Centre the business specifically within the design and

Centre
Name

Awbery Management Centre
Ltd

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Centre
Number

10220223

Learner
Name

Ryan Carter

CMI
Learner Registration Number

1636463222

Qualification

CMI Level 5 Award in
Management & Leadership

Unit(s)
covered in this submission

5012V1 Being a Leader

Word
Count

2018

 

Assessment
criteria number and title

Page

1.1       Evaluate
the impact of the organisations culture and values on    leadership

Page 2

1.2       Discuss the impact of organisational
specific, legal, regulatory and ethical requirements impact on leadership
demands

Page 2

1.3       Evaluate current and emerging social
concerns and expectations impacting on leadership in the organisation

Page 3

2.1
      Evaluate the relationship between
management and leadership

Page 3

2.2
      Evaluate leadership styles

Page 3

2.3
      Discuss why leadership styles need
to be adapted in different situations

Page 3

3.1
      Discuss how to establish a culture
of professionalism, mutual trust, respect and support within the team

Page 4

3.2
      Evaluate the impact of a leader’s
clear focus in leading the team in the achievement of team objectives

Page 4

3.3
      Evaluate how the leader supports
and develops understanding of the organisation’s direction

Page 5

3.4
      Discuss how leadership styles are
adapted to meet changing needs, and to enable team development and commitment

Page 5

 

1.1       
Evaluate
the impact of the organisations culture and values on leadership

Organisational
culture is a group of shared values and beliefs; this shapes the behaviour of
the organisation. Through a strong influence this culture dictates how their
employees dress, act and carry out their tasks (McLaughlin, 2018). This
culture is a social and psychological contract which you enter into
sub-consciously when joining an organisation.

Culture
impact leadership in three key areas; Values, Norms and Practices, these
elements of an organisations culture will ultimately determine how successfully
you are able to lead or manage change.

This
is supported by the cultural web theory (Johnson and Scholes) which dictates
that six inter-related elements govern organisations managements. Vision, Ritual
and routines, Symbols, Organisational structure, Control systems and power
structure play a role in the culture of an organisation. These factors can be
facilitators or blockages of change.

Within
DS Smith we can identify clearly four of five high performing team types: Work
teams are found within the production departments, project teams can be found
around the business specifically within the design and research roles whereby
local talent is used to facilitate a high performing team. Management teams are
found on a central level and govern the regional teams and virtual teams are
often found in central departments whereby the employees are based in regional
roles such as the design reference team.

Focusing
upon project teams there is a culture of utilising the same induvial who have provided
such expertise previously, this is symptomatic of the ‘norm’ and can lead to a
stagnant culture. In order to facilitate high performing project teams DS Smith
has looked at skill profiling software to identify users with relevant
expertise outside your network.

 

1.2       
Discuss
the impact of organisational specific, legal, regulatory and ethical
requirements impact on leadership demands

Ethical
leadership can be seen as staying true to the original vision and primary
mission of an organisation, (Manhattan College, 2018) with this in mind
the leaders which facilitate often have to consider both legal and
environmental factors in the current market.

The
STEEPLE model outlines these two factors as components of the strategic
positioning of an organisation (Contributor, 2018). Leaders of any part
of the business who are seen as unethical in these areas can cause
disengagement from the stakeholders. This also plays a major factor in employee
retention, job satisfaction and performance.

Avoidance
of legal regulations such as tax can have an impact through a reduction in
sales therefore ethical leadership in this area is often a focal point, for
example the banking crisis in 2008 saw public disengagement as suitable ethics
were not maintained around the legal aspects with the inclusion of high salary
executives the public disengagement from an entire business system was
questioned.

 

 

1.3       
Evaluate
current and emerging social concerns and expectations impacting on leadership
in the organisation

Social concerns is another factor of the STEEPLE model (Contributor,
2018), the current user market of millennials is focused upon
sustainable materials and a cleaner environment. This has caused a shift in leadership
and marketing within DS Smith to promote our advantages in these areas.

In addition Costa (UK Coffee chain) has entered into
development surrounding their cups, due to the limited raw material that can be
extracted and recycled from these. The social concern has been forecasted therefore
leadership have predicted the impact and adjusted accordingly.

2.1
    Evaluate the relationship between
management and leadership

Mintzberg’s
theory of management roles can be divided into three categories; interpersonal,
informational and decisional (Mindtools.com, 2018). These management
styles can be adopted in line with different leadership qualities are parallel.
 Therefore these categories are adopted
in situ.

Tannenbaum
& Schmidt highlighted a continuum model showing the relationship between
levels of freedom and the level of authority the manager has. As freedom is
given the subordinates development level can improve. The model however shows
that as the manager is more subordinate oriented his authority diminishes.
Therefore adopting this style continually would remove authority when action is
required to lead the team in for example a short timeframe project.

2.2
    Evaluate leadership styles

Leadership
styles can be broken into four areas: Consultative, Participative,
transactional, transformational, and autocratic (Smallbusiness.chron.com, 2018).
An autocratic leader can often adopt a decisional and low subordinate freedom
management style; this leadership style is only sustainable in critical time
limited situations in line with behaviour models a university of Michigan study
denotes this style as a production oriented leader with support from Blake
& Mouton defining this style as ‘Authority Compliance’ within the grids
model (Khagendra, 2018). This model shares many elements with the
transactional leadership style.

Consultative
and participative leadership styles can often be seen as ‘Country club
management’ within the grids model. In addition to this under Tannenbaum &
Schmidts continuum theory there is also a lack of authority with this style.
This style of leadership is beneficial on project work and when managing change
within an organisation.

Transformational
leadership can be seen as ‘Team management’ within the grids model and is a key
part in the development of a high performing team. This leadership style is
suitable in the day to day working as it allows for employee development
however should be adopted periodically in order to maintain authority.

2.3
    Discuss why leadership styles need to
be adapted in different situations

Hersey
and Blanchard’s work on situational leadership identified four styles:
Participative, Selling, Telling and Delegating (Free-management-ebooks.com,
2018). Beginning with Participative can often be used as a development
tool for subordinates and is synonymous with consultative leadership such
leadership is beneficial for sharing ideas with unwilling or unconfident
subordinates and acts as an engagement tool.

Selling
is a style for the explaining of decisions that have fundamentally already been
made; this is useful when selling change, for example the changing of a
production shift pattern.

Delegating
allows the leader to turn over decisions to subordinates; this is useful when
leading an experience team who may not require much leadership. This however
can be seen as an autocratic leadership and therefore disengage with the
subordinate.

Finally
telling is a direct form of leadership and is synonymous with an autocratic
leader in that direct instructions are given and can often lead to
disengagement if used with a subordinate with a differing skill and value
profile.

 

3.1
    Discuss how to establish a culture of
professionalism, mutual trust, respect and support within the team

In
order to engage in a high performing team mutual trust, respect and support
through interdependency need to be present. An absence of trust, Fear of
conflict, lack of commitment, avoidance of accountability or inattention to
results will fundamentally lead to a dysfunctional team according to Patrick
Lenconi’s The Five dysfunctions of a team (Lenconi, 2018).

Building
trust often comes from enabling a win/win situation; this is achieved by being
assertive without being aggressive and is a crucial part of negotiating as a
leader.

Enabling
professionalism is achieved by setting an example, a good leader achieves this
naturally, if this is unnatural to the leader and the bad example will be noted
this also can lead into a lack of trust due to inconsistency. In support of
this consistency is an integral component in developing all elements of a high
performing team, without it each component can be detracted from.

 

3.2
    Evaluate the impact of a leader’s
clear focus in leading the team in the achievement of team objectives

John
Adairs’s “Action-Centred Leadership” describes three areas in which a leader
can focus: the goal or task, the group performing the task, each individual
member of the group (Learn-to-be-a-leader.com, 2018).

Achieving
balance between these three elements can lead to achievement of the teams
objectives. By focusing too highly on the task, individuals and/or the groups
needs are forgotten which can lead to a high pressure and stress environment, however
by focusing on the team and individuals needs to highly can lead to a delay in
the achievement of the team objective.

Achieving
this balance begins with engaging with the team in order to evaluate their
needs and plan the requirements of the task, it also serves as an exercise in
evaluating individuals commitment to the objective.

Any
changes should be reviewed with the group, this can also lead to
procrastination of the objective therefore often an autocratic or consultative
leadership approach is suitable.

 

 

3.3
    Evaluate how the leader supports and
develops understanding of the organisation’s direction

Organisations
fundamentally rely on the ambition of leaders to  push it forward, their role is to both
influence and develop the direction of the organisation and to then communicate
this with others.

Employees
of an organisation will often change behaviours or decisions to conform with
the normative group behaviours (Richard Alleyne, 2018), therefore it is
often the case that if a direction, value or vision does not conflict with the employees
internal values they will naturally push it forward. Employees cannot do so
until they have developed a understanding of the vision, this is the leaders
job.

The
vision has to be understood but another equally key factor is it has to hold
importance otherwise it will not be achieved. An approach to achieving this
could be John Adairs’s “Action-Centred Leadership” (Learn-to-be-a-leader.com,
2018) leadership in order to both engage and communicate with the group
in an influential manner.

 

3.4
    Discuss how leadership styles are
adapted to meet changing needs, and to enable team development and commitment

The
needs of an organisation change in situ and therefore leadership styles are
needed to be adapted accordingly, often leadership styles need to be adapted to
enable team development and to engage with different groups in a more
meaningful way.

Autocratic
leadership is an example of a poor style for enabling team development and
commitment however allows for changing needs to be addressed in a quick manner
in reference to the managerial grid this would be considered
authority-compliance (Changingminds.org, 2018).

Facilitative
or transformational leadership can be used to develop a team by allowing them
to drive the goal with support and input from the leader as part of the
managerial grid this could be considered “Country Club management (Changingminds.org,
2018) however could also fall into middle of the road management if not
applied for the correct situation or with an unwilling group.

Democratic
leadership is suitable for engaging a group and developing commitment to a
common goal however does not directly support development and can lead to a
slower decision especially if a consensus is required. This can easily fall
into “middle of the road management” (Changingminds.org, 2018).

These
leadership styles also need to consider the external factors that govern the
positioning and approach to a situation. For example a need to change a tax
policy would not suit democratic leadership as the negative impact this factor
could have on the business is great this would better suit an autocratic
leadership style, whereas technological factors may suit a facilitative leadership
style in order to engage employees in changes in the day to day and systems
they use.

 

Bibliography

McLaughlin, J. (2018). What is Organizational
Culture? – Definition & Characteristics – Video & Lesson Transcript |
Study.com. online
Study.com. Available at: https://study.com/academy/lesson/what-is-organizational-culture-definition-characteristics.html
Accessed 23 Jan. 2018.

Manhattan College. (2018). Importance of Ethical
Leadership in Business. online Available at:
https://online.manhattan.edu/programs/masters-in-business-administration/resources/importance-of-ethical-leadership-in-business
Accessed 22 Jan. 2018.

Contributor, P. (2018). Difference between STEEP and
STEEPLE Analysis. online PESTLE
Analysis. Available at: http://pestleanalysis.com/steep-and-steeple-analysis/
Accessed 21 Jan. 2018.

Mindtools.com. (2018). Mintzberg’s Management Roles:
Identifying the Roles Managers Play. online Available at:
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2018.

Smallbusiness.chron.com. (2018). 5 Different Types of
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Available at:
http://smallbusiness.chron.com/5-different-types-leadership-styles-17584.html
Accessed 24 Jan. 2018.

Khagendra (2018). Theories of leadership. online
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Accessed 24 Jan. 2018.

Free-management-ebooks.com. (2018). Hersey-Blanchard Situational
Leadership Theory. online
Available at: http://www.free-management-ebooks.com/faqld/leadtheory-06.htm
Accessed 23 Jan. 2018.

Lenconi, P. (2018). Five Dysfunctions Products |
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Accessed 25 Jan. 2018.

Learn-to-be-a-leader.com. (2018). John Adair and Action Centred
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Available at: http://www.learn-to-be-a-leader.com/john-adair.html Accessed 23
Jan. 2018.

Richard Alleyne, S. (2018). Mental process which explains
why we follow crowds revealed. online Telegraph.co.uk. Available at:
http://www.telegraph.co.uk/news/science/science-news/4240758/Mental-process-which-explains-why-we-follow-crowds-revealed.html
Accessed 24 Jan. 2018.

Changingminds.org. (2018). The Managerial Grid. online
Available at: http://changingminds.org/disciplines/leadership/styles/managerial_grid.htm
Accessed 25 Jan. 2018.