Assignment Task
Objectives and Content
In this course, you have an enhanced capacity to:
- evaluate processes to gain a mature knowledge of self.
- evaluate processes and practices to gain appreciations of the behaviour of others.
- determine different leadership styles and contextual variances including ethical considerations.
- evaluate the value of power and empowerment with an organisational context.
- evaluate the relationship between leadership conduct and organisational culture
Part One (Analysis of Organisational Leadership and Stakeholder Management).
The student will Theoretically
1. Explore the value of diversity within organisational executive leadership.
2. Examine optimum uses of power within organisational executive power
3. Examine the means of maximising the value of organisational stakeholder management
The student will apply the principles and concepts to Tata Steel by
1. Exploring the diversity of the Executive Leadership Team of Tata Steel
2. Identify the key external stakeholders for Tata Steel and provide criteria to prioritize the management of the identified stakeholders.
3. Offer recommendations for leadership diversity and stakeholder management within Tata Steel
Part 1 Structure
A.Introduction tells the structure of the paper
B. Body
1. Leadership diversity (Linked to academic theory – why is this important?)
2. Uses of power within organisations. (Linked to academic theory also consider the impact of power related to ethical conduct )
3. Means of maximising the value of stakeholder management, why is the process important? (Linked to academic theory)
4. Using TATA STEEL as an example
- Explore the diversity of the executive leadership within Tata Steel
- Identify the key external stakeholders for Tata Steel and provide criteria to priorities the management of these stakeholders
- Recommendations for Tata Steel related to Executive Diversity and Stakeholder Management
Part Two Leadership Plan
The student will
1. Outline the key learnings that have a significance to yourself from the content of overall program that is all units focusing on their leadership capacity, supported by quality sources
2. Develop a leadership action plan for the next 12 months detailing
- What will I start doing? (Linked to academic theory)
- What will I continue to do? (Linked to academic theory) eg Show Respect and utilise teamwork
- What will I stop doing? (Linked to academic theory)
Part Two Structure
1. Introduction
2. Body
3. Course leadership learnings
4. Leadership action plan (IN THIS SECTION DISCUSS THE ‘ISSUES’ such as Show Respect and utilise teamwork
- What will I start doing? (Linked to academic theory)
- What will I continue to do? (Linked to academic theory) use the model of Kotter ( 1985)
- What will I stop doing? (Linked to academic theory)
Hearts Touched With Fire, How Great Leaders are Made: by David Gergen (2022)
- It is widely understood that you cannot really lead until you know how to lead yourself. Self-awareness and self-mastery are the beginnings of leadership ‘Know Thyself’
- Leadership is a personal journey – you need to know your strengths and weaknesses, your strengths can help to propel you to leadership, but your weaknesses can bring you down
- The ability to learn and adapt are critical to a leader’s journey as is working with others
- Charisma and intelligence are not enough
- As you ascend to Power, you can erode the strength of your foundation.
- Having sets of Values are navigational lights, along with Intelligence and empathy, being able to communicate persuasively, mobile and empower people and administrative and strategic abilities are critical
- It is not about you – it is about how you persuade others to do something that are tough and demonstrating moral leadership
Who has completed a Psychometric assessment instrument?