Managerial and Organisational Psychology (IOP4862)
Exam (elaborations)
IOP4862 Assignment 6 2024 (783461)
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Module
Managerial and Organisational Psychology (IOP4862)
Institution
University Of South Africa
Book
Organizational Psychology for Managers
IOP4862 Assignment 6 (QUESTIONS & ANSWERS) 2024 (783461) - DUE 25 October 2024 ;100 % TRUSTED workings, Expert Solved, Explanations and Solutions. For assistance call or W.h.a.t.s.a.p.p us on ...(.+.2.5.4.7.7.9.5.4.0.1.3.2)...........
CASE STUDY: THE BANKING COMPANY (Please note that the case stud...
IOP4862 Assignment 6 (Detailed Answers) Semester 2 Due 25 October 2024
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IOP4862
ASSIGNMENT 6 2024
UNIQUE NO.783461
DUE DATE: 25 OCTOBER 2024
, IOP4862
Assignment 6 2024
Unique Number: 783461
Due Date: 25 October 2024
Managerial and Organisational Psychology
Question 1
1.1 Leadership Theory Applied by Martin Sithole
The leadership theory that Martin Sithole seems to embody is Transactional
Leadership. This theory focuses on exchanges or transactions between the leader and
their subordinates. In this model, leaders set clear tasks and expectations, and rewards
or punishments are given based on the team’s performance. Essentially, the
relationship is built on a give-and-take basis. Martin exemplified this leadership style by
training his subordinates in standard operating procedures and expecting them to
deliver on those tasks according to his instructions. However, Martin also displayed a
lack of flexibility, as he imposed his personal vision of the merger and did not consider
input from his subordinates. This shows that while he provides clear directives, there is
little room for collaborative decision-making.
1.2 Ethical and Unethical Characteristics of Transactional Leadership
Ethical Characteristics:
Clear Expectations: Transactional leadership provides employees with well-
defined roles and responsibilities, which reduces uncertainty. In Martin’s case, he
trained his team on standard procedures for the merger, ensuring they knew
what was expected of them. This creates an environment where team members
can work with clarity, knowing what tasks to focus on.
Rewarding Good Performance: Transactional leaders typically reward good
performance, which can motivate employees to achieve targets. Martin’s prior
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