TMA 02 Thinking critically about leadership dilemmas and opportunities
Cut-off date: This tutor-marked assignment (TMA 02) must be submitted by the date shown on the study planner on the module website.
Word count: The total word limit for this TMA is 1500 words. See the Assessment guide for more information on word counts. References are not included in the word count.
Weighting: This TMA accounts for 50% of your overall continuous assessment score (OCAS) for the module. See the Assessment guide for more information on the weighting of assessments.
Learning outcomes
This TMA is designed to enable you to demonstrate your ability to reflect critically on the concepts and ideas you encountered in Block 2 by analysing the block case studies (Susan’s leadership dilemmas) and by applying theoretical concepts.
TMA 02 will assess the following:
your knowledge and understanding of key concepts and ideas covered in Block 2 of B329
your ability to analyse a case study
your ability to reflect critically on Block 2 ideas, linking this reflection to a case example of leadership and to your own understanding and practice of leadership.
Introduction
Each week in Block 2 you explored a variety of concepts that offer positive approaches to leadership in a changing world. For example, you explored the formation of leadership identity; leadership strategies for positive-sum games; the relationship between leadership, conflict and change; leadership for building and sustaining collaboration; the importance of inclusiveness, diversity and boundaryless leadership; and the relational element of leadership.
At the end of each week’s studies in Block 2, you read a case study involving Susan. More particularly, you were asked to read a problem/dilemma that Susan was experiencing and to select a preferred solution from the three provided, drawing on your personal experience and understanding of each week’s material.
For this TMA you will look back at the choices you made for each week’s block case study and bring all six of your choices together. The questions examine how you understand the choices you made and how you relate those choices to the material covered in the block. They also provide an opportunity for you to synthesise your learning into a practical analysis of your own leadership, exploring changes in your understanding and practice of leadership.
The task
You are required to write a report of no more than 1500 words which covers the following areas:
Part A – Your responses to Susan’s leadership dilemmas
Did your responses to each of Susan’s cases produce a preference for one of the three leadership styles presented in each one (A, B or C) or for a more situational approach? If you have selected a particular style, explain which one and your reasons for making this selection. Otherwise explain why you have applied a situational leadership approach (150 words). (10 marks)
Describe one strength and one weakness of Susan’s leadership that emerges through the choices you made on Susan’s behalf (200 words). (10 marks)
Part B – Block 2 theories, concepts and/or ideas
Identify three theories, concepts and/or ideas that you think could give insight into the leadership choices you made on Susan’s behalf and discuss why they might be useful for Susan’s leadership practice (850 words). (60 marks)
Part C – Your leadership practice
Which theory, concept and/or idea from Block 2 will you apply to your current or future leadership practice? Explain your selection and how you expect it to be useful for your leadership practice (300 words). (20 marks)
Guidance for students
Part A
As you may have noticed, there was some consistency between the potential responses to Susan’s dilemmas. The A options represent a more directing leadership style, the B options represent a coaching or supportive style and the C options represent a delegating style. Part A asks you to comment on whether you responded to Susan’s leadership dilemmas by selecting mostly the same leadership style or by applying situational leadership approach (5 marks). Your response should indicate an understanding of the particular leadership style you chose and your reasons for selecting it, if applicable. Otherwise you should explain why you thought that applying a situational leadership approach was more appropriate, and demonstrate a basic understanding of this theory (5 marks).
You then need to reach a conclusion about one strength and one weakness of the leadership figure created as you made choices on Susan’s behalf. This requires you to think critically about the consequences of your choices and to explain why you have selected a given strength (5 marks) and weakness (5 marks).
Part B
This part asks for a more theory-informed analysis of the leadership figure that emerges from the choices you made on Susan’s behalf. You are advised to draw on three theories, concepts and/or ideas from different weeks in Block 2. For example you might refer to
the importance of inclusiveness and diversity
the roles of administrator, manager and leader
the meaning of collaboration and challenges of building collaborations
shared leadership
relational leadership
follower-centred leadership
strategies for win–win or win–lose outcomes
constructive dissent
any other theories, concepts and/or ideas you explored in Block 2.
Note: As you have already drawn on the concept of situational leadership in Part A, this should not be included as one of your selected three concepts.
You are asked in this part both to explain the theories, concepts and/or ideas and to apply them in the context of each block case study and the leadership figure you created. Twenty marks each will be given for the explanation and application of the three theories, concepts and/or ideas you identify.
Part C
The block case studies have given you the chance to think critically about dilemmas and opportunities in leadership practice. Part C is designed to allow you to reflect on your personal experience, ideas or opinions as a leader and/or about leadership. Specifically, it asks you to identify one theory, concept and/or idea from Block 2 that can be useful in developing your leadership practice. Marks will be allocated here for your critical and practical application of Block 2 concepts into your actual or potential leadership practice. You should explain why you have selected a given theory, concept or idea (10 marks) and how this could develop your leadership practice using practical and real-life examples (10 marks). You can pick up a theory, concept and/or idea you have already chosen in Parts A and B in order to write your answer to Part C, but please be aware that marks will be allocated only for the critical and practical application to your leadership practice, so you must not use the same words again to refer to the same theoretical aspects you have written about elsewhere.
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