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IOP4862 Assignment 6 (COMPLETE ANSWERS) 2024 (783461)- DUE 25 October 2024
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IOP4862 Assignment 6 (COMPLETE ANSWERS) 2024 (783461)- DUE 25 October 2024
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IOP4862 Assignment 6 (COMPLETE ANSWERS) 2024 (783461)- DUE 25 October 2024 ; 100% TRUSTED Complete, trusted solutions and explanations.
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I,OP4862 Assignment 6 (COMPLETE ANSWERS) 2024 (
783461)- DUE 25 October 2024 ; 100% TRUSTED C
CASE STUDY: THE BANKING COMPANY (Please note that the
case study is not a real company situation.) Martin Sithole was
promoted after 10 years of service in various leadership
positions to an executive position at ABC Bank. His promotion
was, amongst other factors, due to his strong confidence and
the impact he had on subordinates to perform and exceed
targets in the division he was responsible for. Martin is very
loyal to the company but is also well known in the industry for
several business mergers and acquisitions he was involved in. In
his new role, the chief executive officer (CEO) requested Martin
to start the process to merge with another bank and include his
team in the planning thereof. Martin developed his
subordinates in the standard operating procedures associated
with a merger. However, he dictated his vision of the merger
from a self-interest perspective and did not consider any
suggestions from his subordinates. Considering the upcoming
merger, the executive board of ABC Bank requested the Human
Resources Wellness Division to design organisational coping
strategies to eliminate or control organisational-level stressors
to prevent and reduce job stress for individual employees. A
new employee joined Martin’s team using a wheelchair, which
created discomfort for some of the team members as they were
not clear on how to interact with the differently abled
colleague. They approached Martin for assistance in this matter.
Martin approached the Human Resource Training Division for
,ideas on addressing the situation. In addition, there were
complaints that input from female subordinates was not valued
in weekly meetings, which Martin also had to address to
manage team diversity. 2 Question 1 1.1 Identify which modern
leadership theory was applied by Martin Sithole and explain in
your own words what this leadership theory entails. (5) 1.2
Discuss ethical and unethical characteristics of the identified
leadership theory and integrate examples from the case study
in your discussion. (10) [15]
Question 1
1.1 Identify which modern leadership theory was applied by
Martin Sithole and explain in your own words what this
leadership theory entails. (5)
Leadership Theory: Transformational Leadership
Martin Sithole exemplifies transformational leadership, which
is characterized by the ability to inspire and motivate followers
to exceed their own self-interests for the good of the
organization. This type of leader often has a clear vision and
engages in creating a strong emotional connection with their
team. They encourage innovation and creativity and are focused
on the development of their subordinates. However,
transformational leaders also need to be inclusive and consider
the diverse perspectives within their teams.
In Martin's case, while he had the confidence and drive to
motivate his team and achieve targets, he predominantly
, dictated his vision without incorporating input from his
subordinates. This approach shows a gap in truly embracing the
transformational aspect, which ideally involves collaboration
and fostering a shared vision.
1.2 Discuss ethical and unethical characteristics of the
identified leadership theory and integrate examples from the
case study in your discussion. (10)
Ethical Characteristics of Transformational Leadership:
1. Inspiration: Transformational leaders motivate their teams
to strive for higher goals. Martin’s confidence could inspire
his team to work hard towards the merger objectives.
2. Empowerment: They encourage team members to take
ownership of their roles and contribute ideas. Ethical
leaders value input from all team members, fostering an
inclusive environment.
3. Vision Sharing: A clear and shared vision promotes unity
and collective effort. Martin's vision for the merger reflects
ambition, but he failed to integrate team perspectives.
Unethical Characteristics of Transformational Leadership:
1. Autocratic Decision-Making: Martin dictated the vision of
the merger from a self-interest perspective without
consulting his team, which is contrary to ethical
transformational leadership that promotes collaboration.
This could lead to disengagement among subordinates.
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