Leadership Styles and Effectiveness

This assignment explores the impact of various leadership styles on team performance and organizational success. It requires students to analyze different leadership models, evaluate their strengths and weaknesses, and apply these concepts to real-world scenarios. Students must demonstrate an understanding of how situational factors influence leadership effectiveness and provide recommendations for choosing appropriate leadership styles based on specific contexts.

T-1.8.1
Leadership, Assessment No.1 Page 1
v2, Last updated on 19/08/2024 by MM

T-1.8.1
TABLE OF CONTENTS
CONTENT PAGES
TASK 1. Presentation on objectives, values, standards and responsibilities
TASK 2. State clear expectations of internal groups and individuals
TASK 3. Communicating expectations
TASK 4. Investigate incidents promptly and communicate results
TASK 5. Outline the legislation, regulations, standards, relevant codes
TASK 6. Build trust, confidence and respect of diverse groups and individuals
TASK 7. Outline consultation methods
TASK 8. Embrace, resource and effectively implement improvements to organisation
TASK 9. Understanding risks in technology implementation & risk management plan
TASK 10. Ensure actions convey flexibility and adaptability using leadership styles
TASK 11. Provide job and role delegation to ensure appropriate decision making
TASK 12. Use Training Needs Analysis to clarify accountabilities and
responsibilities
TASK 13. Empower teams and individuals through effective delegation and support
TASK 14. Set work program outcomes through Professional Development
Plan
TASK 15. Use PITCH to communicate appropriate interpersonal and leadership styles
TASK 16. Use presentation to ensure that the organisation is represented positively in
the media and community and use leadership style to model and encourage ethical
conduct in all areas of work
APPENDIX 1 (Links to templates and external resources)
APPENDIX 2 (Task 1 Presentation Slides)
APPENDIX 3 (Task 16 Presentation Slides)
Leadership, Assessment No.1 Page 2
v2, Last updated on 19/08/2024 by MM

T-1.8.1
The learner is required to update and adjust the page numbers and topics based on the amount of their content
and the responses made to each task.
TASK 1:
Attached slides in Appendix 2.
Scenario 1
TASK 2:
COMMUNICATIONS STRATEGY
An open meeting must be conducted by Jane so that the organization’s objectives can be well stated
within the team. Simple words while displaying seriousness and confidence must be adopted so that
the team members are aware of the objectives.
TASK 3:
Jane may include the following points in her presentation:
 Restate organizational objective and mission
 Establish high expectations from the employees
 Invite honesty from employees
 Bridge the gap by training employees
 Map out career plans for new employees
 Ask employees for feedback
 Provide fair and competitive salaries, perks and benefits
TASK 4:
For hazard management, a reporting portal needs to be created that may include slip, trip and other
hazards. Next, risk assessment must be done using a matrix that evaluates likelihood and threat from
the risk. Further, a hazard control procedure must be carried to minimize the risk.
TASK 5:
LIST OF LEGISLATION, REGULATIONS, CODES AND STANDARDS
 Fair Work Act 2009
 The National Employment Standards (NES)
 Work Health and Safety Act 2011
 Disability Discrimination Act 1992
 The Privacy Act 1988
 Environment Protection and Biodiversity Conservation (EPBC) Act
Leadership, Assessment No.1 Page 3
v2, Last updated on 19/08/2024 by MM

T-1.8.1
GUIDANCE TO JANE:
The employment laws, legislations and standards are established and must be understood clearly by
Jane to play the leadership role as it helps protect the employees from the wrongdoing of the
employees.
Scenario 2
TASK 6:
1. Communicate the vision- Jane must restate the values and vision of the local government
department.
2. Interviewing employees regarding their feelings- The feelings of the employees need to be known
so that their issues can be accurately addressed.
3. Raise level of expectations- Performance improvement programs may be conducted that would
make employees feel valued and significant for organizational success.
4. Get involved- Jane must be available to motivate when the employees are unable to cope with the
change.
TASK 7:
1. Staff forums- Staff forums can be created to address issues and concerns of staff.
2. Leadership forums- These forums shall help Jane to direct the team members.
3. Reinforcing face to face communication- The employees can discuss and ask questions to Jane as
that must be more effective for certain issues.
4. Site visit- Jane must spend more time with the team members where suggestions and innovative
ideas shall be welcomed.
TASK 8:
1. Mandatory training- The employees must be trained mandatorily to ensure efficiency and success
of new system.
2. Rehearsal time- The employees must be given sufficient time to understand the new computer
system and how shall they perform new tasks regularly.
3. Measure results- After a week of implementation, feedback from employees and accuracy of tasks
performed must be evaluated.
TASK 9:
POSSIBLE RISKS RISK MANAGEMENT STRATEGY
Non acceptance by employees Efficient communication
Misinterpretation of aim of IT Induction program
Poor understanding of new system Training and development sessions
Process changes and scope creep Training and development sessions
Failure of IT implementation Disaster recovery through technical support
Leadership, Assessment No.1 Page 4
v2, Last updated on 19/08/2024 by MM

T-1.8.1
TASK 10:
To effectively promote change, Jane must adopt transformational leadership style. A transformational
leader creates an inspiring vision that persuades the employees to accept change. In the given
situation, a transformational leadership style shall help the employees to be more productive and
motivate them to achieve vision easily.
Scenario 3
TASK 11:
1. Prepare- Gill, Dephti and Mai must be prepared to deliver quality results.
2. Assign- Gill must be assigned with budget management, Dephti with marketing and Mai with
customer service and sales.
3. Confirm understanding- The three employees must confirm the understanding of the tasks to
ensure accuracy.
4. Confirm commitment- Expected results must be stated that makes the three aware of
consequences.
5. Avoid “reverse delegating”- No tasks must be taken back if they make a mistake.
6. Ensure accountability- The three must report regularly about their work in progress so that
corrections can be made on time.
TASK 12:
Leadership, Assessment No.1 Page 5
v2, Last updated on 19/08/2024 by MM

T-1.8.1
TRAINING NEEDS ANALYSIS (TNA)
EMPLOYEE NAME
Gill POSITION
Administrative Assistant TNA DONE BY:
Jane
Major tasks
of position
Training/skills
development
required?
If yes,
identify
what
training
needs
exist
How will this
be achieved?
(eg on the
job, external
training)
When?
Who to
organise?
Training
provider?
Y N
Manage
budget and
finances
Better
analysis
On-the-job
training
Immediately Chief Financial
Officer
Prepare
financial
spreadsheets
Microsoft
Excel
External training Immediately IT Head
What do we want to achieve in the period ahead?
To manage budget and finance accurately to attain maximum profitability.
Where do you/we see your career progressing in the next two years?
Career shall progress towards becoming the Chief Financial Officer.
How are we going to make this happen?
By undertaking studies and courses in finance.
What will you need from the company to help you to reach your career goals?
Flexible work schedule to undertake courses while managing work.
Role Play Script:
Jane- Where do you see your career going in the next two years?
Gill- Chief Financial Officer
Jane- Which areas are you weak in?
Gill- I do not possess excellent skills in Microsoft Excel and sufficient experience for analysing
financial data.
Jane- How can I help you achieve your dream?
Gill- I require workplace flexibility and proper training to address gaps.
TASK 13:
Manager- I hope the employees conduct their delegated tasks efficiently.
Jane- I shall ensure that they come to me In case they need any help. I shall monitor them regularly
that shall help them deliver expected results.
Leadership, Assessment No.1 Page 6
v2, Last updated on 19/08/2024 by MM

T-1.8.1
Scenario 4
TASK 14:
Individual Professional Development Plan
Staff Name Jane
TIMEFRAME Personal goals: Professional goals:
Next 12
months
Increase knowledge of leadership
strategies
Increase knowledge of industry best
practice
Improve negotiation skills
Increase knowledge of IT
communication systems such as video
conferencing
Improve skills in conducting
performance reviews
Represent the organisation at industry
seminars and conferences
Develop more business networks
Planned Activities for reaching
personal goals
Planned Activities for reaching
professional goals
Next 12
months
Interactive Online Training Simulations
Read more articles and magazines
Participate in social networking through
LinkedIn
Accomplish challenging goals such as
change management
Coordinator Signature____________________
Employee Signature______________________
Date: 05/11/2017
Script:
Manager- What are the areas you wish to develop, both personally and professionally?
Jane- I want to increase my business networking and representing our organization at conferences.
Personally, I wish to work on my knowledge, awareness, leadership skills and negotiation skills.
TASK 15:
PITCH
Jane- I am low on confidence and have no referrals for professional advice.
Leadership, Assessment No.1 Page 7
v2, Last updated on 19/08/2024 by MM

T-1.8.1
Manager- Jane, I think you should participate regularly in business networks. It shall increase your
referrals, connections and raise your profile.
Scenario 5
Statement of business ethics
The purpose of this Statement of Business Ethics is to raise private sector awareness of public sector
values. It is critical that Council and its private sector contractors, suppliers, consultants, tenderers or
business partners have mutual expectations of the relationship. This Statement defines the principles
of conduct that are expected of both parties in order to ensure the integrity and professionalism of
both organisations is enhanced and is a statement of Council's values and systems of accountability.
The Council is committed to ethical business practices based on public duty principles. Council's
business principles are as follows:
 All procurement is conducted on the basis of value for money
 All business relationships with external parties will be transparent
 Procurement and appointment decisions will be based on merit and will be impartial and will
not take extraneous issues into account
 Council procurement decision making processes will be open (where practicable) and
accountable.
Value for money means an estimate of the worth or desirability of the goods or services offered. This
can include such factors as initial cost, whole of life cost, quality, the extent to which the goods or
services meet the specified requirements and also social and environmental
responsibilities.Transparency means visible and verifiable confirmation of the integrity of the
purchasing process and compliance with relevant legislation and adopted Council
procedures.Impartiality means the purchasing process must be undertaken in a fair, objective,
consistent and businesslike manner, leading to improved performance and cost effective methods of
doing business for Council. It does not mean pleasing everyone. We strive to be impartial by
ensuring that our processes are appropriate.
TASK 16:
Attached in APPENDIX 3
Leadership, Assessment No.1 Page 8
v2, Last updated on 19/08/2024 by MM

T-1.8.1
MARKINGRUBRIC FOR ALL TASKS (for trainer use only)
The assessorneeds to use judgment in providing marks for the tasks based on learner performance.
TASK NO. MARK ALLOCATED MARK RECEIVED
TASK 1 10
TASK 2 4
TASK 3 4
TASK 4 4
TASK 5 4
TASK 6 4
TASK 7 4
TASK 8 4
TASK 9 4
TASK 10 4
TASK 11 4
TASK 12 10
TASK 13 10
TASK 14 10
TASK 15 10
TASK 16 10
TOTAL 100
ROLE-PLAY ASSESSINGRUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 12, TASK 13, TASK 14 and TASK15
using the role-play Checklist provided below.
DID THE CANDIDATE C NYC
Identify some areas of training & development for the staff member?  
Discuss the TNA (Training Needs Analysis) questions with the staff
member?
 
Outline on ideasto the staff member for supportinga team to complete their
delegated tasks?
 
Identify and explain three professional development opportunities for the
staff member in the next 12 months?
 
Prepare a learning and development plan for the staff member while
discussing?
 
Deliver a three minute PITCH to encourage and explainthe staff member
on the benefits of participating regularly in business networks?
 
Leadership, Assessment No.1 Page 9
v2, Last updated on 19/08/2024 by MM

T-1.8.1
PRESENTATION 1 –TASK 1 – ASSESSINGRUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 1 using the assessing rubric provided
below.
DID THE CANDIDATE C NYC
State the Vision, objectives and values of the organisation?  
Clearly explain how the employees should assist in reaching those
organisational goals?
 
State what he/she expects from all new employees?  
What they are entitled to do and what they should not do (based on your
workplace culture)?
 
Explain the new staff members on how he/she will help them and assist
them as a leader?
 
PRESENTATION 2 –TASK 16 – ASSESSINGRUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 16 using the assessing rubric provided
below.
DID THE CANDIDATE C NYC
Explained what is business ethics to the audience?  
State his/her own personal beliefs to your staff members?  
Illustrate why the organisation needs to be ethical?  
Explain what he/she expects from the council staff members?  
Explain what he/she expects from contractors and other business
partners?
 
Develop and mention the house rules and policies to Incentives, gifts,
benefits, hospitality, meals, travel & accommodation?
 
Explain the staff members what conflict of interest is and how they
supposed to avoid?
 
Leadership, Assessment No.1 Page 10
v2, Last updated on 19/08/2024 by MM

T-1.8.1
APPENDIX 1
Links to further resources, theory, guides and templates
1. Develop a good presentation - https://business.tutsplus.com/tutorials/creative-presentation-
ideas--cms-27281
2. Pith and Presentation templates - https://slidebean.com/presentation-templates/
3. Institute of Business Ethics (Resources on Business Ethics) -
http://www.ibe.org.uk/resources-and-codes-of-ethics/52/52
4. Further links to business ethics - http://www.ethicssage.com/ethics-resources.html
5. How To Delegate The Right Tasks To The Right People -
https://www.briantracy.com/blog/leadership-success/how-to-delegate-the-right-tasks-to-the-
right-people-effective-management-skills-for-leadership-success/
6. How to delegate (with pictures) - http://www.wikihow.com/Delegate
7. Forbes (How to Delegate More Effectively in Your Business) -
https://www.forbes.com/sites/martinzwilling/2013/10/02/how-to-delegate-more-effectively-in-
your-business/#7870fcd469bc
8. Training Needs Analysis (TNA) Guide -
http://www.skillnets.ie/sites/skillnets.ie/files/imce/u7/tna_guide_2013.pdf
9. Risk Matrix - http://www.jakeman.com.au/media/whats-right-with-risk-matrices
10. How to conduct risk analysis and use the Risk Assessment Matrix -
http://www.brighthubpm.com/risk-management/88566-tool-for-assessing-project-risk/
11. Australian Leadership Foundation (LEADERSHIP TOOLS) -
http://leadership.org.au/resources/leadership-models-tools/
12. Leadership styles: Understanding and using the right one -
https://www.informa.com.au/insight/leadership-styles-understanding-and-using-the-right-one-
for-your-situation/
13. 5 Ways top project managers allocate their resources - hhttps://blog.resourceguruapp.com/5-
ways-top-project-managers-allocate-their-resources/
14. FAIRWORK Ombudsman (Consultation and cooperation in the workplace, Best Practice
Guide) - https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-
guides/consultation-and-cooperation-in-the-workplace
Leadership, Assessment No.1 Page 11
v2, Last updated on 19/08/2024 by MM

T-1.8.1
APPENDIX 2
TASK 1
Leadership, Assessment No.1 Page 12
v2, Last updated on 19/08/2024 by MM

T-1.8.1
Leadership, Assessment No.1 Page 13
v2, Last updated on 19/08/2024 by MM

T-1.8.1
APPENDIX 3
Task 16
Leadership, Assessment No.1 Page 14
v2, Last updated on 19/08/2024 by MM

T-1.8.1
Leadership, Assessment No.1 Page 15
v2, Last updated on 19/08/2024 by MM