The Main Approaches to Leadership and Performance Report

The brief is to write a 2,500-word management report.

• Drawing upon relevant theory from the module, critically discuss the main approaches to leadership and performance
• By using examples of specific organisations critically analyse the leadership behaviours observed and approaches used, and assess the link between leadership performance and organisational performance
• Drawing upon relevant concepts, theories and models from the module, evaluate your own leadership skills highlighting where further development may be necessary. Include any sources of feedback such as annual appraisals or self-assessment activities
• Include an implementation plan for your future development needs in relation to leadership skills. Ensure you consider the following: timescales; level of feasibility (e.g., how deeply ingrained is a particular behaviour?); potential facilitators (e.g., having a mentor); and, potential barriers and how these might be addressed (e.g., lack of sponsorship); how any development solution will be evaluated.

The implementation plan may include initiative based on informal learning (e.g., informal coaching, learning from colleagues etc.) as well as formal learning (e.g. company workshops, formal coaching and mentoring, sponsoring education courses such as the MBA).

Applying the concepts from the uploaded documents and other sources to some specific scenarios that you might face if you were a leadership development coach

For each of the scenarios below, use at least one reference from the uploaded document to answer the specific question. Use your knowledge to diagnose each scenario in terms of what went wrong and what could have been done differently. The paper should be 2-3 pages in length:

1. An organisation decides that they don’t want to spend the large amount of money to use a 360-degree survey from an established vendor and instead decides to develop their own survey.

An employee in the human resource department is asked to create a list of 50 questions about different areas of leadership performance. Two of the senior managers look at the questions briefly and then send out the survey as part of a 360-degree process. Once the results come in, there is no rhyme or reason to the results.

For example, one top performing leader in the organisation gets perfect performance scores from some employees and very negative scores from other employees. Management is not sure if the results from the survey can be trusted or not.

2. A unit in one organisation is having a lot of performance issues and senior management is not sure of the reasons for this. They don’t want to fire any employees, but they do think some of the supervisors need to improve their leadership skills. The survey is sent to five employees, which includes two supervisors and three direct reports.

They are told that although the survey will be anonymous, the results of each survey will be shared with all five employees; the names will be removed from each survey, and they will all be able to see the evaluation scores on each question. When senior management sees the survey results, they find that all five employees received almost perfect scores and no useful information from the surveys can be found.

3. A software company is concerned that they are losing market share to their competitors and that their software is not as high in quality as it used to be. In an effort to improve their competitiveness, they decide to use a 360-degree survey process to identify areas for improvement in leadership skills among their top supervisors in their software design department.

After searching through a few different 360-degree instruments offered by different vendors, they find a survey that focuses on communication and teamwork skills. The process seems to go very well as supervisors who score low on communication or teamwork agree to go through training to improve these skills.

One year later, the 360-degree process is repeated, and most supervisors show greatly improved communication and teamwork skills. However, the quality of the company’s software does not seem to have improved at all in spite of the improvements in communication and teamwork.

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