5OS06 Assignment Example
Assessment Questions
Section one
Analyse the external factors that drive the need for leadership and management within the organisation (AC 1.1)
Leadership and management are critical aspects of achieving desirable outcomes in these times of rapid change and development of corporate culture. Leadership is the part where the vision, strategy, and commitment become real, while management ensures that all of this is implemented and the resources are used efficiently (CIPD, 2023). Both help with innovation and team motivation and drive organisations forward while preparing them to react to factors from outside and guide internal functions.
Extremal Factors Contributing to Leadership and Management Within Highgate Optical
Digital and Technological Changes
Pros and cons
Digitalising day-to-day processes can allow Highgate Opticals to develop more advanced goods and highly innovative services, keeping the company at the forefront of all technological developments (Poudel, 2019). Besides, effective leadership and management can be assisted by applying technology to gain a competitive advantage, simplifying activities, creating better customer experiences, or using the latest solutions based on data.
However, the ever-emerging spectrum of technological changes can cause brutal disruptions in markets and traditional business models. This demands vital leadership techniques for emergencies (Poudel, 2019). Besides, Highgate Optical has to accept that it will need intensive training from the existing workforce or that it will need to supply it entirely with new employees.
Changing Demographics
Through leadership that respects diversity, Highgate Opticals can view things from different perspectives, promoting creativity and innovation. Besides, innovative management of multicultural teams allows for acquiring the best professionals and guarantees they will be held long-term, increasing the organisation’s hardiness and competitiveness (Galanaki, 2019).
Nevertheless, a culturally diverse workforce could cause possible cultural conflicts or communication barriers, which is a challenge for capable leaders to provide inclusivity and resolve conflict (Galanaki, 2019). In addition, when not managed well, demographic changes can render bias and discrimination more serious, leading to an unhappy working climate that can de-rail the organisation’s culture.
Sustainability and Responsible Business Practices
Pros and cons
Leading a brand to sustainability may increase the brand reputation of Highgate Opticals, which will attract customers and investors for the purpose-driven party (Agenda, 2021). In addition, appropriate handling of Highgate Opticals can be achieved through cost-cutting, avoiding unwanted regulatory penalties and building resilience.
However, implementing sustainability practices may call for heavy investment or operational variations that are hard to accept; therefore, the leadership’s strong position might help to overcome this resistance and push the company forward (Agenda, 2021). In addition, finding common ground among all stakeholders of sustainability projects can be multi-faceted, leading to an integrated approach that incorporates objectives and principles with mainline reasoning.
Explain the key differences between leadership and management roles and styles and the implications of each for organisational effectiveness. (AC 1.2)
Management as Authority and Control
In the management context, the level of attention shifts to regulating personnel and the order of the tasks so that they can be completed with efficacy and compliance with predefined norms. Managers usually hierarchically present their structure, a condition under which commissioning of actives and disposition of subordinates can be done (Holmer, 2023). This is a concept based on theories of power, authority and domination, like French and Raven’s theory, which informs that there are several types of bases of power, which are inclusive of coercive, reward, legitimate, expert and referent power (Kumar, 2020).
Leadership as Vision and Influence
Leadership is another fundamental element of organisational dynamics. It revolves around motivating and influencing people so they can share the same vision or purpose. In communications, stimulating and supporting underlings become the leaders’ prerogative. Leaders are skilled in all sorts of communication, including charisma and emotion. They undermine and challenge the status quo, thus developing new ideas and inspiring renewal and adaptation within the organisation (Miller, 2021). The leadership scale devised by Tannenbaum and Schmidt (2003) theory emphasises two fundamental changes from an “autocratic” to a “democratic” leadership style encouraging greater participation and shared task execution (McPheat, 2022).
Implications for Organisational Effectiveness
The strong rule of authority and management may lead to rigid systems, creativity restrictions, and the involvement of a minimum number of employees in their activities. This method may ensure that compliance is maintained and problems are resolved in the short term, although long-term adaptation and innovation can be jeopardised. While the other leadership, motivated by vision and influence, sees creating a culture of trust, collaboration, and commitment, the latter promotes this culture through collaboration (). With proper coherence between all individual interests and organisational goals, leaders will be able to inspire the staff to be creative, flexible and have a high level of adaptability, which in turn will increase the overall effectiveness and competitiveness of the organisation ().
Transactional versus Transformational Models of Leadership
Transactional Leadership
Transactional leadership involves the representative relationship exchange between leaders and followers who use rewards and punishments to encourage effectiveness. The transactional style is about specification because it focuses on what individuals expect from each other, how to achieve their goals, and how to measure what they have accomplished to fulfil their targets. It is founded on sequential and conditional gratification and manage-by-exception, where leaders get involved only when standards do not apply (Michigan State University, 2021).
Transformational Leadership
Transformational leadership, conversely, aspires for partners to take over and take pride in duties beyond the transactional tasks. This helps in ascertaining superior performance. Leaders with this style explain a compelling view, understand the mission’s value, and provide a platform for followers to go beyond personal benefit towards the higher good (Michigan State University, 2021). Transformational leaders, in comparison to the theory of Bass, are charismatic, intellectually stimulating, demonstrate individualised consideration, and are inspirational (Ahmed and Simha, 2021).
Implications for Organisational Effectiveness
Transactions also make short-term performance efficient by delivering clear expectations and an accountability approach. Nevertheless, it can end up missing creativity and internal motivation to the extent that external reward-and-punishment laws will initiate the learned behaviours. While transformational leadership encourages the development of an innovative and engaging culture by motivating members to accept organisational goals and principles, charismatic leadership focuses on elevating the leader’s characteristics rather than the interests of the organisation (Ahmed and Simha, 2021).
Compare the different knowledge, skills and behaviours required for leadership and management in organisations. (AC 1.3)
Leadership
Strategic foresight is a core leadership knowledge need. Leaders with a profound knowledge of the environmental industry, market trends and emerging technologies can foresee impending issues with structural changes and thus lead the company to seek sustainable growth (CIPD, 2023).
Management
Management calls for the discipline of knowing how things work, the operational processes involved, and the necessary systems. The everyday manager must be adequately equipped with the skills of resource allocation, budgeting, and measurement of performance metrics to have operational efficiency and achieve the organisation’s goals (CIPD, 2023). This aligns with Katz’s approach, which prioritises competencies, people, and cognitive skills as necessary for good management (FutureLearn, 2024).
Similarities and Differences
Whereas knowledge is the prerequisite for both leadership and management, the difference lies in their fields of expertise. Leadership represents a long-term strategic perspective and a visionary approach, whereas management entails current operational plan execution and optimising resources for the short term (CIPD, 2023; FutureLearn, 2024).
Skills Requirements
Leadership
One of the leadership skills is the ability to inspire people through oratory. Leaders have to grasp and communicate a deep-level vision and motivate and stimulate the team in an orderly manner toward a shared sense of purpose (CIPD, 2023). Goleman defines emotional intelligence as the ability to understand and manage one’s own emotions and the emotions of others. This plays a pivotal role in effective leadership because it enables leaders to create and sustain relationships, empathise with the employees, and evoke trust in their followers (Tritsch, 2021).
Management
One of the management skills includes decision-making. Managers are always wearing information givers, problem solvers, and decision-maker hats. Therefore, they must evaluate alternatives on time, correctly see information, and effectively solve problems and organisational objectives (CIPD, 2023) in line with the guidelines of the skills-based leadership model of Mumford et al., which puts forward that, among others, problem-solving, social judgement, and the application of knowledge as essential leadership skills (Jaqua and Jaqua, 2021).
Similarities and Differences
Communication and decision-making are vital competencies needed in leadership and managerial positions. The management vs. leadership concept merges on being an inspirational and motivational skill, but the leaders tend to show more concern for managerial and operational aspects.
Behavioural Requirements
Leadership
Role modelling or leading by example is a decisive aspect of leadership. Leadership makes a difference in the organisational culture and ethics through its behaviour, displaying honesty and perseverance while bound with shared values (CIPD, 2023). According to Kotter’s view on the difference between leaders and managers, motivating others and driving changes are significant leadership actions (Fawthrop, 2020).
Management
The skill that every manager should master is delegation, which is critical. Supervisors must delegate and allow team members to feel responsible for accomplishing their tasks and making decisions (CIPD, 2023). The delegation helps managers to get relief from tactical assignments so that they can concentrate on strategic issues.
Similarities and Differences
Leadership and management roles are familiar because they both deal with influencing others. The difference, however, is that leadership tends to focus more on guiding and inspiring, while management is always interested in the direction and coordination of activities to achieve objectives (CIPD, 2023; Fawthrop, 2020).
Evaluate the different concepts and range of approaches that are available for effective leadership and management development. (AC 2.2)
Formal and Informal Approaches
Development through the formal channel implements structured activities such as courses or interventions with well-defined learning objectives, course curriculum and evaluation procedures (Indeed Editorial Team, 2023). Informal approaches are where learning experiences are encountered and developed without a formal procedure but through day-to-day activities with or without office interaction due to various reasons and events (Indeed Editorial Team, 2023).
Pros and cons
The formal programs are organised in a clear and straightforward program, with a defined curriculum that includes all the critical knowledge and skills required for leadership and management efforts (eLeap, 2024). Informal learning options also provide space for adjusting the timing of learning, the topics covered, and the needed approach, giving learners a sense of control over the entire process (Indeed Editorial Team, 2023).
However, established mechanisms may need considerable financial input and long-term engagement from the people involved (Indeed Editorial Team, 2023). Informal learning has no explicit curriculum and assessment structure, which is a complex task of ensuring that learning outcomes are achieved despite the completeness of the learning process (eLeap, 2024).
On and Off-Job Learning
Being on the job implies getting job-related training, learning through activities, and getting experience (Reddy, 2024). One of the techniques they employ is stretch assignments or project-based learning.
Pros and cons
On-the-job trainingOn-the-job training helps workers integrate the newly obtained knowledge and competency with their current job function, which leads to immediate practical action and application.
However, coming on net learning via on-the-job experience might expose people to faults and failures (no matter how they occur), which may affect individual performance or organisational results after that (Reddy, 2024).
Coaching and Mentoring
Coaching acts as an individual process of substitution or support by a more experienced person (coach) to enhance a coachee’s professional and personal development. Mentoring can be considered any developmental process which involves a senior person (mentor) and a less experienced individual (mentee) working together to share their knowledge, advice and experiences to enable the mentee to grow and develop (Indeed Editorial Team, 2023).
Pros and cons
Coaching and mentorship allow personalised guidance and invaluable feedback per individuals’ career objectives (CIPD, 2023). Besides, through coaching and mentorship, relationships can be built that bring about continuous learning since these mentors provide support, encouragement and guidance throughout the development process.
However, it may be hard to find coaches and mentors available at the company who have enough time and a suitable place to offer their mentorship. This might restrict the development opportunities for those still needing coaching and mentorship (CIPD, 2023).
Recommendation for Highgate Opticals
Owing to developing a strategic formal learning and development plan towards business growth, it will be appropriate to adopt a blended approach based on formal and informal learning techniques, oriented on coaching and mentoring processes.
Discuss why diversity and inclusion should be an integral component of leadership and management development initiatives. (AC 2.3)
Diversity in the Workplace
Diversity in the workplace refers to the variety of differences among people within an organisation, including both person-related factors (such as gender, race, ethnicity, age, sexual orientation, disability, and religion) and other related factors (such as education and socioeconomic status) (CIPD, 2022)
Inclusion in the Workplace
Inclusion in the workplace acknowledges culture development, where all employees feel purpose, respect, and appreciation despite their physical distinctions ((CIPD, 2022). It requires striving for belonging and demonstrating equal opportunities, resources, and decision-making for all.
D&I Considerations for Highgate Opticals
Social Justice Case for D&I:
Highgate Opticals should consider fairness and inclusion as the social ethics of diversity. Applying inclusive strategies to diversity and inclusion requires morality and goodwill, which implies creating fair conditions that ensure respect for each individual (McKinsey, 2022). Promoting D&I will play a role in modernising society, cancelling out past happenings, and instilling a fairer and more diverse workplace.
Talent Attraction and Retention
Maintaining D&I in the leadership and management schemes is pivotal for the best staff hire and retention at the workplace. As people work for different jobs, they crave inclusive offices in which they can reveal their whole selves at work, make a meaningful contribution and, ultimately, develop their careers (McKinsey, 2022). This aspect will allow Highgate Opticals to show its intention to be open, inclusive, and highly valued by potential employees, adding to their diversity and skillfulness.
Better Business Performance:
Research findings suggest that firms with diverse and inclusive cultures surpass their peers regarding innovation, decision-making, and financial performance. This approach draws from alternative viewpoints and allows for more innovation, creativity and problem-solving, resulting in higher business performance (McKinsey, 2022). By embracing diversity and equality leadership, the company will create a system that motivates employees, encourages teamwork, and encourages perseverance in the market.
Why These Considerations Are Important
These critical aspects are necessary when Highgate Opticals plans to build a diverse and inclusive culture within its leadership and entity training platforms. The organisation’s mission is to resolve social equity, attract and retain talent, and increase business performance. This is how they build a culture where every individual is recognised, respected, and allowed to contribute the best in their work. By effectively assimilating and appreciating diversity, the organisation builds its competitiveness and effectiveness and perceives the organisation as socially and ethically evidenced (Pavlou, 2019).
References
Agenda, D. (2021). How responsible leaders can create sustainable organizations that deliver value and impact for all stakeholders. [online] World Economic Forum. Available at: https://www.weforum.org/agenda/2021/09/how-responsible-leaders-can-create-sustainable-organizations-that-deliver-value-and-impact-for-all-stakeholders/ [Accessed 3 Apr. 2024].
Ahmed, S. and Simha, A. (2021). Differences Between Transactional and Transformational Leadership. Springer eBooks, pp.1–3. doi:https://doi.org/10.1007/978-3-319-23514-1_1101-1.
CIPD (2022). CIPD | Equality, Diversity and Inclusion in the Workplace | Factsheets. [online] CIPD. Available at: https://www.cipd.org/uk/knowledge/factsheets/diversity-factsheet/ [Accessed 3 Apr. 2024].
CIPD (2023a). CIPD | Leadership in the Workplace | Factsheets. [online] CIPD. Available at: https://www.cipd.org/uk/knowledge/factsheets/leadership-factsheet/ [Accessed 3 Apr. 2024].
CIPD (2023b). CIPD | Management Development | Factsheets. [online] CIPD. Available at: https://www.cipd.org/uk/knowledge/factsheets/management-factsheet/#7677 [Accessed 3 Apr. 2024].
CIPD (2023c). Coaching and mentoring. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/coaching-mentoring-factsheet/ [Accessed 3 Apr. 2024].
eLeap (2024). Formal vs. Informal Learning in the Workplace: Do You Have to Choose? [online] eLeaP. Available at: https://www.eleapsoftware.com/formal-vs-informal/ [Accessed 3 Apr. 2024].
Fawthrop, S. (2020). Management vs. Leadership (thoughts from John Kotter of Harvard). [online] www.linkedin.com. Available at: https://www.linkedin.com/pulse/management-vs-leadership-thoughts-from-john-kotter-harvard-fawthrop [Accessed 3 Apr. 2024].
FutureLearn (2024). Skills theory. [online] FutureLearn. Available at: https://www.futurelearn.com/info/courses/the-evolution-of-management-and-leadership-theory-sc/0/steps/184678#:~:text=Katz%20(1955%3A%2034)%20defined [Accessed 3 Apr. 2024].
Galanaki, E. (2019). Demographic challenges for management: fad or reality? [online] Available at: https://www.emerald.com/insight/content/doi/10.1108/EBHRM-04-2019-065/full/html [Accessed 3 Apr. 2024].
Holmer, A. (2023). Management, Authority, and Control on the Human Side of Enterprise. [online] WorkMatters. Available at: https://medium.com/workmatters/management-authority-and-control-on-the-human-side-of-enterprise-188bf1d0dfd6 [Accessed 3 Apr. 2024].
Indeed Editorial Team (2023a). Formal vs. Informal Leadership: Definitions and Differences. [online] Indeed Career Guide. Available at: https://www.indeed.com/career-advice/career-development/formal-and-informal-leadership [Accessed 3 Apr. 2024].
Indeed Editorial Team (2023b). Mentoring vs. coaching: key differences and benefits. [online] Available at: https://uk.indeed.com/career-advice/career-development/mentoring-vs-coaching [Accessed 3 Apr. 2024].
Jaqua, E. and Jaqua, T. (2021). The three- skill approach to leadership. Archives of Family Medicine and General Practice, [online] 6(1). doi:https://doi.org/10.36959/577/502.
Kumar, P. (2020). French & Raven theory of Power. [online] SlideBazaar Blog. Available at: https://slidebazaar.com/blog/french-raven-theory-of-power/ [Accessed 3 Apr. 2024].
McKinsey (2022). What is diversity, equity, and inclusion (DE&I)? [online] www.mckinsey.com. Available at: https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-diversity-equity-and-inclusion [Accessed 3 Apr. 2024].
McPheat, S. (2022). What is the Tannenbaum and Schmidt Leadership Continuum? [online] Leadership and Management Training Courses UK | MTD Training. Available at:https://www.mtdtraining.com/blog/tannenbaum-schmidt-leadership-continuum.htm [Accessed 3 Apr. 2024].
Michigan State University (2021). Transactional vs. Transformational Leadership: What’s the Difference? [online] Michiganstateuniversityonline.com. Available at: https://www.michiganstateuniversityonline.com/resources/leadership/transactional-vs-transformational-leadership/ [Accessed 3 Apr. 2024].
Miller, H. (2020). What is Leadership, and How is Influence the Answer? [online] Leaders.com. Available at: https://leaders.com/articles/leadership/what-is-leadership/ [Accessed 3 Apr. 2024].
Pavlou, C. (2019). Why diversity in the workplace matters and how to increase D&I | Workable. [online] Recruiting Resources: How to Recruit and Hire Better. Available at: https://resources.workable.com/stories-and-insights/diversity-inclusion-in-the-workplace [Accessed 3 Apr. 2024].
Poudel, D. (2019). Pros and Cons of Digital Technology. [online] Honest Pros and Cons. Available at: https://honestproscons.com/pros-and-cons-of-digital-technology/ [Accessed 3 Apr. 2024].
Reddy, C. (2024). On the job and Off the job Training Advantages & Disadvantages. [online] WiseStep. Available at: https://content.wisestep.com/on-off-job-training-advantages-disadvantages/ [Accessed 3 Apr. 2024].
Tritsch, E. (2021). What is Goleman’s Theory of Emotional Intelligence? [online] Fairborn Digital Academy. Available at: https://fairborndigital.us/2021/10/14/what-is-golemans-theory-of-emotional-intelligence/ [Accessed 3 Apr. 2024].
Section two
Discuss the role of people professionals in supporting leadership and management development initiatives. (AC 2.1)
As a people professional at Highgate Opticals, there is a need to support exemplary leaders who uphold their well-being and that of other leaders while also fostering healthy relationships with their subordinates at work. We need to deploy some techniques that will help us do this task. Similarly, organising presentations, seminars, or training sessions that focus on beacons such as stress management, resilience, and work-life balance are of critical importance (CIPD, 2023). The purpose of the initiatives is to equip leaders with tools that will allow them to be in charge of their wellness in such a manner that positively challenges others to adopt identical positive characteristics.
Performing Learning Needs Analysis – Intensive investigations
First, it is crucial to conduct proper learning needs analysis to make sure that the leadership and management educational programs from Highgate Opticals are successful. As a people manager, it becomes necessary to work with the core people performers to pinpoint the real trends of their skill gaps and development areas (CIPD, 2023). Dialogue in such analysis can involve either written questionnaires that are distributed to employees to understand individual areas of strengths and weaknesses, conversations with the employees, or examination of performance records on the areas of job-specific skills and key competencies necessary for staff improvement.
Designing, Delivering and Evaluating Leadership and Personal Development Programme
The study of the results from the learning needs analysis demands us to work on programs of differentiated and targeted leadership and management initiatives. Training courses could be made easier with our self-made training materials, success roadmap, and a host of other ready-to-use resources in sync with the learning objectives. In addition to designing interventions, it is the primary responsibility to ensure that one carries out the delivery of programs and provides the right quantitative and qualitative data to support a comprehensive evaluation of the leadership and development programme (CIPD, 2023). The role may include leading instructor-led courses, facilitating workshops or mentoring as part of the plan implementation
Evaluate the indicators of successful leadership and management development initiatives. (AC 3.1)
Indicators of successful leadership and management development initiatives
Impact Indicators
These are indicators of how effective leadership and management development programs are through outcomes such things as raised performance metrics, the achievement of KPIs, and successful succession planning and improved retention of employees (CIPD, 2021). Though they are the representation of organisational goals, they may need to improve in some cases to clarify the individual development or expertise of employees.
Transfer Indicators
These assess subject mastery and usage, as well as techniques obtained while working on development programs in a work environment. Also, they are shown in the form of knowledge transfer, realisation of the performance goal, and effects on team dynamics and the cultural structure (CIPD, 2021). By giving examples of application as well as behavioural, their measure can be distorted since it does not fit all individuals.
Engagement Indicators
These are tools that monitor the participation of employees and the level of satisfaction of personnel with the development programs through metrics such as the participation rate, feedback surveys, and related KPIs. Whilst social media clearly shows that there are positive impressions on learning and the part of the participants as regards learning outcomes and impact on the organisation, they may not directly coincide with one another (Fan et al., 2019).
The Kirkpatrick Model provides a structured framework for evaluating training and development programmes across four levels: Reaction, Learning Styles, Behavior, and Results. The assessment indicators for results are connected to the Behavioural level, and the transfer indicators for engagement are linked to the Reaction level (Fan et al., 2019). The model permits individuals to carry out a robust evaluation of collaboration success, considering participants’ satisfaction, learning, behaviour changes, and organisational influence
Explain the range of stakeholders and involvement they have in leadership and management development initiatives. (AC 3.2)
Stakeholders Identification
Top and Senior Leaders
The most vital leaders in The Highgate Opticals Corporation’s hierarchy are the senior and top officials, who are critical in the implementation of leadership and management development programs in the organisation. They are the ones responsible for crafting the directions towards the achievement of the mission and influencing the formation of an organisation’s culture. Also, their involvement involves such things as developing strategies, putting the resources in place, and trying to ensure that the development initiatives are highly rated. It is also important to ensure constant communication and negotiations with the management in order to stay on track with the organisation’s objectives (Chartered Management Institute, 2020). As can be seen in Mendelow’s Stakeholder Mapping, one has to classify them as ‘Main Actors,’ which are known for being closer and require high-quality communication.
Managers
Managers as instructors in leadership and management development programs are vital to successful implementation at the contact level. Being involved entails distinguishing training considerations for the team, promoting employee participation, and sustaining feedback and coaching efforts. Managing interests becomes inevitable (Chartered Management Institute,2020). So, it is critical to see that the development efforts help align operational objectives and establish benefits for the team. In Mendelow’s Stakeholder Mapping, this role is designated as one of ‘Keep Informed’, which requires close working with the decision makers on their quarterly progress and updates.
Participants
The people in a direct line of care, learning and implementation of leadership and management development mechanisms are the key stakeholders. Their involvement extends into actively participating in the lessons based on new knowledge and skills, using them in their occupations and commenting on how the programme is implemented. In the case of their interest management, it is of utmost importance to reflect the peculiarities of the target audience, give them a helping hand and the necessary tools and assets, and create a dynamic learning environment based on the principles of lifelong learning (Chartered Management Institute, 2020). Mendelow’s Stakeholder Moniety refers to these entities as ‘Keep Satisfied’ stakeholders and accordingly indicates an unquestionable obligation to maintain their expectations at a high level and keep them satisfied with their development experience.
Assess the impact and importance that development strategies have on organisational culture, strategy, reputation and performance. (AC 3.3)
Assess the impact and importance that development strategies have on organisational Culture, strategy, reputation and performance
Positive Impact on Culture
The initiatives of Leadership and Management Development can create an atmosphere of learning and growth that supports continuous improvement by implementing new skills and competencies. According to Chen et al., (2019), it can be picked from a learning culture done well that increases employee engagement, collaboration, and innovation. Through employee development, companies identified as businesses like Highgate Opticals are able to promote a culture of accountability, transparency, and employee involvement, and employees feel they are valued and supported in their professional development.
Positive Impact on Strategy
Developing the leader’s ability and equipping them with the most relevant skills become possible through leadership and management development programs. They must, however, be in line with the organisational strategies to ensure that the leaders know how to deploy the strategies for the organisation. Bell (2019) indicates that L&D should become a strategic practice which changes to support the achievement of company goals.
Training and management development initiatives
Training and management development initiatives within an organisation go a long way in building a positive organisational reputation by showing where the organisation puts a high value on the growth of its employees and organisation (Bell, 2019). Meeting internal issues and implying that strategies used by other organisations are not suitable for one’s organisation may result in diminishing an organisation’s image.
Potential Negative Impacts
Towards removal of resistance, Human Resource Directorates in Highgate Opticals can use open communication as well as insight on why the programmes are in place and what the expected outcomes are as a way of dealing with employee resistance to change that is associated with leadership development (Bell).
Disempowerment Mitigation
To overcome specific groups’ feelings of disempowerment, which might arise, Highgate Opticals should make sure to build inclusivity into the design of the programs and take a personalised approach to career advancement (Bell, 2019). An environment of equality, acceptance and justice for employment progression is paramount for the organisation to foster a sense of belonging and competence in all employees.
References
Bell, C. (2019). The Impact of Participative and Directive Leadership on Organisational Culture: An Organisational Development Perspective. Mediterranean Journal of Social Sciences, 5(23). https://pdfs.semanticscholar.org/20c6/f271b293c932308726d746198ccb7cc26623.pdf Accessed 1 Apr. 2024
Chen, J., Jiao, L. and Harrison, G. (2019). Organisational culture and enterprise risk management: The Australian not‐for‐profit context. Australian Journal of Public Administration, 78(3), pp.432–448. doi:https://doi.org/10.1111/1467-8500.12382.
Chartered Management Institute (2020). Stakeholder Analysis and Management. [online] CMI. Available at: https://www.managers.org.uk/knowledge-and-insights/resource/stakeholder-analysis-and-management/ [Accessed 1 Apr. 2024].
CIPD (2021). CIPD the Professional Body for Human Resources and People Development. [online] CIPD. Available at: https://www.cipd.co.uk/ [Accessed 1 Apr. 2024].
CIPD (2023). CIPD | Strategic Human Resource Management | Factsheets. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/strategic-hrm-factsheet/ Accessed 1 Apr. 2024
CIPD (2023b). CIPD | Strategic Human Resource Management | Factsheets. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/strategic-hrm-factsheet/.
Fan, D., Zhu, C.J., Timming, A.R., Su, Y., Huang, X. and Lu, Y. (2019). Using the past to map out the future of occupational health and safety research: where do we go from here? The International Journal of Human Resource Management, 31(1), pp.90–127. doi:https://doi.org/10.1080/09585192.2019.1657167.
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