, HED4812
ASSIGNMENT 1 2026
DUE DATE: 2026
QUESTION 1
1.1 CONCEPT OF ORGANISATIONAL AGILITY
Organisational agility refers to an organisation’s ability to sense, anticipate, and respond
rapidly and effectively to changes in its internal and external environment. It goes beyond
speed and includes flexibility, adaptability, innovation, and continuous learning. Agile
organisations are capable of reconfiguring their resources, processes, and strategies to
remain competitive in volatile, uncertain, complex, and ambiguous (VUCA) environments.
According to David Teece, organisational agility is closely linked to dynamic capabilities,
which enable firms to integrate, build, and reconfigure competencies to address rapidly
changing environments (Teece, 2007). Organisational agility is therefore a continuous
strategic capability rather than a once-off reaction to change.
1.2 ORGANISATIONAL CAPACITY TO MANAGE AND RESPOND TO CHANGE
Organisational capacity to manage and respond to change refers to the availability and
effective use of organisational structures, resources, leadership, skills, and systems that
enable successful change implementation. This capacity includes competent leadership,
skilled employees, effective communication channels, supportive organisational culture,
and adequate technological infrastructure. Organisations with strong change capacity are
better positioned to anticipate challenges, reduce resistance, and sustain change
initiatives. John Kotter argues that change capacity is strengthened through strong
leadership, a clear vision, and the integration of change into organisational culture (Kotter,
1996). Without sufficient organisational capacity, change efforts are likely to fail regardless
of strategic intent.
, 1.3 RELATIONSHIP BETWEEN ORGANISATIONAL AGILITY AND CHANGE
MANAGEMENT
Organisational agility and change management are closely interconnected concepts that
support organisational adaptability. Change management provides structured processes
and tools for implementing change, while organisational agility creates a flexible and
responsive environment that enables these processes to succeed. Agile organisations are
more receptive to change because adaptability, learning, and innovation are embedded in
their culture. As a result, resistance to change is reduced and implementation is more
effective. Studies indicate that organisations with high levels of agility are more successful
in managing continuous and complex change, as they can adjust strategies and actions in
response to real-time feedback (Burnes, 2017). Organisational agility therefore enhances
change management by improving responsiveness, speed, and long-term sustainability.
1.4 CONCLUSION
In conclusion, organisational agility is a vital organisational capability that enables
institutions to operate effectively in rapidly changing environments. It is closely linked to an
organisation’s capacity to manage and respond to change, as both rely on adaptable
systems, effective leadership, and a supportive culture. The relationship between
organisational agility and change management is complementary, with agility
strengthening change implementation and change management embedding agility into
organisational practices. Organisations that develop and sustain agility are better equipped
to manage change successfully and maintain long-term competitiveness.
QUESTION 2
2.1 MEANING OF LEADER’S MORAL IDENTITY
A leader’s moral identity refers to the extent to which moral values and ethical
characteristics are central to a leader’s self-definition and sense of who they are. It reflects
how deeply values such as honesty, fairness, responsibility, empathy, and integrity are
internalised within the leader’s personal identity. Moral identity influences how leaders
interpret situations, make judgments, and prioritise ethical considerations over self-interest
ASSIGNMENT 1 2026
DUE DATE: 2026
QUESTION 1
1.1 CONCEPT OF ORGANISATIONAL AGILITY
Organisational agility refers to an organisation’s ability to sense, anticipate, and respond
rapidly and effectively to changes in its internal and external environment. It goes beyond
speed and includes flexibility, adaptability, innovation, and continuous learning. Agile
organisations are capable of reconfiguring their resources, processes, and strategies to
remain competitive in volatile, uncertain, complex, and ambiguous (VUCA) environments.
According to David Teece, organisational agility is closely linked to dynamic capabilities,
which enable firms to integrate, build, and reconfigure competencies to address rapidly
changing environments (Teece, 2007). Organisational agility is therefore a continuous
strategic capability rather than a once-off reaction to change.
1.2 ORGANISATIONAL CAPACITY TO MANAGE AND RESPOND TO CHANGE
Organisational capacity to manage and respond to change refers to the availability and
effective use of organisational structures, resources, leadership, skills, and systems that
enable successful change implementation. This capacity includes competent leadership,
skilled employees, effective communication channels, supportive organisational culture,
and adequate technological infrastructure. Organisations with strong change capacity are
better positioned to anticipate challenges, reduce resistance, and sustain change
initiatives. John Kotter argues that change capacity is strengthened through strong
leadership, a clear vision, and the integration of change into organisational culture (Kotter,
1996). Without sufficient organisational capacity, change efforts are likely to fail regardless
of strategic intent.
, 1.3 RELATIONSHIP BETWEEN ORGANISATIONAL AGILITY AND CHANGE
MANAGEMENT
Organisational agility and change management are closely interconnected concepts that
support organisational adaptability. Change management provides structured processes
and tools for implementing change, while organisational agility creates a flexible and
responsive environment that enables these processes to succeed. Agile organisations are
more receptive to change because adaptability, learning, and innovation are embedded in
their culture. As a result, resistance to change is reduced and implementation is more
effective. Studies indicate that organisations with high levels of agility are more successful
in managing continuous and complex change, as they can adjust strategies and actions in
response to real-time feedback (Burnes, 2017). Organisational agility therefore enhances
change management by improving responsiveness, speed, and long-term sustainability.
1.4 CONCLUSION
In conclusion, organisational agility is a vital organisational capability that enables
institutions to operate effectively in rapidly changing environments. It is closely linked to an
organisation’s capacity to manage and respond to change, as both rely on adaptable
systems, effective leadership, and a supportive culture. The relationship between
organisational agility and change management is complementary, with agility
strengthening change implementation and change management embedding agility into
organisational practices. Organisations that develop and sustain agility are better equipped
to manage change successfully and maintain long-term competitiveness.
QUESTION 2
2.1 MEANING OF LEADER’S MORAL IDENTITY
A leader’s moral identity refers to the extent to which moral values and ethical
characteristics are central to a leader’s self-definition and sense of who they are. It reflects
how deeply values such as honesty, fairness, responsibility, empathy, and integrity are
internalised within the leader’s personal identity. Moral identity influences how leaders
interpret situations, make judgments, and prioritise ethical considerations over self-interest
