ASSESSMENT 2: LEADERSHIP IN A TIME OF CRISIS
ASSESSMENT 2: LEADERSHIP IN A TIME OF CRISIS
For this assessment, you will consider the current climate and the 2020 crisis of COVID-19, or another crisis that you have heard of or faced at your organisation. You will reflect and justify your chosen leadership style and approach, taking into consideration leadership theories such as authentic leadership, situational leadership, ethical leadership and inclusive leadership. You will also apply what you have learned about the leadership competencies needed in a complex world characterised VUCA.
When we refer to leadership in a VUCA context, we are consequently not seeking to incite a feeling that the world is bad, unstable, or 'out of control.' Instead, we are referring to the specific dynamics of the 21st century volatile, uncertain, complex, and ambiguous that impact on trade and industry. These dynamics are being driven by a marriage of six mega-trends: globalization, technology, digitization, individualization, demographic change, and the environmental crisis. These dynamics are creating disruption while triggering innovation and change at a breakneck pace. In this way, VUCA is becoming the 'normal context' for leadership, and requires leaders to adopt appropriate perspectives and skill sets. (van der Steege, 2017, p. 2)
Before you continue, read this article published in the AFR, Companies urge staff to work from home: Workplace innovation (Marin-Guzman, 2020). This article explores the effects of COVID-19 on various large organisations ranging from Telstra, the Big 4 and banks. This article also discusses difficult decisions that were made by leaders within these organisations. You can choose to explore one of these organisations in more detail or select your own crisis that you have heard of or faced in another organisation.
TASK
Using VUCA, summarise the key issue or crisis that was the catalyst for 2 to 3 changes in your chosen organisation. (500 words)
Key Issue or crisis for the organization Articulate the 2 3 changes that
came about for the organization Explain issue / crisis using VUCA
Recommend to start with identifying issue. Must be from 2020 on.
Pick an organization
Be clear on the key issue / crisis you are using. Make sure it is significant / problematic issue (or crisis) or you will not be set up for Task 2 Identify the 2-3 changes.
Be specific on changes for the organisation (not general changes)
Evidence of changes. Read up and get clear on four parts of VUCA
Be able to apply at least 2 elements of VUCA to the crisis.
Research on VUCA and your type of crisis can help here.
Critically reflect on the leadership response, articulating the leadership capacities, competencies and behaviours (or lack therein) to the chosen crisis and evaluate the organisations leadership effectiveness in up to 5 of crisis phases articulated by James and Wooten (2005). (1000 words)
Recommend start by identifying what was the leadership response? What was the observable response?
what leadership DID NOT DO. Which of those did they apply and whats the evidence they did?
EVALUATE LEADERSHIP EFFECTIVENESS IN UP TO 5 OF CRISIS PHASES (JAMES AND WOOTEN, 2005)
Consider the leadership effectiveness for EACH of the 5 phases.
Whats your evidence and rationale?
Pick 1 to 5 phases to include in your answer.
Given the current climate and uncertainty of COVID-19 or the crisis you chose, articulate and justify how the leadership of your organisation can take steps to prevent future crises so that both managers and leaders are better placed to mobilise support teams when there is a change in context that throws the organisation into "disequilibrium" or the "edge of chaos". (500 words)
Change is inevitable. When a chaotic situation happens again, what can leadership do NOW to be in a better place at that future time?
What are 2 3 steps leadership can take to prevent the organisation from falling into future chaos when the crisis happens
REQUIREMENTS
2000 WORDS
APA 7th Referencing (more than 15 references)
TURNITIN CHECK
