1|Page
HED4812 Assignment 1 Semester 1 2026 (Answer Guide)
VERIFIED AND CERTIFIED ANSWERS. WRITTEN IN REQUIRED FORMAT AND WITHIN
GIVEN GUIDELINES. IT IS GOOD TO USE AS A GUIDE AND FOR REFERENCE, NEVER
PLAGARIZE. Thank you and success in your academics.
UNISA, 2026
Contents
QUESTION 1................................................................................................................................3
1.1 Concept of Organisational Agility ..................................................................................3
1.2 Organisational Capacity to Manage and Respond to Change ....................................3
1.3 Relationship Between Organisational Agility and Change Management ..................4
1.4 Conclusion ........................................................................................................................5
QUESTION 2................................................................................................................................5
2.1 Meaning of Leader’s Moral Identity ................................................................................5
2.2 Role of Moral Identity in Ethical Leadership .................................................................5
2.3 Moral Identity and Organisational Justice ....................................................................6
2.4 Influence on Employee Behaviour and Organisational Outcomes ............................7
2.5 Conclusion ........................................................................................................................7
QUESTION 3................................................................................................................................7
3.1 Six Components of Psychological Well-being That Impact an Individual’s Ability
to Overcome Life’s Primary Challenges (6) ........................................................................7
3.2 Why “Self-serving Politics” Is Not Good in Organisations (4) ...................................9
QUESTION 4................................................................................................................................9
4(a) Explain the Concept of Managerial Leadership (10) ...................................................9
4(b) Discuss the Characteristics of Managerial Leadership (10).................................... 10
QUESTION 5.............................................................................................................................. 11
Discuss the Technological Pedagogical Content Knowledge (TPACK) Model as a
Framework for Teacher Competence (10) ......................................................................... 11
QUESTION 6.............................................................................................................................. 12
Differentiate Between Conflict Management, Educational Human Resources, and
Educational Transformation (10) ........................................................................................ 12
6.1 Conflict Management ..................................................................................................... 13
6.2 Educational Human Resources .................................................................................... 13
6.3 Educational Transformation ......................................................................................... 14
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6.4 Summary of Key Differences ........................................................................................ 14
QUESTION 7.............................................................................................................................. 14
Discuss “School Leaders’ Trust in Teachers” (10) .......................................................... 14
QUESTION 8.............................................................................................................................. 15
Explain the Differences Between........................................................................................ 15
8.1 Goal Orientation of Technology-related School Leadership .................................... 15
8.2 Transformational Practices in Technology-related School Leadership .................. 16
8.3 Key Differences Between the Two Approaches ......................................................... 17
QUESTION 9.............................................................................................................................. 17
Summarise “Transformational Leadership and Readiness to Change” (10) ................ 17
REFERENCES ........................................................................................................................... 18
, 3|Page
QUESTION 1
Discuss the concept of organizational agility and an organization's capacity to
manage and respond to change. (10)
1.1 Concept of Organisational Agility
Organisational agility refers to an organisation’s ability to sense changes in its internal
and external environment, make timely decisions, and respond effectively in order
to remain competitive and sustainable. It involves flexibility, speed, adaptability, and
continuous learning across organisational structures, processes, and people. In rapidly
changing environments, such as those driven by technological advancement, market
volatility, and regulatory shifts, organisational agility enables firms to adjust strategies
without compromising performance or stability (Muduli, 2016).
Organisational agility is not limited to short-term responsiveness; rather, it encompasses
the organisation’s long-term capability to anticipate change, innovate, and realign
resources proactively. Agile organisations are characterised by decentralised decision-
making, open communication, and a culture that supports experimentation and
innovation. This allows employees at various levels to respond quickly to emerging
challenges and opportunities without excessive bureaucratic delays (Teece et al.,
2016).
Furthermore, organisational agility integrates both strategic agility the ability to revise
organisational direction and operational agility, which focuses on rapid adjustments in
day-to-day operations. Together, these dimensions ensure that organisations can
respond holistically to environmental turbulence while maintaining coherence in goals
and actions (Muduli, 2016).
1.2 Organisational Capacity to Manage and Respond to Change
An organisation’s capacity to manage and respond to change refers to its change
capability, which includes leadership effectiveness, employee competence,
HED4812 Assignment 1 Semester 1 2026 (Answer Guide)
VERIFIED AND CERTIFIED ANSWERS. WRITTEN IN REQUIRED FORMAT AND WITHIN
GIVEN GUIDELINES. IT IS GOOD TO USE AS A GUIDE AND FOR REFERENCE, NEVER
PLAGARIZE. Thank you and success in your academics.
UNISA, 2026
Contents
QUESTION 1................................................................................................................................3
1.1 Concept of Organisational Agility ..................................................................................3
1.2 Organisational Capacity to Manage and Respond to Change ....................................3
1.3 Relationship Between Organisational Agility and Change Management ..................4
1.4 Conclusion ........................................................................................................................5
QUESTION 2................................................................................................................................5
2.1 Meaning of Leader’s Moral Identity ................................................................................5
2.2 Role of Moral Identity in Ethical Leadership .................................................................5
2.3 Moral Identity and Organisational Justice ....................................................................6
2.4 Influence on Employee Behaviour and Organisational Outcomes ............................7
2.5 Conclusion ........................................................................................................................7
QUESTION 3................................................................................................................................7
3.1 Six Components of Psychological Well-being That Impact an Individual’s Ability
to Overcome Life’s Primary Challenges (6) ........................................................................7
3.2 Why “Self-serving Politics” Is Not Good in Organisations (4) ...................................9
QUESTION 4................................................................................................................................9
4(a) Explain the Concept of Managerial Leadership (10) ...................................................9
4(b) Discuss the Characteristics of Managerial Leadership (10).................................... 10
QUESTION 5.............................................................................................................................. 11
Discuss the Technological Pedagogical Content Knowledge (TPACK) Model as a
Framework for Teacher Competence (10) ......................................................................... 11
QUESTION 6.............................................................................................................................. 12
Differentiate Between Conflict Management, Educational Human Resources, and
Educational Transformation (10) ........................................................................................ 12
6.1 Conflict Management ..................................................................................................... 13
6.2 Educational Human Resources .................................................................................... 13
6.3 Educational Transformation ......................................................................................... 14
,2|Page
6.4 Summary of Key Differences ........................................................................................ 14
QUESTION 7.............................................................................................................................. 14
Discuss “School Leaders’ Trust in Teachers” (10) .......................................................... 14
QUESTION 8.............................................................................................................................. 15
Explain the Differences Between........................................................................................ 15
8.1 Goal Orientation of Technology-related School Leadership .................................... 15
8.2 Transformational Practices in Technology-related School Leadership .................. 16
8.3 Key Differences Between the Two Approaches ......................................................... 17
QUESTION 9.............................................................................................................................. 17
Summarise “Transformational Leadership and Readiness to Change” (10) ................ 17
REFERENCES ........................................................................................................................... 18
, 3|Page
QUESTION 1
Discuss the concept of organizational agility and an organization's capacity to
manage and respond to change. (10)
1.1 Concept of Organisational Agility
Organisational agility refers to an organisation’s ability to sense changes in its internal
and external environment, make timely decisions, and respond effectively in order
to remain competitive and sustainable. It involves flexibility, speed, adaptability, and
continuous learning across organisational structures, processes, and people. In rapidly
changing environments, such as those driven by technological advancement, market
volatility, and regulatory shifts, organisational agility enables firms to adjust strategies
without compromising performance or stability (Muduli, 2016).
Organisational agility is not limited to short-term responsiveness; rather, it encompasses
the organisation’s long-term capability to anticipate change, innovate, and realign
resources proactively. Agile organisations are characterised by decentralised decision-
making, open communication, and a culture that supports experimentation and
innovation. This allows employees at various levels to respond quickly to emerging
challenges and opportunities without excessive bureaucratic delays (Teece et al.,
2016).
Furthermore, organisational agility integrates both strategic agility the ability to revise
organisational direction and operational agility, which focuses on rapid adjustments in
day-to-day operations. Together, these dimensions ensure that organisations can
respond holistically to environmental turbulence while maintaining coherence in goals
and actions (Muduli, 2016).
1.2 Organisational Capacity to Manage and Respond to Change
An organisation’s capacity to manage and respond to change refers to its change
capability, which includes leadership effectiveness, employee competence,
