(Solution) NEW Oakwood International 5OS06 Assessment ID / CIPD_5OS06_23_01

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Diversity and inclusion- A lack of variety in ranks is a result of Highgate Opticals’ typically homogeneous culture. In contrast, research by CIPD (2022) shows that when management practices diversity, creativity and productivity are enhanced. Leaders that are devoted to equitable procedures and the empowerment of marginalised groups are essential for the successful implementation of inclusion initiatives due to changing world (CIPD, 2020). Even though it may require some strategic shifts, boosting representation will help Highgate connect with multicultural audiences around the world. Nevertheless, changes in strategy that shake up habits are required for a culture to transform. If prejudices are not eliminated, the disadvantage is that people will not feel welcome or able to take part.

Changing demographics- Businesses need to adapt to the changing needs of an increasingly diverse and older population. The desire for specialised goods and services is growing among older demographics, while the expectation of seamless omnichannel service is rising among younger ones. Another factor influencing dynamics is the workforce’s growing cultural diversity. To overcome obstacles like an ageing workforce, develop insights, steer inclusive policies, and construct an adaptable structure, strategic leadership is essential (Schoemaker et al, 2013). Managers need training to bridge generational gaps and foster an inclusive environment. Without sensitizing its people to encourage engagement and make the most of talent, Highgate runs the danger of falling behind changes in demand. Both productivity and costs are affected by an aging workforce.

Technological and digital shifts- Smart lenses, and at-home testing instruments are revolutioniSing Highgate Opticals. This calls for strategic investments and a shift in company culture, but it also opens doors to digital customer engagement and better brand experiences. A compelling vision must be communicated by leaders, who must then supervise the use of technology and teach their employees appropriately. To maintain data security and workflow efficiency in the face of disruption, managers should back workplace adaptability (CIPD, 2020a). Highgate can gain an advantage over competitors who are slow to adopt innovation by actively doing so with the advice of experts. One disadvantage of adopting new technologies is the need for significant investments and shifts in culture. If changes are not handled properly, outdated practices and technology could reduce productivity and compromise data security.

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·      Management and Team Members vs. Leaders and Followers: In the Leadership Grid, management roles involve organising and controlling tasks, ensuring that team members adhere to procedures and achieve set goals (Mind Tools, 2022). In contrast, leadership roles focus on inspiring and guiding followers, fostering collaboration, and motivating the team to reach their full potential.

Impacts- Management roles, by focusing on organising and controlling tasks, ensure operational efficiency and goal attainment. However, leadership roles, by inspiring and motivating followers, foster innovation and team cohesion. The balance between these roles enhances organisational effectiveness by combining efficiency with employee engagement and creativity (Banu et al. 2023).

·      Task vs. People Perspective: According to the Blake and Mouton Grid, task-oriented leaders prioritise efficiency and goal achievement, often at the expense of team members’ well-being while people-oriented leaders prioritise team members’ needs and relationships, sometimes sacrificing productivity (Kloefkorn, 2019). The ideal approach balances high concern for both people and tasks, creating a collaborative and productive environment.

Impacts- Task-oriented roles drive productivity and goal achievement, ensuring that projects are completed on time. People-oriented roles, by prioritising team members’ well-being and relationships, enhance job satisfaction and reduce turnover.

Differences

Efficiency vs. Relationships: Task-oriented roles prioritise efficiency, planning, and execution to maximise productivity while People-oriented roles emphasise building strong relationships, understanding team members’ needs, and providing support, which fosters a positive and collaborative work environment (‌Staff, 2022). This distinction highlights the difference between achieving immediate results and nurturing long-term team development.

2.    Styles

·      Behavioral Leadership: This style, based on the Blake and Mouton Grid, categorises leaders by their concern for people and tasks (‌Garza et al, 2015). High concern for both fosters’ collaboration and productivity, while low concern leads to inefficiency and low morale.

·      Action-Centered Leadership: Developed by John Adair, this style emphasizes balancing task needs, team needs, and individual needs (Business Balls, 2012). Effective leaders achieve objectives while maintaining team cohesion and addressing individual concerns.

Differences

Focus on Behavior vs. Actions: Behavioral Leadership, as explained by the Blake and Mouton Grid, categorises leaders based on their concern for people and tasks, emphasising how leaders behave towards their team and tasks while Action-centered leadership, on the other hand, focuses on specific actions leaders must take to balance task, team, and individual needs, providing a more practical approach to leadership (Western Governors University, 2020).

Theoretical Foundation vs. Practical Application: Behavioral Leadership is rooted in psychological theories that analyze leader behaviors to determine effectiveness. Action-centered leadership, developed by John Adair, provides a practical framework for leaders to follow, focusing on what leaders should do to meet task, team, and individual needs simultaneously.

Impacts

Behavioral Leadership impacts organisational effectiveness by shaping how leaders interact with their teams and manage tasks. Leaders who demonstrate high concern for both people and tasks create a balanced environment that fosters collaboration and productivity, leading to improved performance and morale (‌Garza et al, 2015).

Action-centered leadership enhances effectiveness through its focus on balancing task, team, and individual needs. By addressing these three areas, leaders can ensure that objectives are met while maintaining team cohesion and supporting individual development as further evidenced by Western Governors University (2020). This comprehensive approach promotes sustained productivity and a positive work environment, leading to overall organizational success.

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Leadership Knowledge Example: According to Goleman’s Emotional Intelligence Theory (2000), a crucial knowledge area for leadership is emotional intelligence. According to Craig (2019), it states that leaders must understand and manage their own emotions while empathising with others. This ability enhances interpersonal relationships, builds trust, and fosters a motivating environment, which is essential for inspiring and guiding teams.

Management Knowledge Example: Based on Katz’s Skills Approach (1955), a vital knowledge area for management is technical proficiency (Radtke, 2022). Managers need to possess expertise in specific operational areas to effectively plan, coordinate, and oversee tasks. This technical knowledge ensures that processes run smoothly and goals are met efficiently.

Similarity and Difference: Both leadership and management require specialized knowledge to be effective. However, while emotional intelligence is crucial for leaders to foster relationships and motivate teams, technical proficiency is essential for managers to execute tasks and achieve operational efficiency. Leadership focuses on people and inspiration, whereas management emphasizes processes and results.

·      Skills

Leadership Skill Example: According to Goleman’s Emotional Intelligence Theory (2000), a key skill for leadership is empathy. Leaders need to understand and relate to the emotions of their team members, which helps build trust and motivate effectively.

Management Skill Example: Based on Katz’s Skills Approach (1955), a critical skill for management is technical expertise. It states that managers must understand and apply specific operational knowledge to effectively oversee processes and achieve goals as evidenced by Laghari et al. (2024).

Similarity and Difference: Both skills are crucial for effective functioning. However, empathy focuses on interpersonal relationships and emotional understanding, essential for leadership, while technical expertise centers on operational proficiency, vital for management.

·      Behaviors

Leadership Behavior Example: According to Goleman’s Emotional Intelligence Theory (2000), a key behavior for leadership is active listening. Leaders who actively listen to their team members demonstrate empathy and validate their concerns, which builds trust and fosters a collaborative atmosphere.

Management Behavior Example: A crucial behavior for management is problem-solving. Managers must systematically address and resolve operational issues to ensure efficiency and achieve organisational goals (Kerns, 2016).

Similarity and Difference: Both behaviors are essential for organisational success. Active listening and problem-solving are complementary but distinct. Active listening in leadership focuses on understanding and responding to team members’ needs, promoting a positive work environment. In contrast, problem-solving in management addresses technical or operational challenges, ensuring smooth processes. While active listening builds relationships and fosters motivation, problem-solving drives efficiency and goal achievement.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 450 words