[Company name]
IOP4862
Assignment 6 2024
(783461)- DUE 25
October 2024
QUESTIONS WITH 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]
1.1 Identification of the Modern Leadership Theory Applied by Martin Sithole
Martin Sithole seems to have applied the transactional leadership theory in his
approach. Transactional leadership focuses on the exchange or transaction between
leaders and followers. It is based on the leader providing rewards or punishments
depending on performance outcomes, aiming to meet specific targets or goals. This
leadership style is results-oriented, emphasizing clear structures, rules, and procedures.
In the case study, Martin was promoted for his ability to drive performance and exceed
targets, which aligns with the transactional leadership theory, where leaders motivate
subordinates by setting goals and offering rewards. However, when it comes to the
merger, Martin demonstrated a top-down approach, dictating the process based on his
own self-interest, which is typical of transactional leaders who tend to focus on
achieving specific results and maintaining control over decision-making.
1.2 Ethical and Unethical Characteristics of Transactional Leadership in the Case Study
Ethical Characteristics:
1. Goal-Oriented Leadership:
o Transactional leaders are focused on achieving specific organizational
objectives, which can be beneficial for the company. Martin’s previous
success in achieving performance targets demonstrates this goal-oriented
approach. He helped his division exceed expectations, which suggests he
held employees accountable and rewarded good performance. This can
IOP4862
Assignment 6 2024
(783461)- DUE 25
October 2024
QUESTIONS WITH 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]
1.1 Identification of the Modern Leadership Theory Applied by Martin Sithole
Martin Sithole seems to have applied the transactional leadership theory in his
approach. Transactional leadership focuses on the exchange or transaction between
leaders and followers. It is based on the leader providing rewards or punishments
depending on performance outcomes, aiming to meet specific targets or goals. This
leadership style is results-oriented, emphasizing clear structures, rules, and procedures.
In the case study, Martin was promoted for his ability to drive performance and exceed
targets, which aligns with the transactional leadership theory, where leaders motivate
subordinates by setting goals and offering rewards. However, when it comes to the
merger, Martin demonstrated a top-down approach, dictating the process based on his
own self-interest, which is typical of transactional leaders who tend to focus on
achieving specific results and maintaining control over decision-making.
1.2 Ethical and Unethical Characteristics of Transactional Leadership in the Case Study
Ethical Characteristics:
1. Goal-Oriented Leadership:
o Transactional leaders are focused on achieving specific organizational
objectives, which can be beneficial for the company. Martin’s previous
success in achieving performance targets demonstrates this goal-oriented
approach. He helped his division exceed expectations, which suggests he
held employees accountable and rewarded good performance. This can
