The response may involve:
Disagreeing with the topic(sample) or an aspect of the topic(sample), and explaining why you disagree.
Supporting the topic(sample) or an aspect of the topic(sample) (by introducing new evidence and argument).
The topic should:
1. Begin with a short succinct statement indicating the main point you want to make in your post.
2. Have a short introductory paragraph and a short concluding paragraph.
3. Contain an argument in favour of your main point supported by Academic Journal Articles or Academic Book Chapters as references.
4. Include a short reference list at the end.
The topic must be supported by sourced evidence.
Marking Criteria
Marks
Content & Argument
Contribution/response clearly demonstrates an understanding of the concept, theory or model raised by the topic.
Clear demonstration of the nexus between theories, concepts or models and their application using industry examples.
Contribution of new content to the discussion/s. 5 mks
Research Skills
Clearly demonstrated value of papers or articles used to support discussion or contributions (minimum of two per contribution). Referencing standard according to the Harvard style. (We’ll be a little strict with this! …just to get you in the mood for the main written assessment!) 2 .5 mks
Overall Evaluation
Relates to quality of the submission. Clear, concise and fluent presentation. Scholarly use of language and syntax used throughout.
TOPIC(sample):
Use the concept of the transformational leadership to describe how to become a transformational leader?
Transformational leadership is generated by Downton in 1973 and discuused by Burns (1978) that combined the leaders and employees together to target on the same
goal through interaction.Compared to the transactional leaders only seeking the employee compliance with the management based on the negotiation, punishment and
rewards, the transformational leaders care more about the employees’ requirements and try to build a harmonious work environment (Bass, 1991).
The leading method of the transformational leadership is changing the organisation to adapt to the dynamic environment that achieve current objectives more
efficietly (Dviret al., 2002). Four basic elements are discussed to be a transformational leaders. Firstly, creating a strategic vision to let all the employees
better understanding the pursue objectives. Secondly,Using the symbols, metaphors, and stories to communicate the vision. Thirdly, modeling the vision through
managing the behaviour to win the trust from the employees. Fourthly, Building commitment to the vision that let employees involved into the management process.
In order to become a transformational leader, the manager should cope with some basic values:
Idealized Influence – Leaders should have the great impact on their employees that let everyone to recognize and support their decisions.
Inspirational Motivation – Managers could utilize the team spirit and emotional appeals to motivate the employees that serve to the better performance.
Intellectual Stimulation – Leaders should stimulate the followers to challenge themselves, to be more creative, and to be critical in solving problems.
Individualized Consideration – Managers have to pay more attention to employees’ requirements and carefully listen to their viewpoints as well as give some
training and guidance to help them to growth.
Becoming a transformational leader is significant in organisational management and could enable the company to have a higher employee satisfaction, creativity,
and performance (Podsakoffet al., 1990). However, it is also essential for transformational leaders to be more critical to cope with the dynamic changing
environmentand apply the most valuable method in management.
Reference:
Bass, B. M. (1991). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19-31.
Burns, J.M. (1978). Leadership. New York: Harper & Row.
Downton, J. V. (1973). Rebel leadership. Transformational leadership development, 58-74.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of management journal, 45(4), 735-744.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107-142.
