HOPEACADEMY [Type the document title]
HED4812
ASSIGNMENT 01
DUE 8 MAY: 2026
2026
QUESTION 1
https://academicjournals.org/journal/AJBM/article-full-text-
pdf/B93484F72362.pdf
(The effect of leadership and change capability on
organizational agility in mobile network providers in Zimbabwe)
Discuss the concept of organizational agility and an
organization's capacity to
0 7 6 4 0 3 1 2 2 9
,HED4812 Assignment 1
DUE 8 MAY 2026
QUESTION 1
https://academicjournals.org/journal/AJBM/article-full-text-
pdf/B93484F72362.pdf (The effect of leadership and change capability on
organizational agility in mobile network providers in Zimbabwe)
Discuss the concept of organizational agility and an organization's capacity to
manage and respond to change. (10)
Organizational agility refers to the ability of an organization to sense, respond, and
adapt quickly and effectively to internal and external changes in its environment
(Mwenje & Matongo, 2024). It is a multidimensional concept encompassing the
flexibility of processes, strategies, resources, and human capital to meet changing
demands. Agile organizations do not merely react to change; they anticipate market
shifts and proactively adjust their structures, operations, and strategies to remain
competitive. In the context of Zimbabwe’s mobile network providers, agility is essential
for surviving in an environment characterized by rapid technological advancement,
globalization, and heightened competition (Mwenje & Matongo, 2024).
The study highlights that leadership and organizational change capability are key drivers
of agility. Effective leadership involves influencing, motivating, and aligning employees
toward shared objectives, fostering innovation, and creating an environment conducive
to change (Mwenje & Matongo, 2024). Leaders who encourage participation, shared
decision-making, and the development of leadership skills among employees help build
a culture of agility.
Change capability, defined as the organization’s ability to implement, manage, and
institutionalize changes effectively, is equally crucial. Organizations with strong change
capability can translate new knowledge into actionable strategies, adjust resources
flexibly, and implement multiple change initiatives simultaneously (Mwenje & Matongo,
2024). The study found statistically significant positive correlations between change
capability and organizational agility characteristics, including a future-oriented focus,
development orientation, and flexible strategies.
In essence, organizational agility emerges from the synergy between capable leadership
and robust change capability, enabling organizations to adapt swiftly, capitalize on
emerging opportunities, and sustain performance in dynamic environments. For mobile
, network providers in Zimbabwe, cultivating these capabilities ensures resilience,
competitiveness, and long-term sustainability.
Reference
Mwenje, J., & Matongo, T. (2024). The effect of leadership and change capability on
organizational agility in mobile network providers in Zimbabwe. African Journal of
Business Management, 18(5), 118–122.
https://academicjournals.org/journal/AJBM/article-full-text-pdf/B93484F72362.pdf
QUESTION 2
https://journals.sagepub.com/doi/epdf/10.1177/01672533241295609
Ethical leadership in action: Understanding the mechanism of organizational
justice and leaders’ moral identity
Explain the “Role of leader’s moral identity”. (10)
The leader’s moral identity plays a central moderating role in how ethical leadership
influences employees’ ethical behavior through organizational justice. Moral identity
refers to the degree to which being a moral person — guided by values such as honesty,
fairness, integrity, and respect — is central to a leader’s sense of self. Leaders with a
strong moral identity view morality as a core part of who they are, shaping their
intentions, actions, and decisions toward ethical standards. When moral identity is high,
ethical leadership becomes more genuine, consistent, and visible to followers,
strengthening its impact on the organizational climate (Alhaidan, 2025).
In the study’s moderated mediation model, organizational justice — employees’
perception of fairness in procedures, distributions, and interpersonal treatment — was
identified as the psychological mechanism through which ethical leadership encourages
employees to act ethically (Alhaidan, 2025). However, the positive effect of ethical
leadership on organizational justice, and in turn on ethical behavior, varied depending
on the leader’s moral identity. Specifically, when leaders possessed a strong moral
identity, they were more likely to behave in ways that authentically reflected ethical
principles and to consistently promote fairness. This authenticity reinforced employees’
perceptions that their organization was just, making them more inclined to internalize
ethical norms and behave accordingly. Conversely, when moral identity was weaker,
HED4812
ASSIGNMENT 01
DUE 8 MAY: 2026
2026
QUESTION 1
https://academicjournals.org/journal/AJBM/article-full-text-
pdf/B93484F72362.pdf
(The effect of leadership and change capability on
organizational agility in mobile network providers in Zimbabwe)
Discuss the concept of organizational agility and an
organization's capacity to
0 7 6 4 0 3 1 2 2 9
,HED4812 Assignment 1
DUE 8 MAY 2026
QUESTION 1
https://academicjournals.org/journal/AJBM/article-full-text-
pdf/B93484F72362.pdf (The effect of leadership and change capability on
organizational agility in mobile network providers in Zimbabwe)
Discuss the concept of organizational agility and an organization's capacity to
manage and respond to change. (10)
Organizational agility refers to the ability of an organization to sense, respond, and
adapt quickly and effectively to internal and external changes in its environment
(Mwenje & Matongo, 2024). It is a multidimensional concept encompassing the
flexibility of processes, strategies, resources, and human capital to meet changing
demands. Agile organizations do not merely react to change; they anticipate market
shifts and proactively adjust their structures, operations, and strategies to remain
competitive. In the context of Zimbabwe’s mobile network providers, agility is essential
for surviving in an environment characterized by rapid technological advancement,
globalization, and heightened competition (Mwenje & Matongo, 2024).
The study highlights that leadership and organizational change capability are key drivers
of agility. Effective leadership involves influencing, motivating, and aligning employees
toward shared objectives, fostering innovation, and creating an environment conducive
to change (Mwenje & Matongo, 2024). Leaders who encourage participation, shared
decision-making, and the development of leadership skills among employees help build
a culture of agility.
Change capability, defined as the organization’s ability to implement, manage, and
institutionalize changes effectively, is equally crucial. Organizations with strong change
capability can translate new knowledge into actionable strategies, adjust resources
flexibly, and implement multiple change initiatives simultaneously (Mwenje & Matongo,
2024). The study found statistically significant positive correlations between change
capability and organizational agility characteristics, including a future-oriented focus,
development orientation, and flexible strategies.
In essence, organizational agility emerges from the synergy between capable leadership
and robust change capability, enabling organizations to adapt swiftly, capitalize on
emerging opportunities, and sustain performance in dynamic environments. For mobile
, network providers in Zimbabwe, cultivating these capabilities ensures resilience,
competitiveness, and long-term sustainability.
Reference
Mwenje, J., & Matongo, T. (2024). The effect of leadership and change capability on
organizational agility in mobile network providers in Zimbabwe. African Journal of
Business Management, 18(5), 118–122.
https://academicjournals.org/journal/AJBM/article-full-text-pdf/B93484F72362.pdf
QUESTION 2
https://journals.sagepub.com/doi/epdf/10.1177/01672533241295609
Ethical leadership in action: Understanding the mechanism of organizational
justice and leaders’ moral identity
Explain the “Role of leader’s moral identity”. (10)
The leader’s moral identity plays a central moderating role in how ethical leadership
influences employees’ ethical behavior through organizational justice. Moral identity
refers to the degree to which being a moral person — guided by values such as honesty,
fairness, integrity, and respect — is central to a leader’s sense of self. Leaders with a
strong moral identity view morality as a core part of who they are, shaping their
intentions, actions, and decisions toward ethical standards. When moral identity is high,
ethical leadership becomes more genuine, consistent, and visible to followers,
strengthening its impact on the organizational climate (Alhaidan, 2025).
In the study’s moderated mediation model, organizational justice — employees’
perception of fairness in procedures, distributions, and interpersonal treatment — was
identified as the psychological mechanism through which ethical leadership encourages
employees to act ethically (Alhaidan, 2025). However, the positive effect of ethical
leadership on organizational justice, and in turn on ethical behavior, varied depending
on the leader’s moral identity. Specifically, when leaders possessed a strong moral
identity, they were more likely to behave in ways that authentically reflected ethical
principles and to consistently promote fairness. This authenticity reinforced employees’
perceptions that their organization was just, making them more inclined to internalize
ethical norms and behave accordingly. Conversely, when moral identity was weaker,
