Leadership Development - Question 1 Week 8: Tutorial 7

Here are the roles of a leader in a team-based organization:

  • A leader is required to explain about the perspective of the team (DAVIS, 2016).
  • A leader is required to develop faith and influence his followers to work in a team.
  • A leader is required to mentor the members of his team or group, helping them to improve the level of their performance.
  • A leader should act like a representation of combined efforts that is working in teams.
  • A leader should allow and assist the decision making process in a team.
  • A leader is also responsible for broadening the potential of a team.
  • A leader should contribute towards developing the identification of his team.
  • A leader should demonstrate a sense of pride when the members of his team give an excellent performance.
  • The role of a leader is expected as well as impacting a transformation with the team.
  • A leader should influence his team to show a greater level of performance.
  • A leader should allow the members of his team as well as authorize them to finish their tasks.
  • A leader of a team-based organization should select only team-driven people.
  • A team-based leader should make use of technologies that allow collaborative efforts.


For instance, if a new person joins a team-based organization, the leader should take an initiative to introduce him to the other members of the team and explain to him about the mission of the concerned team.

Also, the leader of a team-based organization should appreciate the performance of his employees and thus motivate them to work harder towards the achievement of the team-objectives (SEMRAU et al.2017).

A leader can include the employees in the decision-making process of the team, so that the employees feel that they are an integral part of the team and will contribute more towards the team. This can act as a great source of motivation for them.

Leadership Development - Question 2 Week 9: Tutorial 8

Here are few leadership practices that improves innovation:

1. Build a secured environment for innovating- A leader should develop a setting in the organization that allows the process of innovation to bloom. Also, it will motivate the workforce to feel relaxed and take stipulated risks. For example, the Walmart Laboratory allows a help-oriented setting to examine latest views and perspectives.

2. Allow the organization to be swift in its actions- In majority of the innovation-based companies the work description is generally adaptably and fluctuating. Such organizations believe that the functioning of their workforce should adjust with the transforming requirements of the market (DONG et. 2017). For example, the FedEx company helps its workforce shift from one role to another with an attempt to obtain various different encounters and thereby enhance their total level of flexibility.

3. Widen the approach- A leader should cultivate prospects for the latest thoughts and views to bloom not even considering their origin. For example, the Unilever Company recently disclosed its Open Innovation Initiative that postulates latest view-points for creating a design as well as a technology to deal with problems in terms of wellbeing, cleanliness and settings.

4. Boost and award an integration- A leader should generate an environment that paves way of a revolution by means of motivating, evaluating and rewarding an integrated effort. For example, the research team of the 3M have an open hold to invest 15% of their schedule in finding out latest perspectives and for this they can apply any kind of technique.

5. Honor accomplishment and apprehend from pitfalls- A leader should engage in appreciating the revolution made by the employees as this is going to indicate to the other members of the workforce that the organization gives immense importance to those employees who innovate (Taghreed et al. 2017). For example, Dow Chemical motivates its employees to undertake risks and allow agility and innovation in the company.

Leadership Development - Question 3 Week 10: Tutorial 9

Here are the few perspectives of win-win negotiation:

1. Provide many schemes in a simultaneous manner- If a leader provides one scheme at a time to the clients, there is a high chance he will only understand a little about the potential of such schemes (Bhattachary, 2016). However, if a leader offers many schemes at a time, even if the client refuses all the provided schemes, still the leader can ask the client which among them was the best. In this way, the concerned leader will get a hint as to where he is required to generate merit and mutually beneficial business. Also, in this way a leader can demonstrate his adjustable as well as adaptable attributes along with his intention to determine the requirements and choice of his clients.

2. Select an appropriate match- In case of a bargain, it is significant that an appropriate match is present in the deal that is a kind of assurance that one party will be in alignment with any kind of a scheme that is obtained by the other party (Åge et al.2017). For example, the owner of a building bargaining with his prospective customer, wherein the owner requires to have the potential to trade the flat with another client in the upcoming years, however the present customer needs an assurance to occupy the flat till the time he wants.

3. Attempt an unforeseen deal- In the course of negotiating; both the groups included have a distinct set of ideologies in terms of the future circumstances. It means that a leader might be sure that the organization will accomplish the concerned work in the correct time and also within the established budget but the customer might believe that the given recommendation is impartial. For instance, to prepare an unforeseen deal both the parties should be asked to present their case and the way in which they will deal with them in future.

Leadership Development - Question 4 Week 11: Tutorial 10

Strategic Leader verses Highly Practical Leaders

A tactical leader is determined to have the capacity as well as the potential to make resolutions that consist of threats and is dependent on their level of awareness (Bonardi et al. 2018). Also, tactical resolutions are made by a leader who possesses a high-level of insightful expertise that has the potential to integrate different origins of data to a resolution that is advantageous for a particular organization.

Moreover, being realistic can come in between the responsibilities of an excellent strategic leader as the actions are outlined as well as developed, including various kinds of threats to which it is exposed (Abozaid et al. 2019). A leader is deemed to encounter several complicated conditions in the course of making a tactical resolution.

Also, it is significant for a leader to have a vision as well as be sure about the various tactical decisions he is making. For instance, if a leader is highly-practical, he will evaluate the advantages and disadvantages of every part of a tactical resolution which has the risk of making the process more complicated.

It is important for a leader to be realistic as well as fair in terms of making a resolution for the organization. However, if the leader is excessively realistic and concerns every element of a plan while taking a decision then it might interfere with the process of resolution making in the organization. This in turn will minimize the different prospects of the organization.

Hence, an immensely practical leader can prove to be a big disadvantage for the organization as it will result in the deterioration of commercial activities of the organization (Simsek et al. 2018).

Thus, a leader should be practical but only up-to a certain limit so that it does not hinder the performance of a great leader in the organization and create an impact on the business of the company.

Leadership Development - Question 5 Week 12: Tutorial 11

Fairness in Leadership

It is significant for a leader to ensure that all the employees present in his team get an appropriate number of tasks to execute in the course of achieving the objectives of the concerned organization (Longo et al. 2017). It might be appealing for a leader to offer more work to that member of a team who has great work ethics and who is willing to do the same. This can help a leader to get the work done very quickly and that also without any problems popping up as the concerned employee is competent in his eyes to perform the same. But it is essential for a leader to be unbiased in his conduct, hence he should be allocating equal responsibilities to every member of his team, depending on their expertise.

Being fair is an important attribute for team-leadership, hence a leader should treat all the members in an equal manner. Also, he should be steady in terms of rewarding as well as recognizing the skills of the members of his team and even in the course of taking any discipline-related decisions in the team (LIPS et al., 2020). Hence, if a leader is allocating more work to the employee who has a powerful work ethic and who is ready to take up the responsibility, he is not acting in a fair manner. In other words, he is depriving the other members of the team from their share of work and they will have less responsibility. This in turn will provide growth opportunities only to members who are getting more work, while the other members will be deprived of any such rights and will be discouraged (Long, 2016). Furthermore, such a discouragement on the part of the employees will create a negative impact on the performance of the organization. Hence, it will not be fair to allocate more work only to one member of a team.

References for Leadership Development

ABOZAID, R.F.A., MANSOOR, R., NAWAZ, Z., ABOZAID, R.F.A., MANSOOR, A. and HAFEDH, M. 2019. EFFECTS OF TRANSFORMATIONAL LEADERSHIP AND PERCEIVED FAIRNESS ON JOB SATISFACTION: EVIDENCE FROM MIDDLE EAST. International Journal of Information, Business and Management, 11(4), pp. 31-49. Available at :https://search.proquest.com/docview/2300552248/AB9F4EE979114283PQ/2?accountid=30552#

ÅGE, L. and EKLINDER-FRICK, J. 2017. Goal-oriented balancing: happy-happy negotiations beyond win-win situations. The Journal of Business & Industrial Marketing, 32(4), pp. 525-534. Available at :https://search.proquest.com/docview/1904154753/3512226A4FC14B02PQ/3?accountid=30552#

BHATTACHARYA, A. 2016. Reinterpreting Innovation and Innovation Measurement - A Theoretical Framework for Innovation in Organisations. Journal of Organisation and Human Behaviour, 5(4), pp. 47-55. Available at :https://search.proquest.com/docview/1911695838/3CAD9518E6354F9APQ/5?accountid=30552#

BONARDI, J., HITT, M.A., VERA, D. and WITHERS, M.C. 2018. Special Issue on Strategic Leadership and Strategic Management. Leadership Quarterly, 29(2),. Available at :https://search.proquest.com/docview/2065253944/65011E17F51C4268PQ/1?accountid=30552

DAVIS, J.A., 2016. The need for leadership training in long-term care settings. Leadership in Health Services, 29(4), pp. 354-357. Available at:https://search.proquest.com/docview/1826101120/B085AFAD45E54C41PQ/3?accountid=30552#

DONG, Y., BARTOL, K.M., ZHANG, Z. and LI, C. 2017. Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual-focused transformational leadership. Journal of Organizational Behavior, 38(3), pp. 439-458. Available at: https://search.proquest.com/docview/1872751094/65AE9031879455APQ/4?accountid=30552#

LIPS-WIERSMA, M., HAAR, J. and WRIGHT, S. 2020. The Effect of Fairness, Responsible Leadership and Worthy Work on Multiple Dimensions of Meaningful Work: JBE JBE. Journal of Business Ethics, 161(1), pp. 35-52. Available at :https://search.proquest.com/docview/2075940338/AB9F4EE979114283PQ/1?accountid=30552#

LONG, C.P. 2016. Mapping the Main Roads to Fairness: Examining the Managerial Context of Fairness Promotion: JBE JBE. Journal of Business Ethics, 137(4), pp. 757-783. Available at: https://search.proquest.com/docview/1813130240/AB9F4EE979114283PQ/5?accountid=30552#

LONGO, M.C. and NARDUZZO, A. 2017. Transactive knowledge from communities of practice to firms. European Journal of Innovation Management, 20(2), pp. 291-311. Available at :https://search.proquest.com/docview/1889376737/B17A4629AB5E4A96PQ/4?accountid=30552#

SEMRAU, T., STEIGENBERGER, N. and WILHELM, H. 2017. Team political skill and team performance. Journal of Managerial Psychology, 32(3), pp. 239-253. Available at: https://search.proquest.com/docview/1908770885/65AE9031879455APQ/1?accountid=30552#

SIMSEK, Z., HEAVEY, C. and FOX, B.C. 2018. Interfaces of Strategic Leaders: A Conceptual Framework, Review, and Research Agenda. Journal of Management, 44(1), pp. 280-324. Available at: https://search.proquest.com/docview/1974459362/515A8C6C15CC450CPQ/2?accountid=30552#

TAGHREED, A.S., SUNDARAKANI, B. and LASRADO, F. 2019. The relationship between TQM practices and organisational innovation outcomes. TQM Journal, 31(6), pp. 874-907. Available at: https://search.proquest.com/docview/2315055950/3CAD9518E6354F9APQ/1?accountid=30552#

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