ASSIGNMENT BRIEFS – AUTUMN 2024
Unit 304: Leadership and Management
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Unit Number and Title |
Unit 304: Leadership and Management |
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Academic Year |
2024/25 |
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Unit Tutors |
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assignment Title |
Part 1: Leadership and Management in the Workplace Part 2: Presenting Motivational Strategy |
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Issue Date |
w/c 21st October 2024 |
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Submission Date |
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IV Name & Date |
The London College, Business Management Department (October 2024) |
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Guideline for Final Submission |
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Assignment Part 1 |
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Submission Format |
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The submission format of this part is in the form of a case study report. The report should be written in a concise style. You are required to make use of headings, paragraphs, and sub-sections as appropriate. All work must be supported with research and referenced using the Harvard referencing system (or an alternative system). You will need to provide a bibliography using the Harvard referencing system (or an alternative system). Inaccurate use of referencing may lead to issues of plagiarism if not applied correctly. The recommended word limit is 2500 – 3000 words, although you will not be penalised for going under or exceeding the total word limit. |
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Unit Learning Outcomes |
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LO1 Examine leadership and management theories and principles, and their impact on the effectiveness of an organisation. LO2 Review the influence of different leadership and management styles on the culture of organisations. LO4 Apply leadership and management approaches to managing performance to ensure continuous improvement. |
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Transferable Skills and Competencies Developed |
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Vocational Scenario |
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Case Organisation Perrett Laver is an international executive search company, leading international executive search firm finding outstanding leaders bringing diversity and vision to ‘purpose-driven’ sectors in over 70 countries globally. Executive search seeks out the perfect match for both the role and the company – whether the potential candidate is actively looking for a new position or not. The company specialises in recruiting senior management and board positions, which require highly experienced quality leaders. Clients range from multinational and listed organisations, through to regional and privately held SMEs and start-ups. In the public and not-for-profit sectors, the company works with the largest central government departments, educational institutions and the smallest of charities and trade associations. Your Role You are working as a newly appointed, Trainee Executive Search Consultant. Part of your role is using social media platforms to contact and recruit potential clients and employees for your clients to meet their brief. Understanding leadership and management skills and competencies is critical to your role, as you will be reviewing CVs and filtering applicants, and interviewing and assessing their skills to see if they are the best fit for the job. |
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Assignment Activity and Guidance |
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As a new trainee, you are to complete onboarding training to help you understand leadership and management in action. As part of this onboarding process, you have been asked to undertake a case study report for another organisation operating in the same sector. Focusing on a large organisation of your choice, critically evaluate their leadership and management theories, their impact on decision making and the factors that influence their organisational culture. The research of additional business examples should be used to assist in your analysis and evaluation. Required activities to inform your report will include the following.
Your report should consider the following:
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Recommended Resources for Unit 304: Leadership and Management Please note that the resources listed are examples for you to use as a starting point in your research – the list is not definitive. |
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Weblinks BBC Learning English. The Handy Guide to Management. Available at: https://www.bbc.co.uk/worldservice/learningenglish/work/handy/handy.shtml Businessballs. Likert’s Management Systems. Available at: https://www.businessballs.com/organisational-culture/likerts-management-systems/ Businessballs. Improving Workplace performance: Business Case. Available at: https://www.businessballs.com/improving-workplace-performance/motivational-casestudy-exercise HN Global HN Global (2021) Reading Lists. Available at: https://hnglobal.highernationals.com/learningzone/reading-lists HN Global (2021) Student Resource Library. Available at: https://hnglobal.highernationals. com/subjects/resource-libraries HN Global (2021) Textbooks. Available at: https://hnglobal.highernationals.com/textbooks Journal articles Alma Harris & Michelle Jones (2018) The dark side of leadership and management, School Leadership & Management, 38:5, 475-477, DOI: 10.1080/13632434.2018.1509276 https:// doi.org/10.1080/13632434.2018. M. Liphadzi, C.O. Aigbavboa, W.D. Thwala, A Theoretical Perspective on the Difference between Leadership and Management, Procedia Engineering, Volume 196, 2017, ISSN 1877- 7058, https://www.sciencedirect.com/science/article/pii/S1877705817331004 Nafiisa Sobratee; Shamim Bodhanya; Leading in a global context: The balancing act between leadership and management, JBRMR , Volume 12 Issue 4, 04 Jul 2018 https://doi.org/10.24052/JBRMR/V12IS04/ART-06 Textbooks Kelly, P. and Cole, G. (2020) Management: Theory and Practice. 9th Ed. Cengage. Mullins, L. J. (2019) Organisational Behaviour in the Workplace. 12th Ed. Harlow: Pearson. |
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Assignment Part 2 |
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Submission Format |
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Submission is in the form of an individually devised motivational strategy. You should produce a motivational strategy for an organisation that supports optimal achievement of organisational objectives. The recommended word limit is 1,000 – 1,500 words, although you will not be penalised for going under exceeding the total word limit. |
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Unit Learning Outcomes |
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LO3 Develop a motivational strategy to optimise organisational performance. |
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Transferable Skills and Competencies Developed |
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Vocational Scenario |
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Following on from your research on leadership and management in action, in your role as Trainee Executive Search Consultant you have been requested to produce a comprehensive motivational strategy for your chosen business (same organisation that you have selected for Assignment part one). |
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Assignment Activity and Guidance |
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A motivational strategy is a plan that considers a range of financial and non-financial incentives, for both successful performance and to support unsuccessful performance. You will produce an individual, comprehensive motivational strategy that considers both intrinsic and extrinsic motivation alongside social, cultural, and organisational variables. The strategy should be supported with appropriate literature. It should be clear how the strategy supports the achievement of organisational objectives. In the strategy, ensure that the link between the strategy and enhanced organisational performance is evident in relation to the chosen business. Your report will include the following.
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Recommended Resources Please note that the resources listed are examples for you to use as a starting point in your research – the list is not definitive. |
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Weblinks MindTools. Motivation, Energizing Your People to Achieve Good Things. Available at: https://www.mindtools.com/pages/article/motivating-your-team.htm Motivation theories: Available at: https://businessjargons.com/motivation.html HN Global HN Global (2021) Reading Lists. Available at: https://hnglobal.highernationals.com/learningzone/reading-lists HN Global (2021) Student Resource Library. Available at: https://hnglobal.highernationals. com/subjects/resource-libraries HN Global (2021) Textbooks. Available at: https://hnglobal.highernationals.com/textbooks Journal articles Patrick MacDonald, Stephanie Kelly, Scott Christen, A Path Model of Workplace Solidarity, Satisfaction, Burnout, and Motivation. First Published April 13, 2014 Research Article https:// doi.org/10.1177/2329488414525467 Lara Manganelli, Anaïs Thibault-Landry, Jacques Forest, Self-Determination Theory Can Help You Generate Performance and Well-Being in the Workplace: A Review of the Literature. First Published March 13, 2018 Research Article https://doi.org/10.1177/1523422318757210 Textbooks Adair, J. (2019). Develop Your Leadership Skills: Fast, Effective Ways to Become a Leader People Want to Follow. Kogan Page Orti, P. and Middlemiss, M. (2019). Thinking Remote. Inspiration for Leaders of Distributed Teams. Virtual Not Distant |
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Learning Outcomes and Assessment Criteria |
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Pass |
Merit |
Distinction |
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LO1 Examine leadership and management theories and principles, and their impact on the effectiveness of an organisation |
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P1 Discuss different theories of leadership in relation to the management activities in different organisations. |
M1 Analyse the impact of the application of leadership and management theories on the effectiveness of a large organisation. |
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P2 Explore different theories of management in relation to the management and leadership activities in different organisations. |
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D1 Critically evaluate the impact of different approaches to leadership and management. N.B. It applies to both LO1 and LO2. |
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LO2 Review the influence of different leadership and management styles on the culture of organisations |
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P3 Assess the application of different leadership and management styles and their application in a range of business situations in different organisations. |
M2 Compare the impact of leadership and management styles on decision making in different organisations. |
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P4 Examine the factors that influence the development of the culture in organisations. |
M3 Evaluate the importance of organisational culture on the performance of different organisations. |
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LO3 Develop a motivational strategy to optimise organisational performancE |
D2 Produce a comprehensive motivational strategy that effectively addresses all variables of motivation to enhance organisational performance. |
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P5 Produce a motivational strategy for an organisation that supports optimal achievement of organisational objectives |
M4 Produce a detailed motivational strategy for an organisation that addresses intrinsic and extrinsic motivation. |
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LO4 Apply leadership and management approaches to managing performance to ensure continuous improvement. |
D3 Make recommendations to improve performance management that will ensure continuous improvement. |
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P6 Apply to a range of business situations, appropriate leadership and management approaches for managing performance and continuous improvement. |
M5 Assess how leadership and management approaches for managing performance supports continuous improvement. |
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Highlighting the Importance of Unit 304: Leadership and Management
Unit 304: Leadership and Management is an integral part of leadership qualifications, focusing on developing a deep understanding of effective leadership practices and the ability to manage diverse teams in various organisational contexts. This unit aims to provide learners with both the theoretical knowledge and practical tools required to excel in leadership roles and handle the complexities of managing people and projects.
What is Unit 304 About?
Unit 304 explores the essential principles of leadership and management, specifically focusing on leadership styles, strategies for team management, and the development of key skills such as decision-making, communication, and ethical leadership. The unit guides learners through the process of analysing leadership theories and applying them within a real-world context. This helps learners understand how different leadership approaches influence team performance, organisational culture, and long-term success.
The unit covers leadership styles such as transformational, transactional, and situational leadership, encouraging learners to assess the effectiveness of each style in specific contexts. By gaining an understanding of these models, learners can adapt their leadership approach to suit the needs of their team, enhancing team morale, productivity, and cohesion.
Communication and Leadership
Effective communication is central to leadership success. The unit highlights the critical role of communication in motivating employees, aligning teams with organisational goals, and fostering a culture of transparency and collaboration. It covers a range of communication techniques, including how to deliver clear and concise messages, manage meetings, and give constructive feedback. Understanding non-verbal communication, active listening, and emotional intelligence is also emphasised, as these are essential tools for building trust and managing relationships within a team.
Managing Teams and Driving Performance
A key component of Unit 304 is the ability to manage and lead teams effectively. The unit explores how to set clear expectations, delegate tasks, and evaluate team performance. Learners will understand how to motivate individuals, identify areas for development, and implement strategies for enhancing team performance. This also includes recognising and addressing challenges within teams, such as resolving conflicts, building team morale, and promoting collaboration.
Learners are encouraged to explore the importance of providing opportunities for personal and professional growth within the team. Coaching, mentoring, and feedback are core themes, empowering leaders to develop talent within their teams and create a sustainable leadership pipeline for the future.
Ethical Leadership and Responsibility
An important aspect of Unit 304 is ethical leadership, which stresses the significance of leading with integrity, fairness, and accountability. Leaders are not only responsible for achieving organisational objectives but also for ensuring that their decisions and actions align with ethical standards. The unit encourages reflection on how leaders can create a positive organisational culture that prioritises ethical behaviour, inclusivity, and respect for diversity. It explores how leaders can foster an environment where employees feel valued, heard, and empowered to contribute meaningfully.
Change Management
In a world where businesses face constant change, Unit 304 places significant emphasis on change management. Leaders must be able to guide their teams through periods of transition, whether due to organisational restructuring, new technologies, or shifts in market conditions. The unit explores strategies for communicating change effectively, overcoming resistance, and ensuring that teams remain focused and engaged during challenging times. It also highlights the psychological aspects of change, helping learners understand how individuals respond to change and how leaders can manage these responses to maintain productivity and morale.
Self-Reflection and Development
Unit 304 encourages learners to reflect on their own leadership styles, identifying strengths and areas for development. Through practical case studies and exercises, learners apply leadership principles to real-world scenarios, helping them build confidence in their abilities to lead. This self-reflection also helps learners recognise their leadership potential, understand how they can improve, and make conscious efforts to enhance their skills for future roles.
Furthermore, the unit emphasises the importance of continuous professional development (CPD) for leaders, encouraging learners to seek ongoing learning opportunities to keep up with evolving leadership trends and challenges. This commitment to self-improvement is critical for maintaining long-term leadership effectiveness and ensuring that leaders are equipped to handle future challenges.
Example Answer of Unit 304
LO1 Examine leadership and management theories and principles, and their impact on the effectiveness of an organisation.
Case Study Report: Leadership and Management at Perrett Laver
Introduction
As a newly appointed Trainee Executive Search Consultant at Perrett Laver, understanding leadership and management theories and their real-world application is crucial. This report critically examines leadership and management approaches in a large executive search organisation, focusing on Perrett Laver. It also compares leadership and management strategies from two other organisations in the sector to provide a broader understanding of their impacts on organisational culture and decision-making.
1. Definitions of Leaders and Managers
Leaders
Leaders are individuals who guide and inspire others to achieve shared goals. They play a pivotal role in setting strategic directions, motivating teams, and creating an environment that encourages innovation and growth. Leadership is not limited to top-tier management; it can be exercised at all levels of an organisation. Leaders are often characterised by their ability to inspire trust, foster collaboration, and challenge the status quo.
Managers
Managers, on the other hand, are responsible for implementing the strategies and plans set by leaders. They focus on the operational aspects of the organisation, ensuring that tasks are completed efficiently and goals are met. While leaders focus on vision and inspiration, managers emphasise coordination, supervision, and performance monitoring to maintain organisational stability and productivity.
2. Hard Skills vs. Soft Skills
Hard Skills
Hard skills are specific, teachable abilities or knowledge sets that can be measured, such as technical expertise in recruitment methods, knowledge of client industries, or familiarity with recruitment software. In the context of Perrett Laver, hard skills are essential for the recruitment process, enabling consultants to identify and evaluate the qualifications and experience of candidates effectively.
Soft Skills
Soft skills, including communication, negotiation, empathy, and interpersonal relationships, are equally crucial in executive search roles. These skills are necessary for building trust with clients and candidates, conducting effective interviews, and ensuring a good cultural fit. Soft skills allow consultants to manage complex client relationships and navigate sensitive situations, such as negotiating contracts or discussing compensation packages.
3. Leadership and Management Theories and Their Impact on Decision-Making
Transformational Leadership
Transformational leadership involves motivating employees to exceed their own expectations and contributing to the development of the organisation’s goals. In an executive search firm like Perrett Laver, this leadership style encourages consultants to align their personal values with the company’s mission, creating a shared vision of success. Leaders in this context inspire creativity, foster collaboration, and focus on long-term goals, such as finding purpose-driven leaders for clients.
For instance, Perrett Laver’s leadership may emphasise identifying and recruiting leaders who are not only skilled but also align with the client’s organisational culture, enhancing their effectiveness. Transformational leadership drives innovation in the recruitment process by encouraging consultants to think creatively and embrace diversity.
Transactional Leadership
Transactional leadership, in contrast, focuses on structure, rules, and short-term goals. Managers adopting this style set clear expectations for their teams and offer rewards for meeting targets or penalties for failing to do so. This approach is effective in situations where there is a need for operational consistency, such as meeting client deadlines or filling vacancies within specific timeframes.