As Hatshepsut was one of peace and prosperity she had ample time to build and restore important monuments to the people. Hatshepsut repaired many temples and chapels including the Temple of the Lady Cusae and the Temple of Thoth. Many of her buildings were built for Amun-Re as he was her claimed father and Hatshepsut wanted to re-establish her connection with Amun-Re. But it is clear that her main achievements came from the new monuments at Deir el-Bahri and Karnak. The Mortuary Temple at Deir el-Bahri is one of Hatshepsut’s most recognised building projects. With its main dedication to the God Amun it also has parts dedicated to the God Anubis and Goddess Hathor. Located west of the great capital Thebes and designed and supervised by the royal associate Senenmut, Hatshepsut had created a master piece. Hatshepsut was particular about where the building was going to be placed but after numerous strategic calculations, Hatshepsut decided on Deir el-Bahri. It was positioned on the axis of the great temple at Karnak and in the sacred valley to the principal feminine goddess whom was connected with the funeral world. The most astonishing feature is that the temple stood in a straight line from the tomb which the Queen had proclaimed hers and had it excavated in the Valley of Kings. The temple consists of two ramps which lead to three layered terraces with the magnificent cliffs and the Valley of Kings as a background (See image 1). The three layered terraces reach 30m in height or 97 feet. Each of the Terraces is precisely constructed by a double colonnade of square piers and all the terraces are connected by long ramps. Hatshepsut still contained the classical Theban appearance with courts, a chapel, sun court and a sanctuary. On both sides of the entrance (See Image 2) are pillars which depict images of Hathor as the capitals. Under the roof line is in image of Wadjet who is the Goddess of Lower Egypt, Papyrus and the Protector of the Pharaoh. She is displayed as a two sided solar symbol and bordered by two long serpents. Hatshepsut often depicted herself as a male pharaoh by wearing false beards and the traditional male regalia of previous Egyptian Kings. She would often wear a Khat head cloth and false beard to show her power and to persuade the public that she was capable of performing a male role. She would wear a Shendyt kilt as depicted in many statues in the temple. Often Portrayed as a male it did not mean that she denied her female gender. Depicting herself as a male authority was a show to foreign rulers to respect her as a male and to gain acceptance among the Egyptian population. The temple at Deir el-Bahri includes an image that depicts Hatshepsut as a male pharaoh (see image 3) which shows her giving offerings to Horus the ancient sky god. Once stood statues and ornaments throughout the temple but they have since been stolen or destroyed by other pharaoh’s or robbers. It previously housed two statues of Osiris, an avenue lined by sphinxes and the many statues and sculptures of Pharaoh Hatshepsut. Hatshepsut led many expeditions but one of the most famous is the expedition to Punt. Hatshepsut took pride in announcing the departure of 5 Phoenician style ships to Punt which is now modern day Somalia. It was the first time in 500 years that the voyage had been embarked on. Punt was â€Å"God’s Land† as its terraced land was theoretically represented by the lands of gods. It is suggested that a French scholar Auguste Mariette believed that Hatshepsut’s Temple Deir el-Bahri represented the land of gods by being constructed in terraces like designs. The scenes of the expedition to Punt were carved on the walls at Deir el-Bahri on the Middle Colonnade opposite the Divine Birth Scenes representing and indicating the importance of the Expedition. The Expedition to Punt was most likely for trade with inner Africa rather than conquest of the rival civilisation. The trip was made to please her god Amun and fulfil his wishes of have a Myrrh tree in the garden of Amun. Amun had indicated that he would like to walk among them so Hatshepsut obeyed. Hatshepsut did not go on the voyage to Punt but she sent her official Nehesi and a selection of Egyptian soldiers. Sending the soldiers indicated that Hatshepsut had an army. The cargo of the ships included gold, ebony, elephant tusks, monkeys, baboons, panther skins, greyhounds and many trees. The cargo also included slaves and their young dependable family. When the fleet landed on the shores of Thebes, Hatshepsut and an elongated line of people marched the fleet. Hatshepsut was never far off making yet another dedication to Amun and she dedicated the best of the traded produce to Amun. The incense trees were planted in the open area of the central pathway at Deir el-Bahri. A stump of the tree is still able to be seen today. Hatshepsut was such a successful Pharaoh as she continued to re-establish a strong link with the god Amun which reassured the people that she was fit to be pharaoh. Hatshepsut created a thriving economy which created stability for the Egyptian people. Hatshepsut had many followers which made her rule so successful, for example Senenmut who supported throughout her reign till the unexplained disappearance shortly before she fell to Thutmose III. When Hatshepsut lost her throne and Thutmose III became Pharaoh of Upper and Lower Egypt, Thutmose III attempted to remove every written and visual piece of evidence to suggest that she was never pharaoh. In lists of the 18th dynasty pharaohs, Hatshepsut was often left off the list and her face hacked and cut out of art works depicting her as a pharaoh. Sculptures of Hatshepsut were removed and replaced with other Pharaoh statues and her name hacked out of carved writings. Thutmose III did everything in his power to remove her from history and yet she still is one of the most known Pharaohs of Egypt. Her accomplishments were triumphant making her a successful and respected Pharaoh of the 18th dynasty. Discussion-the availability of sources was ample as Hatshepsut is such a well known Pharaoh as she wasn’t just Queen she was King who ruled for over 2 decades. Different sites have different information for example one site will say that she ruled for 18 years and another will say 22 years. For the essay I had to take an opinion and use it in the essay as it was my piece of writing. Interpretations of images at various temples are different and you have to combine them to gain a complete understanding of the image. Appendix Image 1: Image 2: Image 3: | Bibliography: -NNDB tracking the entire world http://www. nndb. com/people/265/000162776/ Date accessed 6/5/2011 -Hatshepsut http://www. king-tut. org. uk/egyptian-pharaohs/hatshepsut. htm Date accessed 6/5/2011 -Hatshepsut – J. G. A. H. L. K. http://www. richeast. org/htwm/Hat/hat. html Date accessed 6/5/2011 -Hatshepsut – Caroline Seawright http://www. thekeep. rg/~kunoichi/kunoichi/themestream/hatshepsut. html Date accessed 7/5/2011 -Senenmut http://ib205. tripod. com/senenmut_2. html Date accessed 7/5/2011 – Mortuary Temple of Queen Hatshepsut http://www. bluffton. edu/~sullivanm/egypt/deirelbahri/deirelbahri. html Date accessed 9/5/2011 -Midland Travel Tours http://www. comeseeegypt. com/hatsut. htm Date accessed 13/5/2010 -Hatshepsut first great woman in history http://www. all-about-egypt. com/hatshepsut. html Date accessed 13/5/2011 -Voyage to Punt http://www. camdenh. schools. nsw. edu. au/pages/Faculties/History/ancient/Hatshepsut/Voyage%20to%20Punt. html Date accessed 19/5/2011 Hatshepsut #301 Hatshepsut Hatshepsut was the fourth female pharaoh in Egyptian history, and was considered one of the greatest rulers, male or female, of her time. As Pharaoh, she encouraged trade and sent a voyage to the land of Punt, sponsored a vast building project in Egypt, added to the temple of Amon at Karnak, and commissioned her famous mortuary temple, Deir el-Bahri, decorated with her most impressive achievements. She is renowned for being strong and assertive, whilst also fair and just. The many reliefs and paintings in this temple serve as sources from which we can draw conclusions about her life and her reign. Hatshepsut was the daughter of King Thutmose I and his wife, Queen Ahmose, and married her half-brother, King Thutmose II. When King Thutmose II died after a short rule, Hatshepsut’s stepson Thutmose III inherited the throne. However, as Thutmose III was considered too young to rule, Hatshepsut served as his regent. Shortly afterwards, some sources say Hatshepsut claimed the throne for herself, whereas others say that she ruled with Thutmose III as a diarchy. The birth and coronation scenes at Deir el-Bahri show Hatshepsut's divine birth, although they have been greatly damaged, supposedly due to a vengeful Thutmose III. According to the scenes, Amon (a prominent god in Upper Egypt) goes to a sleeping Ahmose in the form of Thutmose I and awakens her with pleasant odours. At this point Amon places the ankh, a symbol of life, to Ahmose's nose, and Hatshepsut is conceived. From this source, historians have been able to decipher that in order to justify her leadership, Hatshepsut claimed that she’d had a divine birth. In these scenes Hatshepsut is shown as a young boy, and through her claim of divinity she won the support of the priests. To further strengthen her position, the oracle of Amon was published on the walls of her tomb, stating, â€Å"Welcome my sweet daughter, my favorite, the King of Upper and Lower Egypt, Maatkare, Hatshepsut. Thou art the Pharaoh, taking possession of the Two Lands. † She also claimed that she was her father’s intended heir and had the following commissioned on the walls of her temple: ‘Then his majesty said to them: â€Å"This daughter of mine, Khnumetamun Hatshepsut, may she live! I have appointed as my successor upon my throne†¦ he shall direct the people in every sphere of the palace; it is she indeed who shall lead you. Obey her words, unite yourselves at her command. † The royal nobles, the dignitaries, and the leaders of the people heard this proclamation of the promotion of his daughter, the King of Upper and Lower Egypt, Maatkare, may she live eternally. ’ Hatshepsut is regarded as one of the most outstanding of Egypt’s female rule rs, and was the first to assume the Godship with the Kingship. She was often portrayed wearing the double crown, indicating sovereignty over the lands of both Upper and Lower Egypt. In many representations she has been shown wearing masculine attire and a traditional false beard, although it is unlikely that the false beard was actually worn, as opposed to being strictly an artistic convention. Statues such as those at the Metropolitan Museum of Art depicting her seated wearing a tight-fitting dress and the nemes crown are a more accurate depiction of how she would have presented herself. Hatshepsut took great pride in the trading expedition she sent to Punt in around year nine of her reign. We know that she regarded it as one of her major achievements as she had it carved on the middle colonnade walls at Deir el-Bahri. Reliefs show that exotic goods such as myrrh trees, frankincense, oils, ivory, ebony and animal skins were brought back and offered to Amon-ra. Inscriptions state, â€Å"the ships were laden with the costly products of the Land of Punt and with its many valuable woods, with very much sweet-smelling resin and frankincense, with quantities of ebony and ivory†¦Ã¢â‚¬  There is another scene in which Hatshepsut is offering these products to Amon-Ra, with inscriptions showing him praising her and promising success for future expeditions. This evidence reinforces Hatshepsut’s obedience to the Gods, as well as showing her power and confidence in her officials to plan and undertake such a voyage. During her reign, Hatshepsut built a rock temple, now known as Speos Artemidos and dedicated it to the Goddess Pakhet. On the facade above the entrance there is an inscription in which she complains about the damage done during the reign of the â€Å"Asiatics of Auaris†, three generations before her reign, and reports, â€Å"I have raised up what was destroyed†. She claims full responsibility for rebuilding Egypt, and has inscribed, â€Å"My command stands firm like the mountains and the sun disk shines†. Hatshepsut also constructed four obelisks at the Temple of Karnak, one of which remains standing today at 29. 6m high, weighing 320 tonnes. It is inscribed with, â€Å"O ye people who see this monument in years to come and speak of that which I have made, beware lest you say, ‘I know not why it was done'. I did it because I wished to make a gift for my father Amun, and to gild them with electrum. Author and broadcaster Joyce Tyldesley teaches Egyptology at Manchester University, and is Honorary Research Fellow at the School of Archaeology, Classics and Egyptology, Liverpool University. She states that, â€Å"By promoting the cult of Amon, she was effectively reinforcing her own position and promoting herself. † Early on with the lack of evidence or inscriptions it appeared as though Hatshepsut was a pacifist and didnâ⠂¬â„¢t undertake any great battles. J. A Wilson in â€Å"The Culture of Ancient Egypt† states that, â€Å"She records no military campaigns†. However Redford in â€Å"History and Chronology of the Eighteenth Dynasty† states there were four to six campaigns. These included a campaign to Nubia, possibly by the Queen herself in the early period of her reign, a small battle in Palestine/Syria and two campaigns by Thutmose III shortly before her death invading Gaza and Nubia. Hatshepsut emphasises her military role by referring to upgrading the army and portraying herself as a traditional warrior-pharaoh sphinx. An inscription at Speos Artemidos reads, â€Å"My might causing the foreign countries to bow down, because the uraeus that is upon my forehead pacifies all the lands for me. â€Å"My army, which was unequipped, has become possessed of riches since I arose as king. † Hatshepsut died in 1458 BC during her twenty-second regal year; no record of her cause of death has survived. There were no bodies in Hatshepsut's tomb in the Valley of the Kings when archaeologist Howard Carter unearthed it in 1903. However, an unidentified female mummy, found with Hatshepsut's wet nurse Sitre, and with her arms posed in the traditional burial style of pharaoh, lead to the speculation of the discovery of Hatshepsut’s remains. In June 2007, a molar was found with Hatshepsut’s organs and was matched with a gap in the mummy’s teeth. DNA tests were run, which established her identity and the theory was confirmed. â€Å"We are 100 percent sure,† said Zahi Hawass, secretary general of Egypt's Supreme Council on Antiquities, when asked about the mummy. Tests of her mummified tissue showed that Hatshepsut died of bone cancer around the age of 50. She also suffered from diabetes and was obese. Many primary sources related to Hatshepsut are most likely biased. For example sources from her temple Deir el-Bahri could be considered subjective as she was alive when they were made and she had herself portrayed as divine, as was common for Pharaohs. These sources should only be relied upon to an extent, as they are open to interpretation. Individuals’ interpretations may also be biased and influenced by personal opinions and views. Sources from this time are also quite heavily damaged due to the fact that after Hatshepsut died, Thutmose III supposedly had her name and representations chiselled away from temple walls, and replaced with those of Thutmose I, II and III. The statues and sphinxes she had built in her temple were broken to pieces and thrown away. However, as with most sources, there has been controversy in interpretation. Both Gardiner and Wilson argue that as soon as the Queen died, Thutmose III, in hatred, immediately destroyed her name and monuments so as to obliterate her name and memory forever. However, recent research by historian Nims argues that the damage was not done until the year 42, when Thutmose III replaced Hatshepsut’s cartouche with his own. This leaves us speculative, if he hated her so much, why would he wait 20 years for his revenge? All new kingdom Pharaohs altered or destroyed some buildings of their predecessors, including Hatshepsut with the Temple of Karnak. New theories suggest that by erasing the cartouche of Hatshepsut and replacing it with that of Thutmose I or II, he was merely trying to legitimise his right to the throne by emphasising his links to these previous Pharaohs. Inscriptions often refer to both Hatshepsut and Thutmose III as Pharaohs, and show that Hatshepsut gave Thutmose III important roles leading the military. These sources lead us to believe that the relationship between Hatshepsut and Thutmose III may not have been hateful, as many sources state, and they may have indeed ruled as a diarchy. They also highlight the controversy often encountered in the interpretation of sources in general. Bibliography: J. G. , A. H. and L. K. 1998, Hatshepsut, Viewed May 1 2011, http://www. richeast. org/htwm/Hat/hat. html Jane Carlson, 1998, Hatshepsut, Queen of Egypt, Viewed May 1 2011, http://www. thenagain. info/webchron/africa/Hatshepsut. html Author unknown, 2010, The Immaculate Birth of Queen Hatshepsut, Viewed May 1 2011, http://kemetichistoryofafrikabluelotus. blogspot. com/2010/04/immaculate-birth-of-queen-hatshepsut. html Author unknown, Date of publication unknown, Pharaoh Maatkare Hatshepsut, Viewed May 1 2011, http://www. rystalinks. com/egypthatshepsut. html Patricia L O’Neill, Date of publication unknown, Her Majesty The King, Viewed May 2 2011, http://hermajestytheking. com/faq. htm Author unknown, date of publication unknown, Voyage to Punt, Viewed May 2 2011, http://www. camden-h. schools. nsw. edu. au/pages/Faculties/History/ancient/Hatshepsut/Voyage%20to%20Pun t. html Sayed Z. El-Sayed, 1995, Queen Hatshepsut’s Expedition to The Land of Punt: The First Oceanographic Cruise? , Viewed May 10 2011, http://ocean. tamu. edu/Quarterdeck/QD3. 1/Elsayed/elsayedhatshepsut. tml National Geographic, 2010, Egypt’s Female Pharaoh Revealed By Chipped Tooth, Experts Say, Viewed May 10 2011, http://news. nationalgeographic. com/news/bigphotos/60526950. html Dr. Karl H. Leser, 2009, Speos Artimidos/Beni Hassan, Viewed May 25 2011, http://www. maat-ka-ra. de/english/bauwerke/speos_artemidos/speos_artemidos. htm Jimmy Dunn, date of publication unknown, Karnak in Thebes (Modern Luxor), Viewed May 25 2011, http://www. touregypt. net/karnak. htm Dr Joyce Tyldesley, 2011, Hatshepsut and Thuthmosis: A royal Feud? , Viewed June 3 2011,

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The Whiskey Rebellion and the Whiskey Tax - 795 Words

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