NZDB 6210 Applied Leadership and Management
Learning Outcomes
Learning Outcome 1
Manage and lead people to enable them to achieve personal and
business entitys goals.
Learning Outcome 2
Engage stakeholders including employees/team members to
efficiently and effectively achieve the business entitys goals.
Key Elements
a) Information is researched, evaluated and communicated to
stakeholders during the leadership and management of people in
accordance with the business entitys requirements.
Recap from last week
Leadership theories and styles
Homework reading feedback and discussion
Leadership theory past, present and future
Leadership framework
A set of principles defining what managers must know and must do.
The leadership framework:
incorporates practices essential for managers at all levels, from frontline
managers to middle management and executives.
addresses leadership in a holistic manner at the individual, team and
organisational levels.
defines the requirements for leadership and sets practical and consistent
standards expected of managers.
provides a toolkit of principles that managers and teams can quickly use to
address day-to-day challenges.
simplifies leadership as something everyone can understand and contribute
towards.
Key elements for effective leadership
Leading people
Leading yourself
Leading the organisation
Leading people
1. Provide a safe working environment
2. Create effective roles and fill them with good people
3. Effectively assign and assess work
4. Develop team capability
5. Recognise and reward work
6. Build teamwork
7. Enable continuous improvement and lead change
Leading yourself
1. Understand your role
2. Understand and respect the role of other
3. Manage relationships
4. Develop important managerial leadership skills &
behaviours
5. Apply the framework
Leading the organisation
1. Implement business strategy
2. Design the organisation
3. Design & maintain productive systems of work
4. Enable systemic trust & fairness
5. Build workforce capability
6. Manage strategic relationships
Research – Task 1
Work in pairs
Research on the following leaders and discuss their leadership
styles:
Indra Nooyi
Mahatma Gandhi
Donald Trump
Jacinda Ardern
Richard Bransen
Present your findings to rest of the class.
Task 2
Suppose you are the CEO of a medium size company which produces
confectionary.
Your company is going to expand in the international market.
You have to address your staff at the annual function.
Prepare a speech for 2-5 mins where your main purpose is to
motivate your staff.
Deliver the speech to your classmates.
References
https://www.theleadershipframework.com.au/the-leadershipframework.html
Koontz, H. and C. ODonnell. Management: A System of Contingency
Analysis of Managerial Functions. McGraw-Hill, New York, 1976.
NZDB 6210 Applied Leadership and Management
Learning Outcomes
Learning Outcome 1
Manage and lead people to enable them to achieve personal and
business entitys goals.
Key Elements
c) Knowledge of the business is applied to lead and manage people for
efficient and effective performance of the business entity.
Knowledge of leadership frameworks and approaches;
Relevant knowledge of operations, accounting, sales and marketing, human
resources, risk management is applied in the leadership and management of
people.
Recap from last week
Performance management systems
Aligning of performance management with
organisations vision and mission
Role of a manager in performance management
Leadership
Leadership is influencing people so that they will strive
willingly towards the achievement of group goals.
Leadership is a function of knowing yourself, having a
vision that is well communicated, building trust among
colleagues, and taking effective action to realize your
own leadership potential.”
Prof. Warren Bennis
In most cases, people will perform at about 60% of their potential
with no leadership at all
Thus, an additional 40% can be realized if effective leadership is
available
Discussion
In pairs
Discuss examples you have come across of strong and
weak leadership
You can use examples from employment, academic
studies or participation in sports clubs and societies
Early Leadership Theories
Great Man Theories
Leaders are exceptional people, born with innate qualities, destined
to lead
Term ‘man’ was intentional – concept was primarily male, military and
Western
Trait Theories
Research on traits or qualities associated with leadership are
numerous
Traits are hard to measure. For example, how do we measure honesty
or integrity?
Modern Leadership Theories
Functional Theories (John Adair, Action Centred Leadership, 1970)
Leader is concerned with the interaction of 3 areas:
Task goal setting, methods and process
Team effective interaction/communication,
clarify roles, team morale
Individual attention to behaviour, feelings,
coaching, CPD
Modern Leadership Theories Cont.
Behaviourist Theories (Blake and Mouton, Managerial grid, 1964)
Leaders behaviour and actions, rather than their traits and skills e.g.
production orientated or people orientated
Different leadership behaviours categorised as leadership styles e.g.
autocratic, persuasive, consultative, democratic
Doesnt provide guide to effective leadership in different situations
Modern Leadership Theories Cont.
Situational/contingency Leadership (Hersey-Blanchard, 1970/80)
Leadership style changes according to the ‘situation and in response to the
individuals being managed their competency and motivation
Competency
Low competence
Some competence
High competence
High
competence
Variable
Unable and unwilling commitment/
or insecure
Unable but willing or
motivated
Variable commitment/
Able but unwilling or
insecure
High commitment/
DIRECTIVE
COACHING
SUPPORTIVE
DELEGATORY
(Telling)
(Selling)
(Participating)
(Observing)
Low commitment/
Motivation
Leadership
style
Able and willing or
motivated
Modern Leadership Theories Cont.
Transformational Theory (Bass and Avolio, 1994)
Leaders inspire individuals, develop trust, and encourage
creativity and personal growth
Individuals develop a sense of purpose to benefit the group,
organisation or society. This goes beyond their own selfinterests and an exchange of rewards or recognition for
effort or loyalty.
Leadership Traits
Adaptable to situations
Alert to social environment
Ambitious and achievement orientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility
Stogdill, 1974
Leadership Skills
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group task
Organised (administrative ability)
Persuasive
Socially skilled
Stogdill, 1974
Other Leadership Attributes
Integrity
Honesty
Compassion
Humility
The 2 dimensions of management and leadership
1. Economic or productivity-based
?
?
concern for production
Initiating structure (get it done)
2. Employee condition and morale
?
?
concern for people
Consideration (human condition)
Dimensions of leadership
X
X
X
Consideration
X
X
Initiating structure
Leadership Styles
9
Benevolent
Leader
(Y)
Team
Leader
(Z)
concern for
people
Laissez-faire
Leader
(L)
1
Autocratic
Leader
(X)
concern for production ?
9
Theory L: Laissez-faire leader
Uninvolved – leave them alone
Sees main role as passer of information
Lets others make decisions
Basically abdicates responsibility for team or unit
Theory X: Autocratic leader
Lacks flexibility
Controlling and demanding
carrot and stick approach
Focused solely on productivity
Theory Y: Benevolent leader
Very people oriented; encouraging
Organizes around people
Can be paternalistic
country club atmosphere: non-competitive
Theory Z: Team leader
Balances production and people issues
Builds a working team of employees
Team approach: involves subordinates
Organization is a vehicle for carrying out plans
Which style of leadership works best?
Team Leader (Z) has proven to be the most effective in
general (9,9)
Requires a balancing act of getting things done and having
a genuine concern for people
Certain special situations may require other styles (i.e.
making the atom bomb, compliance requirements)
Results of leadership styles
1. Theory L: missing management
?
Very low productivity
2. Theory X: my way or the highway
?
Job stress; low satisfaction; unions form
3. Theory Y: country club
?
Low achievement; good people leave
4. Theory Z: good manager
?
High productivity, cooperation, low turnover, employee
commitment
Origins of leadership
Are leaders born or made?
BOTH. Evidence that both inherent personality and
environment are factors
?What
kind of leader would you be?
References
Koontz, H. and C. ODonnell. Management: A System of Contingency
Analysis of Managerial Functions. McGraw-Hill, New York, 1976.
Auckland International Campus
AM801001 Capabilities for Managers
________________________________________________________________________
AM801001 Capabilities for Managers
Assessment 1
________________________________________________________________________
Study Block 1:
17th January to 6th March 2020
Due date:
Week 3 31st January (Friday)
at 11:59 p.m.
Upload soft copy to Moodle
2000 words
20% of final mark
1 and 2
8
Dr. Olufemi Omisakin
Submission:
Word Count Guidance:
Weighting/Contribution:
Learning Outcomes:
Level:
Contact Lecturers:
_________________________________________________________________________
Assessment Overview
This is the first of two assessments for this course. For this assessment you will critically
evaluate key characteristics of business cultures to determine effective methods of work,
communication, and practice of key M?ori values, within New Zealand organisations
including Iwi/M?ori organisations, evaluating challenges in meeting stakeholder
expectations.
Conditions of Assessment
This is an individual assessment that you will complete in your learner-managed time,
however, your teacher will provide opportunities during class time for clarification,
guidance, collaborative working opportunities, and group discussion. All work must be
completely your own and all literature used must be referenced appropriately using APA
6th edition. In order to pass this course you must achieve a cumulative grade of at least
50%, across assessment one and two.
Learning Outcome(s) Assessed
1. Critically evaluate key characteristics of a variety of business cultures including
Iwi/M?ori organisations that may be encountered in different work environments
and determine the most effective means of communicating and working in such
environments.
2. Critically analyse key M?ori values that are practised within New Zealand
organisations and evaluate the challenges for Iwi/M?ori organisations to meet
their stakeholder expectations.
Postgraduate Diploma in Applied Management/ Master of Applied Management
Capabilities for Managers: Assessment 1, October 2019
Page 1 of 4
Auckland International Campus
AM801001 Capabilities for Managers
Resubmission/Extensions
Please see your course outline for guidelines around, resubmission, and extensions.
Instructions
To prepare for this assessment you will need to choose two New Zealand organisations
to critically evaluate. At least one of your chosen organisations must be selected from the
following list of Iwi/M?ori led organisations:
Ng?i Tahu
Waikato Tainui
Ngati Whatua Ki
Orakei
Te W?nanga o
Aotearoa
Pukeroa Oruawhata
Ngati Porou
Tuhoe Te Uru
Taumatua
Parininihi Ki Waitotara
Tauhara North No2
Trust
Aotearoa Fisheries Ltd
Tohu Wines
Firstly, identify and critically evaluate the key characteristics of the business culture for each
of the organisations you have chosen, establishing the methods of work and communication.
Use relevant literature to support and justify your critical evaluation and to assess the
effectiveness of methods of work and communication for the organisations chosen.
Secondly, for each of the organisations you have chosen, critically analyse how key M?ori
values are practiced within the organisations, linking these to the key characteristics of the
business culture, methods of work, and methods of communication, critically evaluating
challenges in meeting internal and/or external stakeholder expectations.
Word Count Guidance: 2000 words
The recommended word count should be observed. Any piece of work which falls short or
exceeds the stipulated length by more than 10% could be penalised.
Postgraduate Diploma in Applied Management/ Master of Applied Management
Capabilities for Managers: Assessment 1, October 2019
Page 2 of 4
Auckland International Campus
AM801001 Capabilities for Managers
Marking Schedule
Criteria
Business
culture
M?ori
values and
stakeholder
expectations
10-9
Key characteristics of the business
culture such as:
diversity
teamwork
engagement
communication
sense of purpose
are identified and critically evaluated
with insight for each organisation,
including Iwi/M?ori led organisation,
chosen.
The critical evaluation insightfully:
differentiates the established
methods of work such as:
encouragement
respect
inclusivity
and methods of communication such
as:
clarity
openness
proactivity
receptiveness
to insightfully establish those that
are most effective.
uses contemporary literature to
support and justify arguments.
8-7
Key characteristics of the business
culture such as:
diversity
teamwork
engagement
communication
sense of purpose
are identified and critically evaluated with
clarity and detail for each organisation,
including Iwi/M?ori led organisation,
chosen.
The critical evaluation clearly:
differentiates the established methods
of work such as:
encouragement
respect
inclusivity
and methods of communication such
as:
clarity
openness
proactivity
receptiveness
to clearly establish those that are
most effective.
uses contemporary literature to
support and justify arguments.
6-5
Key characteristics of the business
culture such as:
diversity
teamwork
engagement
communication
sense of purpose
are identified and critically evaluated for
each organisation, including Iwi/M?ori
led organisation, chosen.
The critical evaluation:
differentiates the established
methods of work such as:
encouragement
respect
inclusivity
and methods of communication such
as:
clarity
openness
proactivity
receptiveness
to establish those that are most
effective.
uses contemporary literature to
support and justify arguments.
4-0
Key characteristics of the business
culture such as:
diversity
teamwork
engagement
communication
sense of purpose
are not, or not fully, identified and
critically evaluated for each
organisation, and does not, or does not
fully, include Iwi/M?ori led organisation,
chosen.
The critical evaluation does not:
differentiate the established
methods of work such as:
encouragement
respect
inclusivity
and methods of communication such
as:
clarity
openness
proactivity
receptiveness
and does not establish those that
are most effective.
use contemporary literature to
support and justify arguments.
10-9
The practice of key M?ori values such
as:
Whanaungatanga
Kaitiakitanga
Manaakitanga
within each organisation are critically
analysed with insight, perceptively
linking these to the key characteristics
of the business culture, methods of
work, and methods of communication.
8-7
The practice of key M?ori values such
as:
Whanaungatanga
Kaitiakitanga
Manaakitanga
within each organisation are critically
analysed with clarity and detail clearly
linking these to the key characteristics of
the business culture, methods of work,
and methods of communication.
6-5
The practice of key M?ori values such
as:
Whanaungatanga
Kaitiakitanga
Manaakitanga
within each organisation are critically
analysed linking these to the key
characteristics of the business culture,
methods of work, and methods of
communication
4-0
The practice of key M?ori values such
as:
Whanaungatanga
Kaitiakitanga
Manaakitanga
within each organisation are not
critically analysed.
Challenges in meeting stakeholder
expectations are not, identified and
critically evaluated.
Postgraduate Diploma in Applied Management/ Master of Applied Management
Capabilities for Managers: Assessment 1, October 2019
Page 3 of 4
Auckland International Campus
Challenges in meeting stakeholder
expectations are identified and
critically evaluated with insight.
Challenges in meeting stakeholder
expectations are identified and critically
evaluated with clarity and detail.
Postgraduate Diploma in Applied Management/ Master of Applied Management
Capabilities for Managers: Assessment 1, October 2019
AM801001 Capabilities for Managers
Challenges in meeting stakeholder
expectations are identified and critically
evaluated.
Page 4 of 4
PART 1
(1,000 words each organisation 500 words)
At least one Maori Organisation and One other NZ Business
Select any one of the
below
Diversity
Teamwork
Engagement
communication
sense of purpose
Identify & Critically evaluate
key characteristics of the business
culture for each of the organisations
Assess the effectiveness of
Methods of Work
Assess the effectiveness of
Methods of Communication
Select any one of the
below
Encouragement
Respect
Inclusivity
Select any one of the
below
Clarity
Openness
Proactivity
Receptiveness
Using
Appropriate
Literature
APA Style
Academic
English
PART 2
(1,000 words)
Same two organisations
Critically Analyse
E.g.:
Whanaungatanga
Kaitiakitanga
Manaakitanga
1. how key M?ori values are practiced within
the organisations
2. linking these to the key characteristics of
the business culture, methods of work,
and methods of communication (
whatever methods we choose above)
critically evaluating challenges in meeting internal
and/or external stakeholder expectations.
Using
Appropriate
Literature
APA Style
Academic
English
Learning Outcomes Assessed:
Learning Outcomes
Marks
Allocated
Percentage
LO1
Manage and lead people to enable them to achieve 33
personal and business entitys goals.
55%
LO2
Engage stakeholders including employees/team
members to efficiently and effectively achieve
business entitys goals.
10
17%
Demonstrate leadership and management skills for 13
self and others to achieve the business entitys
goals.
21%
LO3
LO4
Analyse and manage the impact of the internal and 4
external environment, and operating in a global
context to effectively
7%
Total
100%
60
Case
Tower Insurance is a leading insurance company in New Zealand. Sophie, an
immigration from China, transferred from another function at Tower Insurance into an
important HR role. It was not long before complaints were coming in, which set the
stage for an unpleasant mid-year performance review.
What is your future plan? asked her boss Mike, trying to build some perspective on
the situation rather than jumping into a series of criticisms. Sophie had no answers.
Tell me what you would like to achieve in this job? Mike persisted. After avoiding a
direct answer she eventually blurted out, Why are you asking me this? I love this
job. Then she burst into tears.
Mike knew there was a problem but could not put his finger on why she was doing so
poorly. Neither did he have the time to devote to a lot of coaching. He knew she was
motivated and had a good track record in her previous job. Despite the complaints
from her internal clients he wanted to give her a chance. His solution was to sidestep
the issue by getting her to report to another manager Ross, with a great reputation
for mentoring. Ross took her under his wing.
Sophie was smart and dedicated, but had no relevant experience and no idea how to
do the job. It was a serious but fixable problem. Sophie was actually glad that the
company reviews were frequent, not just once a year, there was a chance to detect
and respond to the problem early on.
TASK
You are Sophies new manager Ross. You have been given the responsibility of
mentoring Sophie and develop a Performance Management System (plan) for her for
next year.
Develop a Performance Management System for Sophie as per the guidelines given
below:
Steps in Performance
Management Plan
Detailed requirements
LOs
Marks
assessed
Development
Identify and justify what kind of
leadership style you will adopt in
Sophies performance management
planning process. Your discussion
must show knowledge of leadership
Leadership Approach frameworks and
approaches.
(4 marks)
LO1c
8
Discuss and compare at least 2
management approaches in your
discussion. (4 marks)
Performance
Management
Approach
Coaching
Identify and justify what kind of
performance management approach
you will take in Sophies performance LO1a
management planning process.
Discuss the coaching process for
efficient goals completion you would
follow in order to seek her
LO1a
8
4
Cooperation and ensure her performance
acceleration.
Tools of
performance
management
Identify at least 2 performance
management tools you will apply for
Sophies performance management. (2
marks)
LO1a
8
Justify and evaluate the effectiveness
of these tools in this specific scenario.
(6 marks)
Motivation
Professional,
ethical, and
socially and
culturally
appropriate
behaviour
Compliance and
Global context
Using at least one motivation model,
evaluate how the selected performance
management tools can enhance your
(Rosss) as well as Sophies motivation to
perform better.
LO3b
3
Analyse any two professional, ethical,
cultural and social issues you will overcome
during the process. (3 marks)
Discuss how would you promote and
model Towers culture and values in order LO3a
to support Sophie in achieving her personal
goals and Towers goals. Your discussion
should include the Treaty of Waitangi and
Maori cultural values. (7)
As Tower Insurance operates in a global
environment, discuss one challenge or
opportunity (in either political, legal or
economic system) you will need to consider
during the process of performance
management planning for Sophie.
(1
LO4
mark)
Propose and explain one strategy and
management technique for the challenge or
opportunity discussed
above.
(2 marks)
10
4
Discuss one internal and one external
compliance requirement and how these will
be met during the process
of performance management
Planning for Sophie.
Achieving
business goals
(1 mark)
Analyse how the proposed performance
management system for Sophie aligns with
LO1 b
the goals of Tower and can be beneficial for
the company.
You must also use correct referencing
style throughout the report.
References
5
LO2
At least 5 academic journals and at least
2 books must be consulted and referenced
Word processed in black and white, with
the main text in 12-point Times New Roman
Formatting
Left aligned, with 6-point paragraph
spacing, 1.5 line spacing on A4 size paper
LO2
Portrait format (left margin minimum
3cm, right margin minimum 2cm)
Presentation
You must prepare a 10 minutes
presentation. See more details in the
LO2
10
Presentation Section of this assessment.
Total Marks
60
Presentation
1. You must prepare a 10 minutes presentation for your manager. The presentation
must address the following tasks:
Research Tower Insurances vision, mission, strategic objectives and goals
Propose and justify at least 2 possible goals for Sophie for her performance
development. Ensure that the proposed goals are in accordance with the Towers
vision, mission, objectives and goals as discussed above.
Discuss what kind of relationship management attributes you (Ross) must
demonstrate during the performance management process.
Note: Your presentation must be based on the performance management system
designed by you in the written task. However, it must not repeat the information
already included in the written assessment.
2. Please note the presentation will be recorded by your lecturer (i.e. videotaped)
for the purpose of post-moderation. You are required to hand in all presentation
visuals (e.g. poster, slideshow, flipchart paper), as well as any props and
handouts used in this presentation.
3. Your presentation is an individual presentation, i.e. no group presentation is
allowed
4. You must hand your presentation material to your lecturer at least one day before
the presentation.
5. You need to prepare presentation visuals that guide and lead your presentation.
Please note: a.Visuals must support your presentation and should not distract
from your presentation (e.g. too crowded, illustrations that are not linked to the
content) b. Visuals must be of high quality (e.g. free of grammar and spelling
errors). Good visuals will have a combination of words and graphics c.While MS
PowerPoint slides are very popular, please remember they are not the only
visuals available. d. Please use handouts as you see fit
6. Please ensure you speak in a clear and concise manner and engage with your
audience
7. You may use presentation notes to support your presentation but please ensure
you do not read of such notes. Your notes should be a backup only in case you
get stuck, or in case you need to cite data that is difficult to remember (e.g.
statistics/data).
8. Please refer to the marking guide for more detailed information concerning the
presentation task
Presentation Marking Schedule
Student Name:
Student
number:
.
Criteria
Delivery of Presentation Excellent
V
Good
Adequate
Trying
Poor
A-5
B-4
C-3
D2
E 0o Presentation suitable
1
for
audience o
Visuals !_________!_________!_________!_________!______!
used and well managed
o
Clear presentation
style (presentation pace,
pitch of voice, appropriate
language used)
o Effective use of
allocated presentation
time
o Professionalism o
Audience addressed and
involved o Handed
presentation to lecturer
one day before
presentation.
o Consistent format,
correct spelling and
grammar.
Content of presentation
o Covers content in
sufficient detail
o
Key factors
clearly, logically and
comprehensively
presented
o Ideas presented in a
convincing and logical
manner
Excellent
V
Good
Adequate Trying
Poor A5
B-4
C-3
D2
E 0-1
!________!_________!_________!_________!________
_!
TOTAL MARKS
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