(Jesica) Please it is an individual report follow all assignment brief, instructions and she want plagiarism report.
1500 Words Individual Report Critically evaluate the leadership in one organisation of your choice demonstrating how leadership led to a particular (singular) outcome. Ensure that you focus on one outcome (desirable or otherwise). As you are doing the analysis for a new CEO, assume that they are aware of important information about the company, and that therefore they do not require general background information. ONLY GIVE BACKGROUND INFORMATION THAT IS CLEARLY RELEVANT TO YOUR ANALYSIS. Using theory make reference to practical examples that highlight your analysis, and discuss practical areas of improvement where possible. (You are free to refer to organisations that are known to you through work experience however you need to make sure that you can provide the necessary relevant sources). This should be done through utilising the material discussed in the classroom sessions and your own reading on the topic. Whatever you choose to do must be fully explained and justified using appropriate academic underpinning. Remember there is a difference between sources for information and sources for analysis. Sources for information are used for presenting facts or historical occurrences (e.g. an organisation’s first year of operations). You can use company websites, market research reports, interviews with managers and employees, personal work experience, newspapers, trade journals or industrial publications. Any other source for information is likely to be inappropriate. Sources for analysis are used for making or giving a judgement on information provided (e.g. defining an organisation’s structure or discussing the implications of that structure). You can use textbooks, academic journals or industrial journals. Any other source for analysis is likely to be inappropriate. Your analysis MUST make reference to material covered during the course as is appropriate. The aim of the report is to critically evaluate leadership and identify how leadership led to a specific outcome in your chosen organisation. Below is a general guide of the content expected in the report. You do not have to lay it out as presented below, however if you have no idea how to present the report the general layout below would be appropriate. Executive summary: A summary of the entire report including the main points. This differs from the introduction in that the introduction explains what you plan to do, this explains what you have done. A useful indication of what goes where is to consider tense. Future tense is in the introduction (i.e. “The report aims to”), past tense goes in the executive summary (i.e. “The report has found”) as does present tense (i.e. “The report finds”). Introduction: An explanation of the aims of the report as well as an indication of the structure the report will take. Phrases such as “The report aims to...”, “It will do this by first...”, “It will evaluate/analyise/discuss...”, “It will conclude with...”, “It will finally....” will be appropriate here. Identify discourse to be used here. Organisation summary: Key points about the organisation along with an explanation of the outcome (note singular) suffered or enjoyed. This must be made clear and be explicit and succinct. The rest of your discussion will only make sense in light of this section. Theme 1 Indication Explanation Application Implication Critique Response Indication: Indicate what point you are going to make to your audience. This can be in full or in part. – e.g. “The aim of this chapter is to use a functional perspective to help explain why leadership led to the failure of Nike”, “In this section I will explore ethical issues at McDonalds and provide evidence that this had a significant impact on the organisations bankruptcy. To do this I will first explain what unethical behaviour is, then I will show the relationship between unethical behaviours and demotivated employees. Having done this, I will explain how demotivated employees can lead to a downturn in performance at organisations and ultimately bankruptcy.”, “Having shown the importance of employee motivation I will now demonstrate how it led to greater innovation at Apple.” Explanation: Explain theory - e.g. what is organisational culture? (using appropriate sources of analysis). Application: Apply theory to practical reality of organisation – e.g. How is culture enacted at Organisation A (generally this will be using appropriate sources of information). Implication: What is the implication of what you have discussed so far, i.e. how does it lead to the outcomes of organisation A? – e.g. “Having a role culture leads to higher market share” (only using appropriate sources of analysis). Note that sometimes to get to the outcome, you may need to take a few steps e.g. Role culture leads to engaged employees (step 1) engaged employees leads to greater innovation within organisations (step 2) More innovation generally results in greater market share (step 3). Each step can only be referenced with an appropriate source of analysis. Critique: What other academic perspectives are there on what you’ve suggested? This is your opportunity to provide evidence that you thoroughly understand the material and have read wider. Repeat the above if necessary to shed more light on your chosen theme. Response: Defend yourself from yourself. Having shown the limitations of your argument, now explain why you’re still right. Theme 2 As above Recommendations In light of the discussions above, in what areas could you organisation improve? As with the themes, justify improvements theoretically then practically, i.e. explain using sources of analysis the theory behind what you’re suggesting the organisation should do. Explain practically what the organisation should do. Explain theoretically how it will lead to desirable outcomes. What other academic perspectives are there on what you’ve suggested? What are the limitations to your plan? How can they be overcome, or why do they not apply in this instance? Remember it is key that you show an understanding of theory, as well as its application and criticisms where possible. Also, ensure that you make use of relevant discourse where applicable. Opt for one lens and use that as the basis to discuss and criticise. If in doubt, always opt for depth rather than breadth! HRM3006 Credit 3 HRM3118 Week 3 Credit 3 – Leadership Theories * After reading this chapter you should be able to 13.1 Describe how an integrated model of leadership helps you become an effective leader. 13.2 Explain how trait theories can improve your leadership skills. 13.3 Describe four categories of leadership behaviors. 13.4 Describe two theories of contingency leadership. 13.5 Describe how to use transformational leadership to work with others. 13.6 Compare more recent approaches to leadership theory. 13.7 Describe the implications of chapter content for you and managers. * Leadership and Leader Effectiveness Leadership. A process whereby an individual influences a group of individuals to achieve a common goal. Effective leadership. To be effective requires a mix of traits, competencies, and interpersonal attributes. From contingency theory we know effective leaders match their choice of behavior to the situational context. Leadership: a process whereby an individual influences a group of individuals to achieve a common goal. A person does not need to have a formal position of authority to be a leader. Anyone who exerts influence over others in the pursuit of organizationally relevant matters is a leader. OB scholars have developed a great number of theories to help guide managers to improve their leadership effectiveness. * Figure 13.2 An Integrated Model of Leadership Access the text alternate for slide image. McGraw-Hill Global Education Holdings, LLC Figure 13.2 presents an integrated model of leadership. Effective leadership is influenced by four types of leadership behavior: task-oriented, relationship-oriented, passive, and transformational. Effective leadership also is affected by a combination of task-oriented traits and interpersonal attributes. Demographic characteristics such as gender and age, task-oriented traits, and interpersonal attributes influence an individual’s use of leader behaviors. Situational factors dictate that effective leadership requires using the “right” behavior at the “right” time. * Leading Versus Managing Leaders: Inspire. Influence. Create the vision and strategic plan. Have some effective management skills Managers: Implement Plan Organize Control Managers typically perform functions associated with planning, investigating, organizing, and control, and leaders focus on influencing others. Leaders inspire others, provide emotional support, and try to get employees to rally around a common goal. Leaders also play a key role in creating a vision and strategic plan for an organization, while managers are charged with implementing the vision and strategic plan. Good leaders are not necessarily good managers, and good managers are not necessarily good leaders. Effective leadership requires effective managerial skills at some level. * Test Your Knowledge 1 Javier is a leader in his organization. Javier most likely engages in all of the following activities EXCEPT: proposing a vision for the organization. getting employees excited and engaged in the process to meet sales goals. providing support for an employee dealing with the death of a family member. using effective managerial skills. planning the production schedule for the month. * Leadership Effectiveness: Traits and Interpersonal Attributes 1 What is the trait approach? Attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers. Early research identified: Intelligence. Dominance. Self-confidence. Level of energy and activity. Task-relevant knowledge. Trait approach: attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers. Table 13.1 in the text (and from which this slide’s information is derived) summarizes the results of a meta-analysis that identified positive task-oriented traits and positive/negative interpersonal attributes. * Leadership Effectiveness: Traits and Interpersonal Attributes (2 of 2) Researchers have long sought to identify a set of traits to differentiate leaders from followers. The results have largely been mixed; we now know the following traits and attributes have a small but positive association with effective leader emergence. Intelligence and emotional intelligence. Communication skills. The Big 5: conscientiousness; open to experience; emotional stability; extroversion; and agreeableness. The “great man” theory of leadership was based on the assumption that great leaders were born with some inborn ability to lead, but trait theorists believed that leadership could be developed through experience and learning. * Leadership Effectiveness: The Dark-Side Traits Research has also shown that individuals who possess certain dark traits are more likely to emerge as leaders. These traits, however, are negatively associated with leadership effectiveness. 1. Narcissism. Self-centered, strong drive for personal power. More