Leadership ( Re write the pervious submission)

QUESTION 1.1Analyse the external factors that drive the need for leadership and management within the
organisation (AC 1.1)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 430 words
External factors such as market competition, technological advancements, and changing consumer
preferences necessitate strong leadership and management. Leaders predisposed to these scenarios
are expected to have strong personalities and not depend on a single leadership style to run operations
(Vongswasdi et al., 2024). A situational style of leadership is advised for leaders who are looking to
succeed in the domain of management. Rapid industry shifts demand agile decision-making and
strategic vision to steer the organization through uncertainties. As such, a leader who avoids making
complex decisions involving staff members, capital, and information cannot succeed.
Moreover, globalization introduces complexities in supply chains and market dynamics,
requiring adept management to navigate (Vongswasdi et al., 2024). Therefore, leaders must be capable
of equally juggling many certainties and uncertainties and be comfortable with them. Legislative
changes and regulatory compliance also influence organizational operations, necessitating effective
leadership to ensure adherence while maintaining competitiveness. Good leaders look at the hurdles
that bar them from achieving sustainability and become encouraged because they are aware their
competitors are going through the same challenges.
The capacity to navigate through external influences with a nuanced awareness of when to
practice leadership and execute management techniques is vital in the ever-evolving contemporary
business world. These external variables, which range from economic changes to technological
advances, influence how businesses compete (Uhl-Bien & Arena, 2018). However, among all these
diverse factors, the competitors’ actions and strategies stand out as a crucial and powerful factor. In
addition to providing performance standards, competitors also act as catalysts of strategic adaptation
and innovation. The market’s response to the rival’s initiatives, whether via new product adoption or
brand loyalty reinforcement, highlights the importance of responsiveness and vigilance within
organizations. The issue of how to win and maintain customer loyalty concerns managers and leaders
alike. In a world where options for consumers abound, companies need to strategize on how to draw
in and keep customers. Manipulating switching expenses, or the costs incurred while switching from
one product to the other, is one such effective tactic. Companies can effectively “lock in” and reduce
the risk of defection to their competitors by raising the actual or perceived switching cost.
At its core, the competitive landscape serves as a crucible for organizational evolution and
advancement. The relentless pressure of competition compels leaders to assess and refine their
strategies continually, driving a cycle of innovation and improvement (Uhl-Bien & Arena, 2018). In this
crucible, leaders are challenged not only to outmanoeuvre rivals but also to harness their organization’s
full potential, fostering a culture of agility, resilience, and relentless pursuit of excellence.
Mark comment for Q 1.1
AC
Number
Assessment Criteria
1.1
Analyse the external factors that drive the need for leadership and
management within the organisation.
Assessor feedback:
Mark
1-4
1REFER
You identify three key external factors – economic environment,
technological advancements, and regulatory environment – and
explain their significant impact on leadership and management
priorities.
Overall, your analysis provides a clear understanding of how
external factors influence the way organizations, like Highgate
Optical, approach leadership and management.
For each external factor analyse (pros and cons) how and
why it drives leadership and management within Highgate
Optical.
Using of sub heading will make the answer more clear.
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applicable)
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QUESTION 1.3
Compare the different knowledge, skills and behaviours required for leadership and management in
organisations. (AC 1.3)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 400 words
Leadership necessitates visionary thinking, strategic planning, and emotional intelligence to
inspire and motivate teams. Note that such knowledge, skills, and behaviours are expected to compel
the followers of a leader not only for a short period but for the long haul. It is only this way that a
company can be passed down from one generation to the next without going broke and under the
receivership of the federal government or the private sector (Liu et al., 2022). Effective leaders possess
communication prowess, empathy, and the ability to navigate ambiguity. Conversely, management
requires proficiency in planning, organizing, and decision-making to ensure operational efficiency and
goal attainment. Managers excel in problem-solving, delegation, and resource allocation. While
leadership emphasizes long-term vision and innovation, management focuses on execution and
operational excellence. Both roles require adaptability, but leadership leans towards inspiring change,
while management emphasizes stability and control.
No particular set of behaviours, knowledge, and skills is needed for leadership or management
roles in a company. The majority of experts claim that effective leaders are able to use their latent
energies and intuition to solve the issues they encounter on a daily basis. Good leaders acquire the
attitudes, abilities, and knowledge they display by regularly experiencing difficult scenarios they aren’t
taught in class (Liu et al., 2022). The world is constantly evolving, both technologically and socially.
Managers and leaders often face unique challenges and circumstances in the dynamic world of modern
business, which might not sufficiently be covered by traditional manuals or handbooks. Rather than
depending exclusively on prescribed protocols, proficient leaders acknowledge the significance of
autonomy and flexibility in making decisions. They understand that every circumstance is unique and
that strict adherence to standardized practices might not always produce the best outcomes.
Great leaders are aware that being a competent leader needs more than just seniority or
authority. It’s based on traits such as empathy, humility, and sincere care for others’ welfare. The value
of cooperation and mutual respect over using power as a control form, treating their team members
with the same decency and respect that they would expect (Uhl-Bien & Arena, 2018). In essence, the
essence of effective leadership lies not in adhering to rigid frameworks or guidelines but in the ability
to adapt, empathize, and collaborate with others. It is this combination of flexibility, humility, and
genuine concern for the welfare of others that distinguishes truly exceptional leaders from the rest.
Mark comment for Q 1.3
1.3
Compare the different knowledge, skills and behaviours required
for leadership and management in organisations
Assessor feedback:
1REFER
Your answer is not satisfactory to meet the AC criteria
You must refer to a minimum of 1 relevant theory to support
your explanations. Emotional intelligence (Goleman, 2000);
Kotter (2008) Leaders vs. Managers
Identify a minimum of 2 examples of KNOWLEDGE, SKILLS,
BEHAVIOUR
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QUESTION 2.1
Discuss the role of people professionals in supporting leadership and management development
initiatives. (AC 2.1)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 300 words
People professionals play a pivotal role in facilitating leadership and management development
initiatives within organizations like Highgate Opticals. They are the best-suited individuals for the task
because they understand the way human psychology works. Their responsibilities encompass
designing, implementing, and evaluating programs tailored to enhance leadership capabilities and
managerial effectiveness (Alrowwad et al., 2020). Before coming up with suggestions and initiatives on
how an organization will be successful, people professionals conduct market research using case
studies and interviews with professionals suited to work in a specific domain. After research, they can
determine patterns on what the modular approach or the best-suited approach to embrace for a
particular situation is. People professionals act as strategic partners, aligning development efforts with
organizational goals and fostering a culture of continuous learning (Alrowwad et al., 2020). Their
intention often resonates with encouraging the management and operatives of an organization not to
focus on remaining comfortable but on pursuing greater things. They leverage their expertise in human
resource management, organizational psychology, and adult learning principles to customize
development strategies that address specific needs and challenges.
Additionally, they provide coaching, mentorship, and resources to empower leaders and
managers in navigating complex business environments and driving organizational success. Overall, the
role of people professionals is to share knowledge that they have gained over time to empower their
peers concerning the profession at hand. Taking into consideration that leadership and management
are topics that cut across multiple careers, the skills applied in one career line can be harnessed to
provide resources in another.
Mark comment for Q 2.1
AC
Number
Assessment Criteria
2.1
Discuss the role of people professionals in supporting leadership
and management development initiatives.
Assessor feedback:
Your answer is not satisfactory required to meet the AC.
Identify and discuss THREE different ways People
Professionals can help Highgate Optical to develop
Leadership and Management initiatives.
What actions might you take?
You could discuss:
Mark
1-4
1REFER
•
Supporting exceptional leadership, focusing on
Wellbeing and building greater cross-functional
collaboration
• Conducting a learning needs analysis – diagnosis of
need
▪ Designing leadership and management interventions e.g.,
training materials, case studies, supporting materials
▪ Delivering aspects of the leadership and development
programme
▪ Coordinating and managing the programme
▪ Evaluating the programme ▪ Coaching delegates
Use THREE sub-headings
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QUESTION 3.1
Evaluate the indicators of successful leadership and management development initiatives. (AC 3.1)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 275 words
Successful leadership and management development initiatives can be evaluated based on
several key indicators. The importance of indicators is that they can inform a company whether it is
headed in the right direction concerning the achievement of financial growth, brand development, and
sustainability. Firstly, improved leadership effectiveness, reflected in enhanced decision-making,
communication, and team collaboration, signifies the success of development efforts (Bush, 2020). In
the most basic of terms, leadership effectiveness is determined by the level of respect and obedience
afforded to company leaders. Secondly, increased employee engagement and satisfaction demonstrate
the positive impact of leadership development on organizational culture and morale. Employee
engagement is all about making decisions in unison, be it goal-setting or rule-setting (Bush, 2020).
Involving everyone and having them agree in unison on all the major choices makes it difficult for rules
to be broken. Thirdly, measurable improvements in key performance metrics, such as productivity,
profitability, and employee retention, serve as tangible evidence of the effectiveness of development
initiatives. The use of quantitative measures is key in applying the necessary pressure on both
employees and management, making them able to collaborate to beat targets.
Moreover, the effective execution of succession planning and talent management strategies
not only showcases the organization’s commitment to cultivating leadership but also underscores its
capacity for long-term viability (Jindal & Shaikh, 2020). By meticulously grooming and nurturing a
pipeline of capable individuals, the organization fortifies itself against disruptions, ensuring a seamless
transition of leadership roles when necessary. This proactive approach not only fosters continuity but
also enhances resilience, enabling the organization to adapt and thrive in the face of evolving challenges
and opportunities. Thus, the robust implementation of these strategies serves as a cornerstone for
sustained growth and success, positioning the organization as a dynamic and adaptive force within its
industry.
Mark comment for Q 3.1
3.1
Evaluate the indicators of successful leadership and management
development initiatives.
Assessor feedback:
1REFER
Overall, your analysis provides a solid foundation for evaluating
leadership and management development initiatives.
The below is missing from your answer:
•
•
•
Evaluate (pros/cons/advantages/disadvantages) the
THREE Indicators using a known evaluation model.
How well do these indicators demonstrate that the
identified learning needs have been met?
Models / Theories such as: Kirkpatrick / Birkenhoff
(2003) Success case model/ Philips and Philips (2008)
ROI model
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QUESTION 3.3
Assess the impact and importance that development strategies have on organisational culture,
strategy, reputation and performance. (AC 3.3)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 300 words
Effective leadership and management development strategies profoundly impact various
aspects of organizational dynamics. Development strategies are important in ensuring that the actions
of a company are not only defined by magnitude but also have direction. Precisely, they shape
organizational culture by promoting values such as learning, innovation, and accountability, fostering a
climate of continuous improvement and adaptability. Development strategies are often powered by
the zeal of company management and operatives to compete with organizations that are within their
domain.
Secondly, development strategies align with organizational strategy by cultivating leadership
capabilities that support strategic goals and initiatives, driving alignment and execution across the
organization (Vogel et al., 2021). Thirdly, they enhance organizational reputation by demonstrating a
commitment to investing in talent development, attracting top talent, and enhancing employer brand
perception. Lastly, development strategies positively influence organizational performance by
equipping leaders and managers with the skills and competencies needed to drive productivity,
innovation, and business growth, ultimately contributing to long-term success and sustainability.
Companies that have always been keen to come up with development strategies before making major
decisions, especially concerning falling out of competition and revamping their brand, have experienced
major success over and over again.
For a business, outsourcing important stakeholders might turn out to be necessary, particularly
if domestic personnel is deficient in the specific knowledge or abilities needed to perform some vital
tasks. Outsourcing can have significant long-term benefits that considerably outweigh the original
financial outlay while being initially expensive (Vogel et al., 2021). Outsourcing can have substantial
long-term benefits despite its initially high price. As a result, outsourcing as a strategic endeavour can
provide significant returns on investment over time, setting up the business for long-term success in a
fast-paced, cutthroat industry.
Mark comment for Q 3.3
3.3
Assess the impact and importance that development strategies
have on organisational culture, strategy, reputation and
performance.
Assessor feedback:
1REFER
Overall, your analysis provides valuable insights into the potential
pitfalls of leadership and working practice changes and suggests
effective approaches to mitigate them.
Unfortunately, the answer doesn’t meet the criteria, the below
points are missing:
•
•
Positive and negative impact and importance of a
Leadership and Management Development initiatives.
Give TWO examples of the potential negative impacts
of Leadership and Management development
strategies and explain how Highgate Opticals could try
to ease these.
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applicable)
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