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In this section, we are discussing some assigned tasks. These are:

CMI 526 Task 1: Understand leadership practice in an organisation.

In order to comprehend leadership practice in an organisation, it is essential to first understand the concept of leadership. Leadership can be defined as the process of influencing others to attain a common objective.

A.C. 1.1 Study Leadership Practices in Organisations.

In every organisation, there are always individuals with the mandate who make all the decisions that relate to an entire corporation. These individuals are termed leaders whose stewardship is essential in influencing the overall prosperity of any organization. Though there exists no paradigm for excellent leadership, several practices are very effective under most circumstances. Such things include goal setting, communication, trust, delegation of authority, and giving feedback. When such elements find their way into the leader’s decision-making process, there is a high possibility that the leader will direct their organisation towards success.

AC 1.2. Evaluate the conceptual models in responsible leadership.

There are several hypotheses offered so far to explain responsible leadership.

• The social duty, one of the theories referenced most frequently in conjunction with responsible leadership, imposes a responsibility on leaders as needing to act for society.
• Another common notion is stakeholder theory, according to which leaders must care for the interests of all persons affected by their actions.

While there are virtues in both of these techniques, both have their shortcomings. The social responsibility factor might push CEOs to decide on a course of action that does not benefit the company per se. Implementing stakeholder theory may be a onerous process as well. Conclusion The responsible leader cannot be justified by the employment of only one idea. It nevertheless remains crucial that leaders be aware of the multitude of theories available and more critically examine how they would apply in practice.

AC 1.3 Examine the influence of internal and external factors on the practice of leadership.

Internal elements are those over which a leader has control and include personality, conduct, and leadership style. External elements are those that are outside the control of a leader: the political environment, economic conditions, and social tendencies.

Internal and external variables may strongly impact the practice of leadership. The personality of a leader might dictate how to interact or create connections with personnel; the economic condition can be an external element that may affect resources accessible to a leader. Leaders must recognise both internal and external elements that impact their leadership style.

Assignment Task 2: Understand leadership styles.

There are many distinct leadership styles, and the optimal style for any particular scenario relies on a number of criteria, including the nature of the work, the makeup of the team, and the preferences of the leader.

AC 2.1 Discuss the differences between leadership and management.

Management and leadership are two concepts that are not precisely alike, though very much intertwined. Management centres around the idea of making resources productive in an organisation through efficient and effective use towards organisational goals. A leader centres around the elements of direction, inspiring, and motivating people, as well as effecting change. A manager may be a leader in a specific area, but the truth is that not all leaders are managers. The best leaders can be drawn from anywhere within the organisation. Leaders don’t have to have any official power to lead successfully.

The relationship between management and leadership is quite complex, though it can be summarised as follows: Management is attaining objectives through the use of available resources in efficient ways; leadership is concerned with the direction to provide for achieving goals. Further, managers are interested in the present and near-term concerns, while leaders generally worry about the future or the long term.

Lastly, managers will rely much on established procedures and systems, while the leaders tend to challenge the status quo and innovativeness.

Management and leadership, despite their differences, work together because they are complementary functions towards organisational success. Effective leaders should be able to produce buy-in with their followers, which will require strong communication and negotiation skills. Effective managers require a vision that inspires their work and motivates others by enabling them to do it effectively. To achieve any organisational goal, it appears both effective management and true leadership are required.

AC 2.2 evaluates leadership styles.

There is no one best leadership style for all circumstances. The best style of leadership will depend on the type of work, the composition of the team, and the personality of the leader.

Some of the most common leadership styles are autocratic, democratic, laissez-faire, and transformational.

• Independent is normally the situation in selection by self-reliant leaders who are going to come to a conclusion alone with little or no assistance from anybody else. The advantages of this model are significant: it might save people by making immediate decisions for saving lives. Again, it leads to the worker’s resentment feelings because they think others would not provide them with voices before coming to conclusions in selecting.
• Democratic leaders consult with those in their team before the decision is communicated. In this leadership, a person in charge usually feels some amount of ownership and a sense of accountability towards the task at hand. Hence, increased acceptance or buy-in to such a leader exists. Again, this form of leadership wastes much time; consequently, it may not be useful in a scenario demanding speed in giving out the verdict.
• This laissez-faire leader allows subordinates to work in decision-making. There is more creativity and innovation because the team members are free to come up with their own exploration for new ideas. In summary, although this may create more confusion and chaos based on uncertainty regarding the expectations of the leader from the subordinates,
• Transformational leaders would inspire and motivate the team members. The leadership model has proven to be very effective when organisational goals are on the line. Still, it is very challenging to maintain over a long period and may call for a lot of energy and commitment from the leader.

Leadership that adapts to the situation and team works best. A successful leader will know whether to be more autocratic or more laissez-faire and adjust the style accordingly. The best leaders also learn and grow continually; they are receptive to feedback so that they may continuously improve their skills.

CMI 526 Task 3: Understand the role that leadership has in companies.

This is highly significant since leadership in an organisation may have a great influence on its success.

AC 3.1: Assess how leadership facilitates the attainment of corporate objectives.

Leaders help fulfil corporate objectives by directing, advising, and leveraging resources. Good leadership also encourages and inspires the workers to create a productive and inspirational work environment. Thus, strong leadership is crucial for every firm.

An excellent leader should be able to clearly picture his or her organisation and then convey that vision to the people. Leaders should have the capacity to make a rapid and efficient choice on a problem and shift responsibility to others. They need to create positive relationships with workers, customers, and other stakeholders. Developing all these talents will enable them to build an environment that supports the attainment of corporate objectives.

AC 3.2: Analyse the concepts of empowerment and trust in leading others.

Empowerment and trust are significant when it comes to leading other people. Empowerment is the act of giving employees the power to make decisions and act according to their discretion. In this way, they become engaged and take ownership of the work. Trust, in contrast, represents the kind of environment that allows employees to make suggestions, take calculated risks, and share ideas.

A good leader must empower or trust his employees to be able to create a high-performance team or not.

1. Key advantages of empowerment and trust towards employees can be derived.
2. It can lead to better decision-making by tapping into the collective wisdom of a team.
3. Empowerment and trust

When done correctly, empowerment and trust can be hugely beneficial for both leaders and employees alike.

AC 3.3 Explore ways to build teams.

A few important methods can help a leader establish a cohesive team. 

• Everyone on the team should have the same goal to strive for. It may assist in concentrating and synchronising the activities of a team.
• Leaders should foster transparency and collaboration to bring out the best between them and their team members.
• And lastly, team-building events and bonding experiences are typically quite good to encourage. These help workers to get to know one another better and therefore to create strong connections with them.

These approaches will assist leaders in establishing cohesive and high-performing teams.

AC 3.4 Evaluate the requirement for developing leadership styles that respond to change demands.

To be effective, one must adapt their approach to leadership to the ever-changing requirements. Leading incorporates the scope of implementation and the need for change. The scope may be the objectives of a team that must change or one’s own conduct as a leader to change.

Especially essential in this constantly changing world is adaptation. Since change is occurring at every instant in today’s work world and in the economy as a whole, there’s always some need to continue coming up with methods of making approaches effective.

When adaptation does not take place, it’s tougher to continue competing in a very dynamic environment; thus, many may ultimately fall behind the competition.

For any leader, particularly those in an environment of rapid change, adaptation is essential.