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What role does Enterprise Leadership assignment research contribute towards promoting effective communications young professionals


Task: What role does Enterprise Leadership assignment research contribute towards promoting effective communications young professionals


Please answer all parts of all 4 questions.
Question 1 (8 marks)

Distinctions between Management and Leadership – Reflective and Critical Thinking
Maximum 200 words.

a) What do managers do (2 marks)
As per Enterprise Leadership assignment descriptions The managers are responsible for dividing the work in manageable activities and choose people for accomplishing the tasks, which are essential to be done. Further, the managers are accountable for communicating and motivating employees. As stated by Hales (2019), the managers take the responsibility of creating teams out of the people through taking decisions on placement, promotion, pay and through their communication with the team. The managers align organisational purposes with the team goals. They demonstrate empathy with the team and delegate tasks effectively. Moreover, the managers take the responsibility of leveraging the most recent technologies. All such deeds are necessary to run the enterprise.

b) How does critical and reflective thinking support the work of managers (6 marks)
The procedure of critical thinking offers the employees with the essential tools for making better decisions as the manager and helps the workforces in predicting the consequences and effects of those taken decisions. Enterprises require managers who have the capability of thinking unconventionally without making any judgement and show biasness as well as predict patterns of processes and behaviours. Organisations are desperate for attracting managers having critical thinking skills as organisations are undergoing fast changes for which they require employees for consistently introducing fresh ideas for staying ahead of the competition.Enterprise Leadership assignment research findings show Reflective thinking help managers in interpreting the situation better.

Question 2 (8 marks)
Becoming an Enterprise Leader – Leadership
Maximum 200 words.

a) Describe the four components of achieving a fundamental state of leadership. (2 marks) The fundamental state of leadership is reached through ensuring perfection in the essential component of effective communication. Leaders necessitate ensuring clear, customised and transparent communication to the employees. Through communication, leaders build rapport, culture and trust of shared accountability with team. The second most important component is ethics, which is governed by moral principles, which govern leaders’ behaviour. As discussed by Jambawo (2018), organisational leaders must use ethics as the lens of viewing any issues, which might arise. By using ethics, leaders can reach fundamental state of leadership by finding trust and numerous hidden agendas. Another important component of achieving fundamental state of leadership identified on this Enterprise Leadership assignmentis democracy. Sometime, leaders require making tough calls to engage workers. However, some leaders often feel scared for stepping into leadership due to fear of rejection whose leadership results probably suffer. Leaders attain fundamental state by going beyond fear and leading by example. To reach fundamental state of leadership, this is essential for leaders to ensure integrity by being honest, reliable and trustworthy.

b) What role does authentic leadership play in attaining a fundamental state of leadership (6 marks)
Authentic leadership is an effective style by enforcing which leaders stay focused on ethical behaviour as well as maintain integrity, which eventually lead to attain fundamental state. Such leaders play an actual role by inspiring faith while encouraging sharing of information openly, which helps in making right decisions with accepting inputs from followers (Crawford et al., 2020).The Enterprise Leadership assignment research shows Authentic leaders’ role is to focus on bringing their whole selves to their jobs as well as participate honestly and fully in the workplace (Iszatt-White and Kempster, 2019). The companies that foster such leadership have high engagement, enthusiasm, motivation and psychologically safe cultures in workplace.

Question 3 (10 marks)
Socially responsible leaders – Social Responsibility.
Maximum 200 words.

Socially responsible leaders focus on sustaining long-term commitments and worth enough their attention on their career or lifetime. Such leaders constantly strive for ensuring self-improvement as well as high standards. The Enterprise Leadership assignment Research shows Through their words and actions, they effectively motivate others for doing the same. Socially responsible leaders have an imperative role to affectorganisational and ethical climate in addition to maintain relational transparency in the workplace, which have a significant role in terms of prompting ethical climate (Tatan and Davoudi, 2019). Hence, perceived relational transparency expressed by leaders is effective in moderating rapport between ethical climate and perceived socially responsible leadership. Being driven by the targets of achieving organisational and human sustainability over long-term, leadership styles have driven focus on development of socially responsible leaders. Such leaders are driven by external global environments because of realising the necessities of constituting sustainable mutual rapport with stakeholders, society and environment. For instance, CEO of Patagonia, Rose Marcario is focused on rethinking ways by which consumerism operates (Krchová, 2019). Focusing on socially responsible initiative rather than raking in cash during the annual shopping day on Black Friday in 2019, the Company decided for donating a substantial percentage of their profits to popular environmental organisations.

From your week 6 & 7 modules: Critically discuss how external and global environments influence the ability of enterprise leaders to ensure efficiency and effectiveness within their organisations.


Question 4
(14 marks) Decision making, leadership and change management – case study.
Maximum 300 words.
Case Study:

As the Vice Chancellor (VC) of Western Sydney University (WSU), you are required to manage the compliance status of fully vaccinated students, staff and other on-site stakeholders once 70 per cent double dose vaccination is achieved across the state of NSW. The state government has announced, under the public health orders, the requirement for university stakeholders to carry a vaccination passport at all times whilst on campus. All stakeholders must continue to maintain social distancing and mask wearing is mandatory whilst on campus. This is to ensure students are able to return to university in a safe andtimely manner, and staff remains employed. As the VC, you are to develop plans to ensurethe safe transition for all stakeholders back to the WSU campuses across NSW. This Requires revisiting current policies andprocedures relevant to decision making, change and innovation, and operations at WSU during this time.

a) Describe using examples, the decision-making process needed by the VC to ensure WSU is compliant with the government’s public health orders and has considered the needs of all stakeholder groups (vaccinated and unvaccinated). (6 marks)
The Enterprise Leadership assignment findings show Public health guiding principles are perfectly aligned for defence however rely heavily on compliance with increasing restrictions and recommendations. Considering the Canadian sample of community adults as an example this has been identified that the stakeholder groups reported increasing or high behavioural engagement in terms of public health guidelines that include physical distancing, masking and restricting activity. However, as opined by Levittet al. (2022), some stakeholder groups exhibited significant reductions to perceive compliance and significance with evidence of more number of negative changes. The changes are substantial reduction in terms of perceived government effectiveness ranging from predominantly positive perceptions to predominantly negative perceptions.Hence, this is at prior essential for the VC to develop trust among the younger adults about vaccination on the government.

b) Based on your response in section A: Discuss the internal forces for change within this scenario. Provide examples. (4 marks)
There have been numerous factors identified on this Enterprise Leadership assignment, which appreciably influenced the perceptions of people about effectiveness of government.Considering internal factors, there is high essentiality of increasing education by the health providers being directed to assuaging serious concerns for uneven vaccine uptake (Nikolovskiet al., 2021). This is inclusive of discrepancies in ideas for handling such crisis properly and lack of proper public health communication. As stated by Mizrahi, VigodaGadot and Cohen (2021), satisfaction of people with the perceived participation of government is another internal factor, which seems to be directly connected with the perceptions of the effectiveness of government to ensure full vaccination of students at WSU. A relatively slow roll out of vaccination rather than that has been anticipated vaccine is a further critical factor, which prominently led to the largely effect decrease of size in perceived effectiveness of government.Hence, the vaccination process must be speed up with availability of supplies at WSU.

c) Examine the role of operations management in this process. Provide examples. (4 marks) Operational managers involved in vaccination processes must focus on contending with numerous uncertainties and complexities. Hence, these managers need to impart a crucial role in properly designing as well as optimising essential processes for achieving on-going effort (Smith et al., 2021). Building competency to respond fast and systematically in the dynamic circumstances for optimising flow, patient experience and safety is expected to be beneficial (Smithet al., 2021). Operations management has been effective in proper responding, rapidly improving cycle and changing skills for meeting the challenge of full vaccination. The Enterprise Leadership assignment Shows Building essential capabilities fast and at scale has been helpful in supporting the national vaccination endeavour.


Crawford, J.A., Dawkins, S., Martin, A. and Lewis, G., 2020. Putting the leader back into authentic leadership: Reconceptualising and rethinking leaders. Australian Journal of Management, Enterprise Leadership assignment45(1), pp.114-133. Hales, C.P., 2019. What do managers do A critical review of the evidence. Managerial Work, pp.263-290.
IszattWhite, M. and Kempster, S., 2019. Authentic leadership: Getting back to the roots of the ‘root construct’. International Journal of Management Reviews, 21(3), pp.356-369.
Jambawo, S., 2018. Transformational leadership and ethical leadership: their significance in the mental healthcare system. British Journal of Nursing, 27(17), pp.998-1001. Krchová, E., 2019. Green communication: case study of the outdoor clothing company Patagonia Inc.
Levitt, E.E., Gohari, M.R., Syan, S.K., Belisario, K., Gillard, J., DeJesus, J., Levitt, A. and MacKillop, J., 2022. Public health guideline compliance and perceived government effectiveness during the COVID-19 pandemic in Canada: Findings from a longitudinal cohort study. The Lancet Regional Health-Americas, 9, p.100185. Mizrahi, S., VigodaGadot, E. and Cohen, N., 2021. How well do they manage a crisis The government's effectiveness during the Covid19 pandemic. Public Administration Review, 81(6), pp.1120-1130.
Nikolovski, J., Koldijk, M., Weverling, G.J., Spertus, J., Turakhia, M., Saxon, L., Gibson, M., Whang, J., Sarich, T., Zambon, R. and Ezeanochie, N., 2021. Factors indicating intention to vaccinate with a COVID-19 vaccine among older US adults. PloS one, 16(5), p.e0251963. Smith, I.M., Bayliss, E., Salisbury, H. and Wheeler, A., 2021. Operations management on the front line of COVID-19 vaccination: building capability at scale via technology-enhanced learning. BMJ Open Quality, Enterprise Leadership assignment10(3), p.e001372.

Smith, I.M., Bayliss, E., Salisbury, H. and Wheeler, A., 2021. Operations management on the front line of COVID-19 vaccination: building capability at scale via technology-enhanced learning. BMJ Open Quality, 10(3), p.e001372. Tatan, S.B. and Davoudi, S.M.M., 2019. The relationship between socially responsible leadership and organisational ethical climate: in search for the role of leader's relational transparency. International Journal of Business Governance and Ethics, Enterprise Leadership assignment13(3), pp.275-299. _ethical_climate_in_search_for_the_role_of_leader's_relational_transparency/links/5f4179d592851cd3021a81db/ The-relationship-between-socially-responsible-leadership-and-organisational-ethical-climate-in-search-for-the-role-of-leaders-relational-transparency.pdf


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