[Date]
IOP4862
Assignment 6 2024
(783461)- DUE 25
October 2024
QUESTIONS WITH COMPLETE ANSWERS
,IOP4862 Assignment 6 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)
1.2 Discuss ethical and unethical characteristics of the identified leadership theory
and integrate examples from the case study in your discussion. (10) [15]
Question 1.1: Modern Leadership Theory Applied by Martin Sithole
Martin Sithole's leadership style aligns with the Transactional Leadership
Theory. This theory focuses on the exchange of rewards or punishments based on
employee performance. Leaders using this approach motivate subordinates through
structured tasks, clear instructions, and predefined goals. Followers are expected to
meet these targets, and in return, they receive rewards such as promotions,
bonuses, or recognition. Leaders also enforce discipline if expectations are not met.
In Martin’s case, his leadership involved strict adherence to his vision, dictating
terms to subordinates without considering their inputs. His promotion to the
executive role was based on his strong performance and ability to exceed targets,
which suggests a transactional nature in his past leadership practices.
Question 1.2: Ethical and Unethical Characteristics of Transactional
Leadership
Ethical Characteristics:
1. Clear Structure and Accountability: Transactional leadership provides
employees with well-defined goals and expectations. Martin trained his
subordinates on the standard operating procedures for mergers, giving them
the skills and clarity they needed, which aligns with ethical leadership
practices by ensuring people know what is expected of them.
IOP4862
Assignment 6 2024
(783461)- DUE 25
October 2024
QUESTIONS WITH COMPLETE ANSWERS
,IOP4862 Assignment 6 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)
1.2 Discuss ethical and unethical characteristics of the identified leadership theory
and integrate examples from the case study in your discussion. (10) [15]
Question 1.1: Modern Leadership Theory Applied by Martin Sithole
Martin Sithole's leadership style aligns with the Transactional Leadership
Theory. This theory focuses on the exchange of rewards or punishments based on
employee performance. Leaders using this approach motivate subordinates through
structured tasks, clear instructions, and predefined goals. Followers are expected to
meet these targets, and in return, they receive rewards such as promotions,
bonuses, or recognition. Leaders also enforce discipline if expectations are not met.
In Martin’s case, his leadership involved strict adherence to his vision, dictating
terms to subordinates without considering their inputs. His promotion to the
executive role was based on his strong performance and ability to exceed targets,
which suggests a transactional nature in his past leadership practices.
Question 1.2: Ethical and Unethical Characteristics of Transactional
Leadership
Ethical Characteristics:
1. Clear Structure and Accountability: Transactional leadership provides
employees with well-defined goals and expectations. Martin trained his
subordinates on the standard operating procedures for mergers, giving them
the skills and clarity they needed, which aligns with ethical leadership
practices by ensuring people know what is expected of them.
