Leadership and Personal Development: Types of Leadership, Motivation, Sustainable Development Goals, Outsourcing, and Change Management Models

This workbook delves into various facets of leadership and development, including different forms of motivation, types of leadership, sustainable development goals, outsourcing, and change management models. It also critically evaluates Schein's concepts and Kotter's 8 step change model.

Leadership and
personal development

Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY..................................................................................................................................1
CONCLUSION................................................................................................................................1
REFERENCES................................................................................................................................3

INTRODUCTION
In order to succeed in the modern business environment, it is very important for businesses
to display exemplary leadership to make sure that the business is steered in the correct direction
even through turbulent changes brought upon by the external environment. This workbook will
highlight various forms of leadership, types of motivation and sustainable development goals.
There will also be focus on critically evaluating change management models such as Kotter’s 8
step change management model and the espoused values and underlying assumptions stated by
Schein in his thesis presented in 2004.
MAIN BODY
Section A
1. Transactional leadership refers to the type of leadership in which the leaders in charge
make sure to extract the optimum performance from their employees through promise of
rewards and threat of punishments. Transformational leadership on the other hand is the
type wherein leaders inspire their subordinates to strive beyond required expectations and
work towards achieving organizational objectives (Alrowwad and Abualoush, 2020).
2. A major example of transactional leadership is coaches of football teams which motivate
through reward of winning while stating the threat of injuries. A transformational leader
on the other hand would look for workplace cooperation such as the operations manager
holding regular staff and subordinate meetings.
Section B
1. Intrinsic motivation refers to the desire to complete a task because of finding it personally
rewarding. Extrinsic motivation refers to the desire to work on something for the purpose
of reward or avoiding punishment (Mitchell, Schuster and Jin, 2020).
2. Example of intrinsic motivation in workplace involves participating in a team building
activity because of people finding it entertaining. Extrinsic motivation for example can
the attainment of new skills such as coding and project management for the sake of a
salary hike or promotion.
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Section C
1. The SDG’s are a group of 17 globally interlinked goals which were formed in 2018 for
the purpose of creating a shared blueprint for ensuring societal, environmental and
communal harmony on an international level (Imaz and Eizagirre, 2020).
2. One of the firms doing well to uphold the SDG’s is HSBC holdings which is renowned or
its generous CSR campaigns aimed at uplifting local communities and alleviating local
poverty. Tesco, the retail leader of UK on the other hand is not adhering well to the goal
of climate action as it has been fined in the recent past for being responsible for major
environmental degradation (Tesco hit with major £8million fine for pollution incident,
2022).
Section D
1. Outsourcing refers to the agreement in which one company hires another firm to take care
of one of its operations which can be completed internally.
2. A major advantage of outsourcing is that it allows companies to focus exclusively o their
core operations to increase their product and service quality. Empirical evidence also
suggests that the process of outsourcing is unreliable and is not guaranteed to offer
success or boost in efficient which is a major disadvantage (Awe, Kulangara and
Henderson, 2018).
Section E
1. According to Schein, espoused values refers to the way in which the workforce of a
company think that their optimum working environment and routine should be like such
as level of innovation and creativity (Schein, 2010). Schein also stated that underlying
assumptions are sources of values in a company and are drivers of change such as
thoughts, beliefs and perceptions.
2. These artefacts, values and assumptions form the different dimensions of culture
according to Schein. Example of artefacts are technology and behavioural patterns in a
company, values refer to the espoused considerations within the workforce which should
be estimated by interviewing them and assumptions are often basic in nature such as “a
business remaining profitable for the near future”.
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Section F
1. One of most significant advantages of the Kotter’s 8 step model of change is that rather
than helping manage change, it helps company’s prepare for upcoming changes and it is
very easy to follow. However, the model also has some disadvantages as it is too
simplistic to help manage complex changes and it has no provisions to measure the
workplace post changes (Kotter, 1995).
2. For example, for a program to bring in structural changes in a retail company by
installing artificial intelligence and smart ordering kiosks, Kotter’s model can gradually
help generate acceptance to this change by a step by step simplistic process. However, the
model will not be of much help to measure the response to the change as majority of the
back office workers will find trouble adjusting in new department.
CONCLUSION
The above workbook went into detail regarding various facets of leadership and
development such as different forms of motivation which are extrinsic and intrinsic in nature,
types of leadership such as transactional and transformational, the various sustainable
development goals and role of outsourcing along with its advantages and disadvantages. The
workbook also critically evaluated the concepts given by Schein and Kotter’s 8 step change
model and it was concluded that leadership and development are key to effective business
administration.
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REFERENCES
Books and Journals:
Alrowwad, A.A. and Abualoush, S.H., 2020. Innovation and intellectual capital as intermediary
variables among transformational leadership, transactional leadership, and
organizational performance. Journal of Management Development.
Mitchell, R., Schuster, L. and Jin, H.S., 2020. Gamification and the impact of extrinsic
motivation on needs satisfaction: Making work fun?. Journal of Business Research, 106,
pp.323-330.
Imaz, O. and Eizagirre, A., 2020. Responsible innovation for sustainable development goals in
business: An agenda for cooperative firms. Sustainability, 12(17), p.6948.
Awe, O.A., Kulangara, N. and Henderson, D.F., 2018. Outsourcing and firm performance: a
meta-analysis. Journal of Strategy and Management.
Schein, E.H., 2010. Organizational culture and leadership (Vol. 2). John Wiley & Sons.
Kotter, J.P., 1995. Leading change. harvard business review, 2(1), pp.1-10.
Online referencing
Tesco hit with major £8million fine for pollution incident, 2022 [online] available through
https://www.gov.uk/government/news/tesco-hit-with-major-8million-fine-for-pollution-
incident#:~:text=Tesco%20Stores%20Ltd%20has%20been,guilty%20to%20a
%20pollution%20incident.&text=16%20June%202017-,Tesco%20Stores%20Ltd
%20has%20been%20ordered%20to%20pay%20over%20%C2%A3,guilty%20to%20a
%20pollution%20incident.
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