IOP4862 Assignment 6
(COMPLETE ANSWERS) 2024
(783461)- DUE 25 October 2024
100% GUARANTEED
,IOP4862 Assignment 6 (COMPLETE ANSWERS) 2024
(783461)- DUE 25 October 2024
CASE STUDY: THE BANKING COMPANY (Please note that
the case study is not a real company situation.) Martin
Sithole was promoted after 10 years of service in various
leadership positions to an executive position at ABC Bank.
His promotion was, amongst other factors, due to his
strong confidence and the impact he had on subordinates
to perform and exceed targets in the division he was
responsible for. Martin is very loyal to the company but is
also well known in the industry for several business
mergers and acquisitions he was involved in. In his new
role, the chief executive officer (CEO) requested Martin to
start the process to merge with another bank and include
his team in the planning thereof. Martin developed his
subordinates in the standard operating procedures
associated with a merger. However, he dictated his vision
of the merger from a self-interest perspective and did not
consider any suggestions from his subordinates.
Considering the upcoming merger, the executive board of
ABC Bank requested the Human Resources Wellness
Division to design organisational coping strategies to
eliminate or control organisational-level stressors to
prevent and reduce job stress for individual employees. A
new employee joined Martin’s team using a wheelchair,
which created discomfort for some of the team members
as they were not clear on how to interact with the
differently abled colleague. They approached Martin for
assistance in this matter. Martin approached the Human
Resource Training Division for ideas on addressing the
situation. In addition, there were complaints that input
from female subordinates was not valued in weekly
, meetings, which Martin also had to address to manage
team diversity. 2 Question 1 1.1 Identify which modern
leadership theory was applied by Martin Sithole and
explain in your own words what this leadership theory
entails. (5)
In this case, Martin Sithole applied the "Transactional Leadership Theory."
Transactional leadership is a modern leadership theory where leaders focus on supervision,
organization, and performance. It is built on a system of rewards and punishments. Leaders using
this approach motivate their followers by offering incentives for good performance and by
disciplining poor performance. They operate within established protocols and procedures,
emphasizing short-term tasks and goals.
In Martin's case, he followed a transactional leadership style by focusing on ensuring his
subordinates adhered to standard operating procedures in the merger process. He imposed his
own vision for the merger, focusing on his own goals (self-interest) and dictating to the team
without considering their input or suggestions. He maintained control over the team, aiming for
efficiency, but his approach lacked collaboration and transformational aspects, which are vital
for long-term team development and diversity management.
1.2 Discuss ethical and unethical characteristics of the
identified leadership theory and integrate examples from
the case study in your discussion. (10) [15]
Transactional Leadership can exhibit both ethical and unethical characteristics, depending on
how it is applied. Here’s a breakdown of these characteristics, with examples from the case study
involving Martin Sithole:
Ethical Characteristics of Transactional Leadership:
1. Clear Structure and Expectations:
o Ethical Aspect: Transactional leaders establish clear expectations and guidelines
for employees, helping them understand what is required to meet organizational
goals. This creates a sense of security, as team members know the standards they
must meet.
o Example: In the case study, Martin trained his subordinates on the standard
operating procedures (SOPs) related to mergers. This clear instruction is an
ethical trait, ensuring that employees understand their roles in the merger process.
2. Accountability and Fair Reward Systems:
(COMPLETE ANSWERS) 2024
(783461)- DUE 25 October 2024
100% GUARANTEED
,IOP4862 Assignment 6 (COMPLETE ANSWERS) 2024
(783461)- DUE 25 October 2024
CASE STUDY: THE BANKING COMPANY (Please note that
the case study is not a real company situation.) Martin
Sithole was promoted after 10 years of service in various
leadership positions to an executive position at ABC Bank.
His promotion was, amongst other factors, due to his
strong confidence and the impact he had on subordinates
to perform and exceed targets in the division he was
responsible for. Martin is very loyal to the company but is
also well known in the industry for several business
mergers and acquisitions he was involved in. In his new
role, the chief executive officer (CEO) requested Martin to
start the process to merge with another bank and include
his team in the planning thereof. Martin developed his
subordinates in the standard operating procedures
associated with a merger. However, he dictated his vision
of the merger from a self-interest perspective and did not
consider any suggestions from his subordinates.
Considering the upcoming merger, the executive board of
ABC Bank requested the Human Resources Wellness
Division to design organisational coping strategies to
eliminate or control organisational-level stressors to
prevent and reduce job stress for individual employees. A
new employee joined Martin’s team using a wheelchair,
which created discomfort for some of the team members
as they were not clear on how to interact with the
differently abled colleague. They approached Martin for
assistance in this matter. Martin approached the Human
Resource Training Division for ideas on addressing the
situation. In addition, there were complaints that input
from female subordinates was not valued in weekly
, meetings, which Martin also had to address to manage
team diversity. 2 Question 1 1.1 Identify which modern
leadership theory was applied by Martin Sithole and
explain in your own words what this leadership theory
entails. (5)
In this case, Martin Sithole applied the "Transactional Leadership Theory."
Transactional leadership is a modern leadership theory where leaders focus on supervision,
organization, and performance. It is built on a system of rewards and punishments. Leaders using
this approach motivate their followers by offering incentives for good performance and by
disciplining poor performance. They operate within established protocols and procedures,
emphasizing short-term tasks and goals.
In Martin's case, he followed a transactional leadership style by focusing on ensuring his
subordinates adhered to standard operating procedures in the merger process. He imposed his
own vision for the merger, focusing on his own goals (self-interest) and dictating to the team
without considering their input or suggestions. He maintained control over the team, aiming for
efficiency, but his approach lacked collaboration and transformational aspects, which are vital
for long-term team development and diversity management.
1.2 Discuss ethical and unethical characteristics of the
identified leadership theory and integrate examples from
the case study in your discussion. (10) [15]
Transactional Leadership can exhibit both ethical and unethical characteristics, depending on
how it is applied. Here’s a breakdown of these characteristics, with examples from the case study
involving Martin Sithole:
Ethical Characteristics of Transactional Leadership:
1. Clear Structure and Expectations:
o Ethical Aspect: Transactional leaders establish clear expectations and guidelines
for employees, helping them understand what is required to meet organizational
goals. This creates a sense of security, as team members know the standards they
must meet.
o Example: In the case study, Martin trained his subordinates on the standard
operating procedures (SOPs) related to mergers. This clear instruction is an
ethical trait, ensuring that employees understand their roles in the merger process.
2. Accountability and Fair Reward Systems:
